Category Archives: Career Search

How to Answer, “Tell Us About a Time When You Were Successful at Work.”

By Bob McIntosh

“Tell us about a time when you were successful at work” is a behavioral-based question you might face in an interview. This is a common question which can be challenging if you’re not prepared for it.

successfull

Most people who I ask about their successes at work have difficulty coming up with one on the spot.

Some believe that as children we’ve been conditioned not to promote ourselves. We have been told talking about a success is bragging, and we should not brag.

Nothing can be further from the truth if we’re asked by an interested party — interviewers in this case — who are trying to determine our value.

We should be able to talk not only about one time we’ve been successful at work. We should be able to recall many times we’ve been successful.

How to answer this behavioral-based question

A vague answer is not going to impress interviewers. In fact, it might eliminate you from consideration. Remember, how you have succeeded in the past is of great interest to interviewers, so interviewers want a specific answer.

The purpose of behavioral interview questions is for interviewers to understand how you have responded to certain situations in the past to gain insight into how you would act in similar situations in the new job.

Keep the following thoughts in mind:

1. Show enthusiasm  

When you describe this situation, be enthusiastic about your success, but stick to the facts. Describe a specific time when you were presented with a challenge and overcame it. This scenario makes the best success stories.

But don’t embellish, and don’t take credit for anyone else’s work — in fact, share credit with co-workers, management, or others, as appropriate.

2. Understand their reason for the question  

Interviewers are looking for high achievers who show motivation and don’t shy away from hurdles in their way. They want to hear about your actions which led to a positive result.

They also want to know if you succeed by yourself or as part of a team, and how you succeed — demonstrating your intelligence, your leadership skills, your diplomatic skills, or some other skills you have.

Tell them about a relevant accomplishment demonstrating the skills required for this job. You can gain an understanding of what’s relevant by carefully reading the job description to determine their most pressing need.

3. Have your story ready

Be prepared to describe a true situation when you were successful at work. It’s best to write your example, as well as others, down in order to better tell it. We learn best by first writing what we must say. It becomes ingrained in our mind.

Think of an example of leadership or management success for a manager job, an example of creativity or problem-solving success for an individual contributor job, an example of closing a big sale for a sales job, whatever is appropriate and relevant to the job.

Sample answer

What is very important in answering this question is to go into the interview with a specific Situation in mind. This is the beginning of your story. The remaining parts of your story are: your Task in the situation, the Actions you took to solve the situation, and the Result.

Let’s look at a STAR story to answer: “Tell me about a time when you succeeded at work.”

Situation

I was managing one of the largest ABC stores in New England. Although we were leading in revenue; we also had been experiencing a two percent loss due to theft.

 Task

I was tasked with reducing theft to one percent.

Actions

My first action was to have my assistant manager do a full analysis of the items which were stolen most frequently. Not surprisingly, smaller items like pencils, staplers, and calculators were stolen off the shelves.

However, large amounts of other items of all types were being stolen by my own staff and not making it to the shelves. This was of most concern to me, as the majority of money lost was happening here.

For the theft committed by customers, I instructed my staff to smother the customer with kindness. In other words, attend to any customer who seemed to need help or who was lurking around.

For the theft from the dock, my assistant and I brought our un-loaders into my office one-by-one and asked each of them if they were skimming merchandise from the trucks. One out of five admitted to doing this, so I released him without pressing charges.

I instituted a policy that prevented any vehicles to park or drive to within 100 feet of the unloading dock. I also had cameras installed facing the point of delivery. Previously there were no cameras.

Result

Both the external and internal theft was reduced significantly. The policies, extra personnel, and cameras I implemented were successful in reducing theft to .75% and have been doing the trick ever since.

Bonus – Learned

I learned that while most employees can be trusted, unfortunately a small few can’t. I also learned that theft can be reduced at a minimum cost, e.g., I didn’t have to install more expensive cameras to cover every square inch of the store. After all, the store wasn’t a casino.


The Bottom Line

Expect behavioral questions to be asked by most interviewers. Have examples of how you have handled difficult situations, structured as STARs so you clearly present both the situation and the positive result.

This article originally appeared in Job-Hunt.org.

If you enjoyed this article, check out others about tough behavioral-based questions:

Photo: Flickr, Marc Accetta

The truth: introverts and extraverts are wired differently

Guest author Edythe Richards

Two of the most common misunderstandings of the Extravert-Introvert dichotomy is that 1.) Introverted types are more introspective than Extroverted types, and 2.) Introverted types enjoy solitary activities more than Extraverted types.

Extravert Steve Balmer

The MBTI® relies on a dichotomous scoring procedure, and the instrument depends on this perspective of personality. The MBTI® assumes a person falls into 1 of 2 “sides” on each of 4 dichotomies, which results in one of 16 “Types.”

It is therefore a “forced choice” assessment (a person only has the option of “A” or “B”). We use both preferences on every dimension at different times, but we’re predisposed toward one over the other.

Unfortunately, some people who use the instrument do not fully explain the concepts of preferences to ensure an understanding of the dichotomies. The proper verbiage is not “You’re an Introvert” but “You have a preference for Introversion” or “You’re an Introverted type.”

The nature versus nurture debate is one of the oldest in the field of psychology, and I believe it can also apply to the Myers-Briggs Type Indicator:

Introverts and Extraverts’ brains are simply wired differently. One major difference is the way they each respond to the neurotransmitters dopamine (which provides motivation to seek external “rewards” such as money, happy faces, food, exploration of the environment, social status and affiliation), and acetylcholine (which powers the ability to think deeply, reflect, and focus intently on one thing for a long period of time).

Dopamine:  while both Introverts and Extraverts have the same amount of dopamine, it is more active in the brains of Extraverts. This means that Extraverts are triggered by the expectation of these “rewards.”

In short, Extraverts have a low sensitivity to dopamine and therefore require large amounts of it, and they need adrenaline to increase the dopamine in their brains. Therefore, the more active they are, the more dopamine they have.

Introverts’ brains, on the other hand, are not as activated by these external rewards from the environment, so it may appear that they are less enthusiastic about these rewards. They are just less energized by external stimulation.

Acetylcholine: this neurotransmitter also rewards us, but on a more subtle level. It is more active in the brains of Introverts. When it is engaged, the body conserves energy, muscles relax, pupils constrict, blood pressure is lowered, and we relax as we withdraw from the external world. In short, the body is getting ready for “hibernation and contemplation”: two of the things Introverts like the most.

Introvert Reading

Additionally, Introverts and Extraverts process stimuli differently. The “dopamine pathway” Extraverts use is shorter than the Acetylcholine pathway Introverts use. This could explain why many Extraverts are able to respond faster to an onslaught of stimuli.

This explains why Extraverts may appear to like face-to-face networking more than online networking: they prefer the effects of dopamine, which are aligned with the interactions, new experiences and expressions of people that in-person networking events reinforce.

Too much dopamine overloads the brains of Introverts and they may be prone to over-stimulation at such events, thus preferring online networking where they can be more relaxed in their own homes in familiar territory.

It’s important to note, however, that correlation does not imply causation. Though science says we’re pre-disposed to Extraversion or Introversion, our own individual experiences, families of origin, and culture all play a part too.


To use myself as an example: my mother was my primary caregiver, and she is a very clear Introvert. As a child, my behaviors and activities that were rewarded were Introverted ones; solitary activities such as reading, piano (solo – not with groups), and individual sports like horseback riding. I was taught to think before I speak, be mindful of other people; don’t interrupt, etc. We also lived on a farm, isolated from other people. I used to beg my mom to move us to a neighborhood so I could play with other kids. As a teenager, I craved group activities, and in college, I actively sought out group affiliates. As I became more aware of Type Theory, a light-bulb clicked: I am naturally an Extravert, but due to my upbringing, I became very comfortable in the world of Introverts – so much so, that even today, I’m often mistaken as an Introvert.

To be clear, there’s no right or wrong: we are who we are. All of us fall somewhere on the spectrum between Extraversion and Introversion – and all of us use both in our day-to-day lives. Neither is better or worse; we can all learn from each other.


Edythe Richards, founder of A Top Career (www.atopcareer.com) is a Career Counselor and Corporate Trainer in the Washington, DC Metro. She was one of the first 50 people worldwide to receive the Myers-Briggs Master Practitioner designation for her work with Type Theory in career development.

Photo: Flickr, Norbert Stuhrmann

Photo: Flickr, Brianthesnugglebunny

The (now) 50 most important words on your LinkedIn profile

By now I’m sure you’ve noticed that the new LinkedIn profile Summary has been dramatically altered. You’ve noticed that it no longer has a section header and that it is included in the Snapshot area, where only three lines are displayed—or approximately 50* words. To see your whole Summary, visitors will have to click “See More.”

50

What you might not know is that you must revise your Summary, at least the first 50 words or so. And you should do this quickly. Furthermore, you might want to develop a branding statement that grabs the readers’ attention with those 50 words.

Previously approximately 39 words were visible to your visitors, so this is progress.

The reality is that your Summary is not the one you wrote a year, two years, or three years ago. The folks at LinkedIn have sent a clear message that its new, slimmed down profile has no room for the expanded Summary of old. Too bad.

With the former expanded Summary, your value statement/s could be seen at a quick glance, particularly if they were placed within a HIGHLIGHTS section; or if you set them apart with “THE VALUE I DELIVER.” Your value statements could be placed anywhere in your Summary.

What if busy hiring authorities only read those three revealing lines of 50 words to decide if they’d read the rest of your profile? It’s live or die then. Some hiring authorities have indicated that the profile Summary is something they’ll return to. Why not entice them to click “See more”?

Writing an eye-catching opener

To see what I mean, here are some eye-catching openers from my LinkedIn connections.

Take the direct approach with your call to action. Bobbie Foedisch lets her visitors know how to contact her right off the bat and follows with a branding statement, telling visitors that CCI drives business results.

✉bobbie.raffetto@trinet.com ➡ https://ptdrv.linkedin.com/4wifrr8 ☎(610) 457-2561 ➡https://calendly.com/BobbieRaffetto-Foedisch Life Sciences benefit from an HR solution that supports innovation. TriNet Life Sciences reduces the time you spend on HR issues, so you can focus on achievin

There’s no hiding her contact information; she wants to be contacted and is making it easy to do so. Perhaps job seekers should take the same approach. Another thing I like about her opening are the colorful icons, which say something about her character.


Talk about your industry. A former client of mine, Gerald Schmidt, begins his Summary with a statement of how new technologies are relevant to product development, and that he’s a player in this arena.

New technologies have the power to transform a business, especially when brought to market in the form of new products and services. That is what I enjoy doing. Advanced materials and processes can form the basis for a product portfolio that will generate repeat revenues for years to come – if a compa

Read the rest of his profile to see his major accomplishments. They’ll blow you away.


Show you can help. Sarah Elkins is a storyteller coach who has a strong passion for helping people gain success through telling their stories.

Improve Relationships Through Storytelling <> Experiential Workshops, Keynotes <> No Longer Virtual Creator and Chief Storymaker <> Podcast Host: Your Stories Don’t Define You <> Gallup Certified Strengths Coach When we create an environment that encourages and inspires authentic connection, p

This is a clear statement about the services Sarah provides for helping people tell their stories.


Say it with confidence. Laura Smith-Proulx is an executive resume writer who makes a very strong opening statement.

Executive Resume Writer for C-Suite, Board, & Rising Leaders ● Gain a Powerful, Competitive Edge With a Razor-Sharp Message of ROI. ● As a former recruiter and the #1 US TORI Award-Winning Executive Resume Writer), I work directly with you to get RESULTS, differentiating you in a competitive job market.

Laura’s goes on to tout her achievements. She is one who believes that achievements should be stated up front. I agree.


Use humor. Sell pens to sharks? This is how Donna Serdula explains the difficulty of trying to sell oneself. A little bit of humor can grab a viewer’s attention.

➡ It doesn’t matter who you are or what you do, it’s not easy to write about yourself. You can manage complex projects, sell pens to sharks, or lead exceptional teams… but sell yourself? That’s HARD! Besides,do you even have the time (or desire) to write your LinkedIn profile yourself? You know this: People are

Donna’s statement rings true for many job seekers and salespeople. Her opening makes people want to click “See more.”


Start with your story. Mario M. Martinez is a CEO and founder of Vengreso who had a dream. His dream came true, and he wants to help you succeed.

I had a dream. That dream came true on June 20, 2017, when I announced a merger of the world’s top Digital Selling minds now under one brand. Vengreso is committed to one thing – your sales success! As a former VP of Sales, now a Speaker & Digital Sales Evangelist, I am #SalesObsessed! I’ve spent 82 cons

I like Mario’s message of meeting a goal and dreaming big.


Start with a quote. Brian Ahearn, Chief Influence Officer, let’s Robert B. Cialdini, PhD speak for him. This is a very effective way of demonstrating his value.

“You hit it out of the park! The last time I’ve seen such high marks was when we had Colin Powell as our keynote a few years ago.” – Jim Hackbarth, President & CEO, Assurex Global “When Brian Ahearn speaks, people listen. That’s because he knows his material thoroughly, and he knows how to present it supe..

I tell my clients that others’ words can speak louder than theirs. Brian starts with a bang to draw viewers’ attention to his Summary.


Have a strong branding statement like Michael Spence. There’s a lot of strength behind Michael’s 26-word opening statement.

Exec’s, Boards, and IT departments work with me to improve operational excellence and be known as forward thinking business leaders. We infuse transformative technology into your business so you can achieve more. If you want the benefits of tech and peace of mind of security, with the best TCO…let’s ta

I read the rest of his Summary and was impressed with the statement: “My teaching roots proved to be a great tool, equipping me to train and boost the intellectual capital, skill development, and performance of others. ”


The situation is more dire on your smart phone

The bigger challenge is writing a Summary opener for LinkedIn’s app. First of all, visitors only see approximately 10 words. And secondly, they have to know to tap on these words to open your Summary.

So now LinkedIn users have to ask themselves, is the Summary on their computer adequate for their smart phone app? Give it a spin to find out.


*How I came up with the number 50 words

My Summary opener contains 47 words. I’m sure the ones I included above contain more or less than 47 words.

I empower job seekers to land rewarding careers by ◆ delivering today’s job-search strategies in group and individual settings ◆ training job seekers to strengthen their LinkedIn strategy and profile ◆ writing popular articles that educate job seekers on the job search and LinkedIn. If you’re unemployed, you do

When I wrote my 47-word opener, as soon as LinkedIn truncated the Summary, I thought about my contribution to what I do. Although I couldn’t quantify my results with job placement numbers, I tried to think of the most powerful verb I could, “empower.”

If you want to learn more about LinkedIn, visit this compilation of LinkedIn posts.

5 phases of the introvert’s journey to landing interviews

Ask anyone. They’ll tell that interviews are tough. Some will say they’re tougher for introverts than extraverts. Introverts, they argue, don’t make small talk as well as extraverts. They don’t come across as outgoing or friendly. They’re not as likeable. They get easily flustered. This is bunk.

Man interview

Here’s a fact; interviews are tough for both of those who prefer introversion or extraversion. Are they equally tough for both dichotomies? This is hard to say. Another fact is that introverts can shine in interviews, but they must be successful completing all phases that lead to and include the interview.

For the sake of this article, I’ll assert that interviews demand characteristics that introverts might find more difficult to master than their counterpart. Introverts might have to focus or concentrate more during certain phases of the interview process.

It all begins with research

Introverts are strong researchers. And this carries them through the process of landing interviews. The steps that lead to interviews require them to be prepared. They can’t cheat on any of the phases that follow.

Researching the job description and contacting people in the company can help them with writing their résumés, as they should be tailored to each job. Understanding the required skills and responsibilities is essential.

Similarly, researching the job description will help them answer the tough interview questions. They must go further and study the company’s website, use Google, perhaps Glassdoor.com, and read press releases to gain a full understanding of the company. Researching  the company will help them answer question about the company.

To take it a step further, it would behoove them to use labor market websites so they can answer questions about their industry and the company’s competition. Interviewers will be extremely impressed if job candidates can speak to their competition.


Writing compelling job-search marketing literature

This is a phase of the interview process where introverts can really succeed. They enjoy writing and are reluctant to pick up the phone. As I was explaining to my clients, the nice thing about writing their job-search documents is that have time to collect their thoughts.

Introverts will spend more time constructing their marketing literature, e.g., résumé, cover letter, and LinkedIn profile. There can be a risk in spending too much time during the writing phase of the job search, so introverts need to be able to say “done” and not obsess over getting it perfect.

This speaks to the ability to process information. Introverts prefer writing because they can take their time formulating their thoughts. Generally, they spend more time writing than speaking to communicate.

Introverts need to take it a step further and disseminate their résumé in a more effective way. Pundits believe that the success rate of sending one’s résumé to employer via job boards is 4%-10%. Further, there’s the applicant tracking system (ATS) to contend with.

Therefore, it’s important that introverts deliver their résumé/cover letter directly to hiring decision makers, as well as through the job boards. This is a tall order for some introverts, because it requires…you guessed it, networking.

Read: 10 reasons why recruiters and hiring managers dread reading your resume.


Now it’s time to network

Networking can be intimidating for anyone. The word connotes gathering in a large group of people you don’t know and being forced to make conversation. But it doesn’t have to be this way. Networking should be looked at as “connecting with others.”

Generally speaking, introverts are excellent listeners who come across as truly interested in what others have to say. This can be a benefit while networking. Along with being great listeners, introverts tend to ask questions, which their networking cohorts appreciate.

Keep in mind that one’s preference for introversion or extraversion is about energy level. It’s not about one’s ability to speak. Introverts generally don’t have the energy level and/or the inclination to be with people after a hard day of job hunting.

Because introverts are thoughtful thinkers and excellent listeners, connecting with others can be a strength, not a weakness. They need to keep the following in mind:

  • Establish a doable goal. Introverts don’t have to “work the room”; they can talk with two or three people and call it a successful day.
  • Networking is a two-way street. Don’t go to an event expecting only to receive. Go to give as well.
  • Approach people with the appearance of confidence, even if they’re shaking in their boots. Once conversations begin, the confidence will come.
  • Ask questions. People like to be asked questions about themselves.
  • Always bring personal business cards. This very popular article explains why they’re needed and what to include on them:
  • Finally, don’t assume networking can only occur in a formal setting. Other great ways of connecting with others is by creating buddy groups, which are smaller and more intimate; connect in the community; and schedule coffee dates.

The ever-important interview

What happens before the interview? The correct answer is preparation.

What too many people fail to realize is that preparation is key. With preparation comes confidence, with confidence comes better performance. Introverts are masters at research.

Introverts learn best by studying and researching information and then reflecting upon that information. They internalize what they learn and often put it to writing. In some of my workshops I ask the attendees to write 10 STAR accomplishments on index cards. This helps them remember their accomplishments better.

It’s great that introverts prepare for interviews by studying the job description, the companies website, and labor market information; however, they need to network in large groups or meet-ups, where they can gather important information.

Real-time labor market research, e.g., networking, is sometimes the best way to gather important information.

Listening is an introverts’ strength

Being a great listener can also be beneficial in an interview, where it’s important to hear the questions being asked and not trying to answer the questions without hearing them through. The ability to listen also comes across as being interested in the conversation.

What’s the flip-side of talking too much? That’s right, not talking enough. Here’s where introverts need to be mindful and demonstrate their value through answers that aren’t too short, nor aren’t to long. It’s a tough balancing act.

Be ready to answer tough interview questions

This is where the rubber meets the road, as they say.

With their inclination to research the position, company, and the competition, introverts should be prepared to answer tough interview question, such as behavioral-based ones. They should have their stories ready structured in the STAR format. For those unfamiliar:

S is the situation

T is the task in the situation

A is the action taken to solve the situation

R is the result of their actions.

Read this article to get a better idea of behavioral-based questions.

Whereas introverts might not talk enough, extraverts tend to talk too much. We’ve heard people bemoan, “He must be an extrovert. He talks way too much.” This is believed be true because extraverts aren’t as comfortable with silence as introverts are.


Finally, follow-up

Here’s where introverts can really shine. Given their preference to write, thank you notes should be no problem for them. There are well-stated rules for writing follow-up notes, though.

  • The thank you notes must arrive 12-24 hours after the interview.
  • Every thank you note needs to be tailored to each interviewer. No formatted notes allowed.
  • Do more than thank each individual for their time. Put more effort into it, such as bringing up a point of interest that was mentioned during the interview.
  • Also send a thank you note to the recruiter. They greatly appreciate them, and it keeps the recruiters in your network.

Failing to send a thank you note is failing to conclude the interview. I’ve been told by recruiters, HR, and hiring managers that they appreciate thank you notes. They really do. A few of them have said that not sending one can disqualify job candidates.

 

 

College students, 7 steps you need to take to be successful on LinkedIn

I believe that colleges should be teaching courses on LinkedIn and make them mandatory…for every student. Although this might seem extreme, the fact remains that increasingly more employers are using LinkedIn to search for talent.

UMass

Some sources like Jobvite.com estimate as high as 94% of recruiters search for and contact employers by using LinkedIn. To some recruiters, LinkedIn is their main tool for sourcing job candidates.

For two years I’ve been trying to impress upon my college-age daughter that she should take advantage of LinkedIn, especially at her young age when she can get on the bottom floor.

If you’re a college student, you should be building you network before you need it. This will take time, but you’ll realize the advantages your generation has over job seekers who are scrambling to join or strengthen their LinkedIn strategy.

As a college student, you can join the party early, but you’ll have to do the following to be successful:

1. Learn about LinkedIn. Learning about LinkedIn will give you a huge advantage over people already in the workforce. What has taken years for workers of all ages, including myself, you can get a head start on the learning process.

The purpose of LinkedIn is the first topic that should be covered. LinkedIn isn’t only an online Rolodex; it’s the best way to network online, a great source of relevant information, a way to build your brand, and most importantly how hiring authorities can find you.

2. Begin constructing your profile. Now, if you’re thinking you’re too young; keep in mind you need to produce a résumé for when you enter the labor market. This is just a start, but with guidance you can do it correctly.

A former friend of my daughter began constructing his profile after his senior year of high school, and it was pretty good for a graduating high school senior. Granted he didn’t have a lot of accomplishments to tout, but he made the best of what he had.

I wouldn’t expect you to have a profile made for prime time. You have accomplishments to accumulate; recruiters realize your career is in its infancy.

3. Develop a quality network. This network will consist first of peers in your discipline, college professors, colleagues of your parents, and like-minded students at other schools. It’s just the beginning.

My daughter is considering becoming a nurse. I’ve suggested she talk with nurses I know. And while she’s at it, connect with unfamiliar nurses on LinkedIn. “Won’t that be creepy,” she complains. No, this shows initiative.

4. Connect with alumni. This is a treasure trove for college students. Alumni are currently employed and want to pay back the school that played a part in shaping their lives. Yes, alumni are complete strangers, but the goal is to turn strangers into networking contacts.

You and my daughter need to get outside of your comfort zone and reach out to your alumni if you’re really interested in achieving success. It’s that simple. Read this article: Use See Alumni to connect with your alumni with 3 easy steps.

5. Start their research earlier. Astute college students will use LinkedIn’s Companies feature to follow target companies. When they graduate, they’ll have more knowledge of these companies than their classmates.

Further, they can identify top players in their industry. It is highly likely a college student won’t have a first or second degree connection at a company or organization; so an introduction or bold connection request will be required.

6. Start engaging with their connections. This might seem scary for some college students, but they can start slowly and build up their engagement to the point where they’re sharing articles, commenting on the, and even writing their own posts.

College students, like my daughter, have to realize that what they’re learning in school can be of interest and value to their peers, or tribe. The posts they write will impress recruiters if not for the fact that they’re taking to bold step of sharing them.

7. Building their brand early. If the foundation of your brand is your reputation, your years in college is the best time to establish a solid reputation. This is the time for you to repair your reputation.

Keep in mind that branding also means being consistent in presenting your value to future employers. Be all in when you decide to create your LinkedIn profile, build a focused network, and engage with your connections. If your connections aren’t as dedicated as you, weed them out.


You might be thinking making it mandatory for college students to take a course on LinkedIn, regardless of their major. extreme; but consider the advantages of learning about this premier networking application early in their lives. It’s hard to argue against this idea.

Photo: Flickr, Chris.OKeefe

The professional networking document: how it can help during your job search

If you’re wondering what a professional networking document is, you’re probably not alone. You may have heard about professional bios, and maybe you have one; but this is a different kind of marketing document for your job search. This, as the name implies, is for networking purposes.

mock interview2

The top part of your professional networking document resembles a résumé and the bottom part explains to those with whom you’re networking what you’re pursuing in terms of position/s, types of companies, and target companies. This is perhaps the most important part of your professional networking document.

Where you use it

The most obvious place to use your professional networking document is in a networking meeting. (You may know it as an “informational interview.”) It’s where you would slide your document across the table to the person who has graciously agreed to meet with you to provide advice and possible leads.

Just as the meeting is nearing the end, you ask if the person wouldn’t mind taking a glance at your professional networking document. Watch as she takes a look at your company target list. You’ll see her study it and hopefully mention that she knows people at some of the companies. This is the start of something good.

If you’re a member of a buddy group, you can provide the other networkers a copy of your professional networking document. A buddy group is a better place to disseminate your document than to a larger, formal networking group, where participants wouldn’t appreciate carrying a sheet of paper around.

You can also send it to your network in an email. By doing this you’ll cover more ground; although, this is not the ideal way of distributing your professional networking document. Your goal is to get in front of people with your document in hand, so you can discuss it with them.

The top part of your document

This part of your professional networking document, as I mentioned above, resembles your résumé. It is not your entire résumé, as the document should not exceed one page. Here’s where you only include the juiciest information from your résumé.

The first three sections of your concise résumé will include your Contact Info, Job Target, Performance Profile, and Core Competencies. Following is an example of the sections for a Sr. Director of New Business Development.

The final two sections will be your Recent Experience and Education. Your experience section should only show accomplishment statements that are quantified or qualified.

⇓⇓⇓

Sr. Director New Business Development
Identify new global business development opportunities that garner growth and consistent revenue increases of 18% annually. Direct marketing strategy, creating new brand and product category offerings. Recognize industry trends leading to profitability & added value.

CORE COMPETENCIES

New Business Development | Major Account Management | Marketing | Negotiations | Sales

EXPERIENCE

ABC, Anywhere, USA 2009 – 2019
Sr. Director ~ New Business Development/Marketing/Sales
Directed a $200MM company that produced office management software primarily supporting Energy and Education. Emphasis on overall operations of five departments, continuous improvement, and revenue generation. Major highlights include:

  • Initiated the design of 3 brands that dominated the US Northeast region and gained prominence in Western Europe. These brands remain the most popular for ABC.
  • Trained inside sales and distributor sales staff in all aspects of selling, sales input and follow-through; leading to 80% increased sales for ABC’s distributors.
  • Implemented cross-sales plans between major education companies; consistent annual sales growth of an average of 18%.

EDUCATION

Babson College, Waltham, MA
Master’s of Science, Business Administration

University of Massachusetts, Amherst, MA
Bachelor’s of Science, Marketing, Minor in Communications


The bottom part of your document

This is perhaps the most important part of your professional networking document because it gives your networking partners a sense of your goals. Someone who receives your document will have a better sense of how to help you than if your were to simply express your goals through conversation.

The Target Companies section of your professional networking document is most likely the most difficult to devise, yet the most valuable piece of the document. As mentioned above, this will hopefully spark an idea in people who receive your document. Perhaps on the spot during your networking meetings.

⇓⇓⇓

ROLES

Director, VP
New Business Development | Sales/Marketing

TYPE OF ORGANIZATIONS

Entrepreneurial, innovative | mid- to large-sized organization | education or energy | within the USA

TARGET COMPANIES

Education: American Public Education | Archipelago Learning | Capella Education Company | Bridgepoint Education | Franklin Covey Company | Rosetta Stone

Energy: 1366 Tech | Achates Power | Aemetis | AltaRock Energy | Aquion Energy | BrightSource Energy | Clean Energy Collective


Imagine someone saying, “AltaRock Energy. I know the VP of marketing there. Here name is RoseAnn Johnston. A great woman. Give me a minute to get her contact information. Also Clean Energy Collective. I know the CEO there. We play golf….”

Your professional networking document can greatly enhance your networking efforts if written effectively and used in the proper circumstances. This document is not confined to executive-level job seekers; managers and individual contributors can also benefit from it.

This post originally appeared on Jobscan.co

7 wasted networking opportunities that hurt your chances

At formal networking events there’s usually a “needs and leads” session, where participants can mention companies in which they’re interested. They ask if their fellow networkers know anyone at those companies. That’s the needs part.

Men Networking

The leads part is when their fellow networkers shout out the names of people they know at said companies. Or they say that they’ll talk with the person, who has needs, at the end of the networking event. This brings me to the first missed opportunity.

Not asking for leads

At a recent networking event I was leading at our career center, I asked if anyone had any needs and leads. This was after our guest speaker had finished her presentation. No sooner had I made the announcement, many people rose from their chairs and headed for the door.

For those who remained, I told them this was their chance to ask for leads. A few of them mentioned companies in which they were interested. And a few of the attendees offered some leads.

This is a classic example of job seekers who don’t know the companies in which they’re interested. They haven’t done their research, haven’t created a list of 10 or 15 companies they’re targeting. Or maybe they’re afraid to ask for help. In either case, this is a missed opportunity.

Not approaching the guest speaker

I mentioned we had a guest speaker. If the guest speaker is someone who works for a company on your target list, you must wait around at the end of the event to grab a few minutes of their time. Let’s call this Company X.

Make your intentions clear that you’re very interested in Company X and the role you’re seeking. The speaker might not know if Company X has an opening or plans to hire someone for your position, but that’s okay.

Kindly ask if you can leave your resume or, better yet, personal business card with them for future consideration. Ask for their company business card, as well. And don’t forget to ask if you can connect with them on LinkedIn.

If all of this seems too forward, keep in mind that people who attend networking events, participants or speakers, know the purpose of the event—to network. How you deliver the ask is important. You must come across as polite and sound as if you don’t expect anything.

Not approaching people with whom you should speak

Research the people who will be attending. If possible, find out if there will be contacts or potential contacts at the event. You might want to arrange to meet people of interest at the event. As well, you can inquire from the coordinator of the event who will be at the event. This is particularly a smart move for people who are uncomfortable going to networking events.

The events I lead at our career center always begin with people delivering their 30-second elevator pitch. This is the time when you write down each person’s occupation, so you can approach them near the end of the networking event.

Here are some other tips:

  1. Make sure you’re wearing a name tag for easy recognition.
  2. Approach the people with whom you want to speak in a friendly manner.
  3. Be prepared to provide information or leads for them.
  4. Be willing to deliver your ask…politely

Not including other networkers in a group conversation

I see this all the time. A group of networkers excluding others from their group. I find it incredibly rude and a possible missed opportunity. For example, at one of my networking events I see a group of people having a lively conversation. I know that one of them might be interested in a position we’re trying to fill at our career center.

I wait patiently. I try to make eye contact with one of them. Still waiting I get no love. I walk away and move on to an individual who is standing alone and appearing uncomfortable. She’s happy to see me, as I’m the facilitator of the event.

I’ve also seen this at larger events. A good group facilitator will walk with the person to a group of clueless networkers and introduce the hesitant person. The facilitator will break the wall and force the group to include said person. This should not have to happen.

Not bringing your personal business cards to the event

In my opinion, if you leave your personal business cards at home, don’t go to the event. It’s that simple.

Hopefully this article will encourage you to create a personal business card: 7 reasons why you need personal business cards and 7 facts to include on them.

Not dressing for success

It’s not necessary to dress to the nines when you go to a formal networking event, but you should at least wear casual work attire. I’ve seen people wear Tee-shirts and jeans to events. This might have been appropriate attire for where they worked, but it’s not appropriate for a formal event.

Not dressing for success shows a lack of professionalism and respect to other members of the networking group. I say this because I feel disrespected when I hold an event and people wear their Saturday home gear.

For the most part, I see networkers who dress very well. Some will appear in a suit, which is overkill, but others will wear nicely pressed shirts, blouses, slacks, or skirts. This says to me, “I know why I’m here, and I’m ready to get down to work.” They get it.

Keep in mind that a potential employer might be in the room, and they might have to hire an employee in the future. Who’s going to leave a positive impression in their mind; the people who’ve dressed to impress, or the ones who’ve shown up looking like they’re going to mow their lawn.

Of course, not following-up

Here’s where many people drop the ball; they don’t follow-up with the people with whom they’ve had a great conversation. The words of my friend and founder of a networking group, Kevin Willett, ring in my ears:

If you don’t follow up, it’s like you were never there.

So true. You must follow up the next day (Monday if it’s a Friday event) with a phone call or email. And you must persist for a couple or three times at most. If you don’t get a response, the message is clear; that person was never serious to begin with.

Here’s where you need to practice etiquette. If you reach said person, ask them if they would like to meet for coffee (your treat) or have a phone conversation at their convenience.

Here’s the thing; people like me would rather speak over the phone than take more time to meet for coffee. There are others, however, that like the face-to-face interaction. Tell them that you respect their time and will talk anywhere they’d like.


Missed opportunity at networking events can mean the difference between landing a job and not. Let’s recap on what you should do:

  1. Ask for leads
  2. Approach the guest speaker
  3. Approach people with whom you need to speak
  4. Include others in your group conversation
  5. Bring your personal business cards to events
  6. Dress for success
  7. Follow up

Photo: Flickr, International Railway Summit

How to answer, “Tell me about a time when you had to motivate someone.”

And a sample story.

You might have had to motivate someone to do their work, whether it was a coworker or subordinate. They might have been the bottleneck that was holding up a major project. This is frustrating, especially if you like to finish projects before the deadline, nonetheless on time.

Motivation

Employers are also sensitive to this conundrum because projects finished late cost money

Further, someone who consistently fails to do their part of a project is a major problem who will most likely have to be let go; and this is a huge cost the employer must undertake. Estimates put the cost of a bad hire at 30 percent of the person’s first annual salary.

Therefore, you should expect to be asked this question during an interview: “Tell us about a time when you had to motivate someone.”  This is a common behavioral-based question.

Four thoughts to keep in mind when answering this question

Although this is a tough question to answer, there are four thoughts to keep in mind that will help you answer this question:

  1. Interviewers want to see how you’re going to respond to difficult questions.
  2. Understand why the interviewers are asking the question.
  3. Have your (short) story ready.

For details about how to successfully answer behavioral interview questions, read—Tell Me About a Time When You Failed and Smart Strategies to Answer Behavioral Interview Questions.

How to answer a behavioral-based question

The last thought–have your story ready–is what I’ll address in this article.

A vague answer is not going to impress interviewers. In fact, it might eliminate you from consideration. Remember, this is a problem employers struggle with, so interviewers want a specific answer.

What’s important in answering this question is to go into the interview with a specific situation in mind. This is the beginning of your story. The remaining parts of your story are: your task in the situation, the actions you took to solve the situation, and the result.

The acronym is STAR. Keep in mind to guide you through your answer. Let’s look at a STAR story to answer: “Tell me about a time when you had to motivate someone.”

Situation

Our company was going to participate in an annual trade show at the Javits Center in New York City. The date was approaching in two months.

Task

As the manager of marketing, it was my responsibility to coordinate the trade show. There were several details I had to handle, including making hotel arrangements for sales and the VP, coordinating transportation for our booth, writing content for social media and the website, and additional duties.

It was up to the sales manager to notify our partners, OEMs, and VARs that we were attending.

Actions

Three months before the show, I sent an email to the manager of the sales department asking him to begin the process of sending out the emails. I received no reply at that time.

A week later I called to remind him that the emails had to be sent out in order to give our partners enough time to schedule the event into their calendars. He said he would get on it immediately.

A week after that I ran into him in the lunch room, where I asked him how the emails were going. Sheepishly he told me he hadn’t gotten to sending them. This was making me nervous, and I think he realized it.

Later that day, I went to his office and told him that other trade shows were happening around that time and we had to get confirmation from our partners that they were going to attend ours. I hoped he would understand the gravity of the situation.

By Friday of that week, the emails still hadn’t been sent out, so I decided that he needed some motivation. It’s not like me to go over people’s heads when I can handle the situation myself.

On Monday I crafted an email to VP of sales and marketing telling her that all the task for the trade show were handled, save for the emails that our sales manager had to send out. Then I asked the sales manager to come to my office to review it. I told him that the email was going to be sent out by the end of the day.

Result

This was all the motivation he needed. By the end of the day, he sent out the emails to our OEMs, VARs, and partners. There were a handful of our partners who said they couldn’t make it because they weren’t given enough notice, but most of them were looking forward to it.

The sales manager came to me a week later to apologize for not sending out the emails in a timely manner and appreciated me not going to my VP about the matter. I told him I could help him with his time management skills, and he thanked me for the offer.

Bonus

What I Learned

I learned that I should have been more persuasive earlier in the process. I acted too slowly. I also learned that I can motivate my colleagues without having to get upper management involved.

Read One very important component of your behavioral-based interview answer.

The bottom line

Anticipate that you will be asked behavioral questions in interviews. As usual, the best defense is a good offense—have examples of how you have handled this situation, structured as STARs (plus Learning) so you can clearly present both the situation and the positive result from your action, demonstrating your ability to successfully motivate others to support your employer’s goals.

This article originally appeared on www.job-hunt.org.

Photo: Flickr, Jesper Sehested

 

Impressive Executive Resumes Lead With Results

This guest article is from Adrienne Tom, a valued connection and colleague. 

In order to captivate a reader, executive resumes require more than just strong, tailored content. They also need proof.  Proof of the communications expertise and business leadership one claims to covet.  Saying you are good at something and providing clear evidence of it are two different things.

Business people

In an executive resume one must prove their claims.

Supporting evidence lies within measurable impacts, specific quantities, and strong metrics generated during a career.  For greater impact: load your executive resume with relevant results.  Even better, lead with them.

Take this example:  a friend is telling you about their recent fishing expedition, laying out all the things they did and the actions they took before sublimely mentioning ‘we caught a lot of fish’.  Would you be impressed?  Perhaps.  Yet exact measurements are missing and you may have tuned out long before the results were mentioned.

Now, let’s say this same person started the story with ‘12 fish were caught in the first hour of our fishing weekend!’.  Would that get your attention faster?  Likely.  That’s because the results are clear and presented early.

When I work with executives to position their value ‘on paper’ the primary goal is to ensure content speaks to the reader, fast.  Leading with results and front-loading points throughout the file generates a strong impression, builds excitement, and connects the dots.

To ensure the inclusion of measurable and scaled details in your resume, strive to answer: how many? how much? and how often?

If you’ve directed teams, list the size:  Teams of 450.

If you’ve managed budgets, quantify the largest amount:  Budgets of $45M

If you’ve driven revenue growth, show the value over time:   $40M revenue expansion in 2 Years  

Now store these results away for high-impact positioning in your resume.

Leading with results spoon feeds the reader what they want, first.  You answer questions before they can be asked and you align proof points with position requirements.  Results also drive energy and action into the file!

Leaders appreciate the value of numbers and measurable business impacts, so don’t make them hunt for them in a resume. Commence the file with a strong header and supporting value statement, not a generic list of keywords or blanket phrases.

For example, a general opening might say:

Executive Leader:  Revenue Generator | Team Builder | New Business Developer

Yet there is no scale and no measurements in the above statement to hook and engage. An improved resume header would include size, scale, and metrics. Something more like:

President and CEO:  Global $45M Facilities Management | Teams to 450 | 300% Revenue Growth in 4 Years.

The key is to keep this same approach up throughout the resume, with all statements, including bullet points.  Front-load points to powerfully position strengths and build the readers’ appreciation of capabilities.

Standard bullet statements may include impressive figures and important metrics but if key details appear near the end of content the impact becomes less wow and more oh-by-the-way.

End-loaded statements:

  • Developed differentiated product line which decreased service time for end users and added $36M in new profit over 3 years.
  • Shifted vendor relationship management to internal support group, producing $10M in annual cost-savings.
  • Employed longer sales cycles to close accounts in historically challenging European territory to grow new business revenue 156% over 2 years.

Front-loaded statements:

  • Added $36M in new profit over 3 years by developing differentiated product line which decreased service time for end users.
  • Produced $10M in annual cost-savings by shifting vendor relationship management to internal support group.
  • Grew new business revenue 156% over 2 years in European market, employing longer sales cycles to close accounts in historically challenging territory.

The difference is discernible. There is no hunting for impacts in front-load statements and key points don’t run the risk of getting buried or overlooked.  What matters most appears first.

As an executive, you want the reader to get invested in you and your abilities.  To hook and engage, lay out content in a clear path, baiting with impacts that are hard to overlook or pass by.  Lead with results.

Read the original article here.


Take your resume strategy one step further and really impress by Pairing Effective Content with Innovative Design!  You are unique, therefore your resume should be too.

Adrienne Tom is a multi-award-winning executive resume writer with Career Impressions.  She packages and positions executives and top professionals, helping them level-up, land faster, and increase their earning power!  Visit her website to learn more.

Photo: Flickr, zigzagpress

To answer a behavioral-based question, keep the S.T.A.R. acronym in mind

Interviewers want proof of what you’ve accomplished or failed to accomplishment. You can prove your assertions by delivering a well crafted story. You’ve probably heard of the S.T.A.R. acronym. Keep it in mind to formulate your story when answering a behavioral-based question.

Learnlock

The four-letter acronym stands for.

S: situation faced at work.

T: your task in the situation.

A: actions you took to solve the situation.

R: the final result/s.

However, there is one component of your story that will bring your story round circle. Can you guess what it is?

The letter to remember is“L” which stands for what you learned from the situation. This letter is an important component in your story because, as mentioned above, it wraps up your answer.

The scenario

In an interview you’re asked the common behavioral-based question, “What has been you toughest challenge thus far in your career?” Here is an abbreviated answer you might give.

S: The university needed consistent branding across departments.

T: My task was to oversee the process; a process that took a year to complete.

A: The actions I took were to:

  1. assigned a task force to help make this process happen;
  2. decided on consistent colors and fonts for signage, the university website, and peripheral materials;
  3. ensureed all of this met the board of directors expectations.

R: It was a long process, but the president of the school and the board of directors were extremely impressed. All was completed on time and under budget.

Ending your story with what you learned

As said earlier, your story isn’t complete. The interviewer wants to know what you learned from the experience. This is a time which will require self-reflection, not a trite answer because you’re happy with your success story.

Your learning statement should be relevant to the STAR story and company’s needs. It should also be brief. Here is an example of how you might, bring the story round circle.

“What I learned from this experience are threefold. First, I can lead a large project with a large number of pieces.

“Second, I learned that I can be an effective leader of many departments. I know this is an important part of this role.

“Third, attention to detail is imperative, especially when thousands of banners, business cards, pen and other swag are being produced. I made this a top priority.”

Every area of this answer adds value to the candidate. It shows the ability to lead, attend to details, communicate between departments, organize and set priorities, among other skills. In other words, it gives you the opportunity to add more value to your story.


Using the STAR formula is a great way to show proof of what you assert, but to really hammer your answer home, you should tell interviewers what you learned from the situation faced at work.

Photo: Flickr, Jenna