Category Archives: Professional Career Development

Six tips to breeze through a phone interview

Posted on by
1) Smile and carry yourself as though you are having this interview in person

2) Dress professionally as though you are having this interview in person

3) Look at a picture of your best friend and act as though you are talking to them.  The ease and confidence will come through the phone.

4) Carry on a “give and take conversation” versus a Q&A interview.
For instance, if they ask you how you conduct XYZ – after you have briefly and concisely answered the questions, ask them “what type of tools or procedures do you follow?” or “What do you find to be a pain point in your procedures?” This allows you to learn just as much about them as they do about you.  It also gives you additional opportunities to show skills that directly aligns with their procedures.  For example: After you have bounced the question back to the, you find out that they use ProductX to keep track of their steps.  While you didn’t use ProductX in your last job, you used it in a previous job.  And now you have an opportunity to mention your experience with ProductX.  If you had not bounced back the question at that time – you would not have been able to supply that additional experience that adds value to your background.

5) Take notes.  When you are on the phone, your mind is tempted to wonder directly to an answer, before you even heard the entire question.  Quickly jot down a note if something is triggered while they are speaking.  Then return to listening to them.  You can return to that note afterwards.

6) Avoid the brain-dump.  Because you can not see the interviewer, it’s tempting to catch diarrhea of the mouth.  

It’s easy to assume that you understand the question and feel that you have to give a full biography of everything that you know about that subject. And as you are speaking, you think of more and more things to share.  This comes off more as rambling than informative.   Before you fly-off, pause and paraphrase what you think they are asking – to make sure you are answering the question (and in the level of detail) that they are interested.  If the question is vague, ask for clarification in stead of rambling off in several directions.

Example:  Interviewer: “How did you accomplish that?” – You could go into minute detail of how you coded something.  But if you answer: “That project had many different levels.  Would you like to know the high-level general process? the team, client and executive interactions? or more about the specific coding challenges?”  This shows the interviewer that you are aware of the different levels involved – and want to answer the question that they are interested in.

When you are interviewing in person, you can read body language to see if you are interested in your answer.  But when you are on the phone – you can’t tell if they are shifting in their seats, pacing or rolling their eyes.  So keep your answers concise and brief.  Pause and ask them if they need would like more detail.  Pause and ask them if this is what they were interested in.   Pause and ask them if you have fully answered their questions.arrow2

 

For a detail conversational-interview practice flowchart, please email me at LauraRose@RoseCoaching.info

What should you say and not say during an exit interview?

Posted on by

Although there are many reasons for leaving a job, it’s a good rule of thumb to leave it on good terms (even if the work environment was difficult).

Some things to consider:
1) When asked “Why are you leaving”, avoid saying anything negative about the position or people that you are leaving.  Focus on the fact that this current position has prepared you for this new opportunity.  Appreciate all the learning experiences and skill set that this current position afforded you.  Without this current position, you would not have been able to advance to the next level.

2) Leave with an attitude of service.  Offer 1 week of limited phone or email consult.  Even though your last two weeks at the current job should be training and handing-off to your replacement; many organizations don’t actually rehire until after you have gone and they may have some questions after you leave.  Offering some availability, illustrates your desire for the department to succeed after you leave.   It’s is not likely that they will call.  But it’s a nice offer to make.

3) When asked “Is there anything we should change, to better retain good employees like yourself?”  be prepared with procedural improvements that support the business mission and goals.  Avoid emotional and personal comments on managers and co-workers.  Focus on steps that will increase the company’s revenue, customer satisfaction, and efficiency.

4) Avoid losing contact.  Keep in touch with all your significant co-workers, managers, mentors and clients from this job.  Business network with these people after you leave.   Things change. Their positions will change; their needs will change; your position will change and your needs will change.  Opportunities will rise because of these business networks.

5) Leave with a strong handshake and smile.  Exit a job just as you would leave a job interview.  Promise to keep in touch and wish them well.

 

ITDevDVDThe Professional Development Toolkit DVD and e-course goes into the who, what, where, when and why of all of the above.

For a limited time only – the first 20 people to register for the course will get in free.   Just enter the coupon code “Open Enrollment” at

https://www.udemy.com/it-professional-development-toolkit/

 

How to handle difficult clients

Posted on by

How best to manage relationships with clients who can be difficult or trying.

I am a business and professional development coach. My professional website is www.LauraLeeRose.com and my company is Rose Coaching.

Whether you work in the corporate staff environment or own you own business,  you will bump into a dissatisfied customer once and awhile.  Below are some quick tips to diffuse and handle the situation.

1) Understand what your client is trying to accomplish. Most focus on what the thing the client is reporting and not on what the client is trying to accomplish. If you achieve the essence of the client’s goal, he will be appeased – even if the thing he is reporting isn’t fixed.

2) Illustrate that you are on the client’s side. Paraphrase what the client is trying to accomplish and acknowledge that he is frustrated with the current situation. Most difficulties arise when you defend your position against a difficult client. It’s a tricky situation because you don’t want to ‘bad-mouth’ your company. But you do want to acknowledge that this is a frustrating situation.

3) Take responsibility for fixing the situation. Handing-off to a manager or someone else exudes a dismissive attitude. If you can not answer the question, include someone else but stay engaged in the solution. The client wants one point-person to see this crisis through with him. Handing-off to others shows that you don’t really care.

4) Ask the client how they would like it fixed. Since every client is a unique person, you may not be able to read his/her mind. Therefore, ask them how they want this situation to be fixed. If they are invited to be part of the solution, they will not be finding more problems. Some clients will get stuck with the “what is” problem. But guide them into “Although this is a regrettable situation, this is where we are now. What can I do from this point to help you get what you need.”

5) Go above and beyond to make amends. When you make a mistake, go above and beyond to make amends. This may include additional products, services or gifts.

An example that ties all this together. Client is there to purchase an advertized a 2-piece product. You have the first piece but ran out of the second piece (which isn’t supposed to happen). This was your store’s inventory mistake. You ask how the client wants you to fix this, and they state, “I want you to honor your advertizing.” You locate another sibling store that carries both pieces. That store is an hour travel time away. You want to keep the commission so you tell the client to pay for the product here, and pickup the 2nd piece at the other store. (Not taking responsibility for fixing the problem).

Understand what the client is trying to accomplish: Client wants the full product but doesn’t want to add the time and travel to receive it. If the client has to travel another hour to pick up the 2-piece product, they are more inclined to give the commission to the 2nd store. They don’t want to pay you for passing them off to someone else. Offer to ship the product to their home with no shipping charge. Put a rush (next day) delivery from the 2nd store directly to their home – with no charge to the client.  You should also include an additional gift for the inconvenience and shipping delay.

How to Repair a Damaged Relationship with Your Boss

Posted on by

Hello, this is Laura Lee Rose – author of the books TimePeace: Making peace with time – and the Book of Answers: 105 Career Critical Situations.   I am a business and efficiency coach that specializes in professional development, career management, time management, and work-life balance strategies.

Today we are going to talk about how to improve your working relationship with your boss.

Everyone wants to work well with their co-workers and boss. But sometimes it’s difficult because of personalities or the way people like to work.

Here are some different strategies to consider:

1) How can you tell if the relationship with your boss is repairable?
The best way to see if the relationship can be repaired is to better understand how you work and how your boss works. Taking a personality test like Opposite Strengths System <http://www.oppositestrengths.com>,or * Myers Briggs* personality test. <http://similarminds.com/jung.html>  provides an objective and 360degree assessment.

By understanding the different way people work and how to better relate to those personalities – you are well on your way to repairing the relationship. Since you cannot change how other people react and respond to you – you will need to be willing to make the change. If you are not willing to put in the effort, then the relationship will not change.

2) What if the relationship cannot be repaired but you don’t want to quit?
The best way to change positions within the company is to start business networking with others in the department or area that you want to move into. Start marketing your expertise in their area by volunteering your services, sending helpful articles that point to solutions or new techniques, present Brown Bag Lunch talks on topics of interest, ask to be mentored/coach by others in the other departments, take others to lunch to find out about other opportunities in their area, and schedule an appointment with your HR representative for additional ideas.

Okay – after some soul-searching; you have decided to repair the relationship.  What now?

Here are some quick steps:

1) Acknowledge your part in the broken relationship. Make improvements in your performance, stay positive; don’t place him/her in difficult situations; bring solutions to problems; be open to feedback; don’t take things personally, do what you say you would do and keep him/her in the loop when you can not accomplish it and always stay calm and professional (that means no drama)

2) Understand your boss’ point of view: Go the extra mile; anticipate his/her needs; protect his/her time; and  understand his/her communication
preferences,

3) Focus on your shared/common goals and interests. Includes some personal interchange. Get to know them a little and give your boss the benefit of the doubt.  Another good reference book is Don Ruiz book “The Four Agreements.”.  This is a great personal and professional relationship manual.

4) Tommy Thomas, PhD  and leader in the Opposite Strength System suggests the following:  To improve your relationship with your manager, the main point to remember is to have an attitude of equality. The mistake most people make in their relationships with people they report to is that they confuse the authoritative position that the manager has in the organization with the value the manager has as a person.

So be sure to blend respect for the manager’s position and authority with conveying an attitude of equality.

The IT Professional Development Toolkit, goes into the who, what, where, when, why and how to accomplish all of the above..  For more information about the toolkit, please go to my website at www.lauraleerose.com

For more information about Opposite Strengths System and relationships, check out Tommy’s Relationship Guide. This is a report that will give you detailed, specific coaching on how to approach your manager based on who you are and who your manager is and do so with an attitude of equality. Go to http://www.oppositestrengths.com to learn more.

Try it and let me know what you think.

Beating the winter time office-blues.

Posted on by
wintertimebluesWinter is coming, and it often brings about a negative mood swing.  Doctors have officially recognized the winter blues as a named, medical condition called Seasonal Affective Disorder, or SAD.  Couple that with the increasing number of disengaged employee base, and we have a SAD office place.

A recent Gallup Poll disclosed startling statistics about the state of disengaged employee base. The survey found 54.7 percent of workers are “not engaged” and another 17.5 percent are “actively disengaged” with their jobs. That means that less than 30% are considered to be engaged with their work. The majority of those less engaged tend to be baby boomers and Gen Xers and tend to be with employees who have been at their company between 3 and 10 years.
There may be several reasons for the disengagement.

1) Employees are not taking full responsibility for their own career and professional development

2) Their current position is not aligned with their professional passions and goals; but are afraid to leave the job.  They are convinced that they can not get the job of their dreams.  Therefore, they disengage.

3) They listen to the news about the job market and feel that they need to stay where they are and not rock the boat.

Disengagement is directly associated with the feeling (or lack of feeling) of autonomy and empowerment.    Most people have more power then they recognize.  Most people have more options than they realize.  But if you don’t believe that you have these choices available to you – then you feel trapped and then you disengage.
Partnering with a mentor(s) or success coach unlocks those limiting thinking.   Look around the office to witness who, in your organization, seem energized and excited.  Ask them “Why, What, Where, When and How”.  Find local heroes and those you admire.  Start up a mentor program of your own (both mentor someone and ask someone to mentor you).   Designing an accountability partner (someone in your corner) is a good defense against winter time blues.

Employers that interview but never hires.

Posted on by

This is Laura Lee Rose, a business and efficiency coach that specializes in professional development, time management, project management and work-life balance strategies.  In my Professional Development Toolkit package , I go into professional development and real-world IT topics in detail. If you are interested in more training in these areas, get signed up

 I know the usual reasons for not hiring a particular individual, such as under-qualification or just-not-a-fit; but what are the reasons employers interview and then decide not to hire anyone?

There are often different reasons why employers interview and then don’t hire.  Because reasons are normally asynchronous to the hiring process, they are less evident.

Since the interview process takes time and money (from advertizing for the position, filtering and sorting incoming resumes, initial candidate screening and the interview meeting),no company goes into this process with the idea that “they do not intend to really hire anyone”.  They enter this process with the full intention of finding good candidates and eventually a good employee.

But because this process takes time, things can change during the interview process itself.  The longer it takes to find someone, the higher the risk of something changing.
Some things that they may realize during the interview process are:

1) The longer it takes to find the right person, the higher the risk that they realize that this position isn’t as critical as first thought.  They may feel that they are doing fine without the extra hand.  After viewing several candidates, they realize that they rather train and promote from within. Or they find that they have actually completed the project that they were trying to hire.
2) The position disappears because of an re-organization or business strategy change. It could be combined with some other role or eliminated altogether.
3) A new project management strategy is instituted such that either the schedule is extended to allow the current resources to handle the added tasks; or the project scope is diminished such that the current resources are satisfactory.
4) A hiring freeze was just initiated.
5) A different way of subsidizing the resources is implemented instead. This could be a short-term contractor, an affiliated partner is providing the service (outsourcing), the company decides to eliminate that service altogether (and refer clients to their referral partners)

It’s important for job seekers to not take it personally, and work hard to stay on these potential employer’s radar.  Things change – which means things will change again.  If you stay on their radar (through continued business networking techniques), when things change back again, you are on the top of their Rolodex.

In the Professional Toolkit, I provide worksheet, templates and guidance on how to accomplish these things.    The Book of Answers: 105 Career Critical Situations  contains 105 work-life scenarios like the above.  The scenarios show how to accomplish your goals in similar situation.

For more information on how to get this toolkit or the “Book of Answers” email LauraRose@RoseCoaching.info

How to deal with difficult clients without losing business.

Posted on by

How to deal with difficult clients without losing business.

For your business to thrive, you need the right client (not just any client). Often times the difficult clients means it’s a poor match. It could mean that you don’t have the right product; the right price; or the right service level for them. In these cases, they are not the right client for you. If you continue to try to provide for the wrong clients, you will loose business for a few reasons:
1) customerserviceThey will never be happy with your service.
2) You will loose money trying to make them happy (which you will never be
able to do).
3) They will tell everyone that they know – not to go to your place
(loosing you more clients).

So – sometimes, trying to keep a client actually loses you business.

Some ways to deal with difficult clients without losing business:

1) Understand the reason the client is asking for this particular item. Sometimes what the client really needs is different from what they are actually asking for. If you take the time to understand the client’s perspective, goal and reason for the purchase (of service or product), then even if you don’t have the exact product they are asking for, you may have a different solution for them. Sometimes people get fixated on one way to fix the problem, when there are multiple solutions. You may have a different product that solves their problem – just not the one they are fixated on right now.

2) Be prepared with a list of affiliated or referred partners. If you don’t have the right solution, be prepared to hand-off to someone in your referral or affiliated program. This way the client stays happy and you get the referral fee.

3) Apologize for the situation and ask the client how he/she would like this situation handled. Try to accommodate as best as you can within the goal of your company. If you are not able to accommodate the client and you have caused them some inconvenience, provide them an in-store coupon or gift certificate that requires them to come back to redeem.

Excelling in a group interview setting

Posted on by

groupinterviewInterviews are nerve wracking enough when done one-on-one, but add in a group dynamic, and it can be enough to scare away candidates.
  • How can job seekers excel in a group setting, when their competition is interviewing alongside them?
  • How can job seekers remain calm, appear knowledgeable, and prove they are the best fit for the job?
Some recommendations:

1) Focus on the attributes that you want to illustrate:  Professionalism, Team Player, Work well with others, Adds Value to the conversation; and can understand and adapt to the changing dynamics of the workforce.  After all, this group interview is no different than a regular staff meeting.  This is a good way to see how you will conduct yourself in a meeting environment.

2) By keeping the things you want to illustrate in “real-time”, you will avoid interrupting, one-upping, and even competing.  Approach the group interview as regular staff meeting.  Find ways to differentiate yourself through active listening and even asking open-ended questions.

3) Pay attending and listen to everyone’s answers and incorporate what they are saying into your answers.  Acknowledge what both the interviewer and other interviewees are saying (instead of just tuning out to figure out what you are going to say when your turn does come).

4) When you are answering your question, make eye contact to everyone on the panel (and not just the person that asked the question).

5) Avoid elevating yourself by putting someone else down.  If you want to illustrate leadership, you want to go out of your way to uplift everyone in the room.

 

 

Designing Your Scarecrows to Success

Posted on by

scarecrowsDesigning your own Scarecrow:  In the past, we’ve discussed doing at least 1 scary thing a week to grow and develop.   (Read full article of “How to do things that scare you” here)

Now that the fall is here – so is harvest time.  So — what types of tools have you been using to scare away those pesky voices, events, and even friends that tend to distract and sabotage your success?

While talking about the dilemma “is your glass have full or have empty”  I often reply “It’s irrelevant because there’s free refills”  Someone once asked a discussion group question – “What do you do is someone else smashes your half-full glass?”   Some folks said , “Just get a bigger glass”.  Some folks answered, “Get a bigger glass and stay away from those people in the future”.

One big mistake we all make is to assume that ‘someone else’ is smashing your glass.  No one can smash your glass, except you.  No one can affect you if you don’t allow them to.   It’s that old question “If a tree falls in the woods and there is no one to hear it, does it make a sound.” People can say anything they want (negative or positive).    If you are not listening to them, then you are not affected.  Therefore, the only reason someone can upset you is because you (for some reason) are believing what they are saying.  So – it really does come back to – it’s not what they are saying that hurts you.  It’s what you think about what they are saying that is hurting you.  Therefore, if you change how you think about what they are saying – you can turn this event into a positive (regardless of their initial intentions).

So — this is where Your Scarecrow comes into being.

We sometimes allow others (voices, events, and even well-meaning ‘framily’ (friends and family) to derail us from our personal and professional goals.   What have you put in place to keep you are target?  What type of Scarecrows have you put in place to divert and attract others away from negative influences.  And what type of Scarecrows have you put in place to help you focus on the goal at hand?

What would you like to use to help switch your mindset on some things.

A Scarecrow can be several different things:

1) A vision board of where you want to be, do or have

2) Picture of your best friend for continued encouragement

3) A pact to text a friend each time you completed a work-out or tedious task

4) A rigid routine or schedule to help keep you on track and active

5) Motivational audios or videos

6) Journalling

7) Daily phone call to a trusted friend

8) Use of a timer to limit breaks, computer window browsing, or get us back on track

9) Blocking time on the calendar for our imperatives (like family, friend, healthy lifestyle, etc).

10) Lining up accountability partners and reasonable forcing functions to help us succeed – as in a Mastermind or Synergy group.

If can be anything.   If you haven’t lined up your Scarecrows, do it today.

More information on how to be a part of a mastermind or synergy group, <<click here>>

Different Types of Managers and How to Work With Them

Posted on by

As you have already experienced, there are different types of managers and the different styles of management workers might encounter.  A good manager actually transitions and flows between the different roles as the environment or situation dictate.  But some managers naturally gravitate toward their dominate style and stays there – regardless of their surroundings.   The best advice for working successfully with many of the types is to take full control of your own performance, professional development and career management.

You do this by:

There are 8 text book management styles  ( summary at end of note, posted by Touchpoint in General Business on Jan 9, 2012 9:02:00 AM); but a new type has cropped up recently.  It’s the BUSY Manager.

yesmanSome managers mistaken a “hands-off” approach to mean disengaged.  Most companies are understaffed and overworked.  Therefore, managers often have more work than their employees can handle and more stakeholders/clients to report to and appease.   This often puts the manager in a tailspin – which often tempts them to disengage from their employees.  The Global Workforce environment adds additional complications when individuals are remote and on different time zones.  This also contributes to the manager losing touch in what’s actually going on in his ranks.  In such an environment, most managers are focusing on don-time delivery of current projects.

These busy managers are often impatient with items not directly associated with today’s goal.   There is very little time spent on career management and individual development plans for their employees.  There is little focus on the training on next generation technology to reduce the learning curve to get ahead of the market.  Because of their heavy schedule and budget constraints, managers are often just present focus. They are only focused on what is needed to get them to the next hurdle — but not necessary over it.   They are working to keep their heads above water and not necessarily focused on getting out of the water.   If employees depend upon managers like that – staying only present focus will eventually drown you.

If you recognize that your manager is has a “present-focus” mindset (because he has so much to do, it’s the only thing he can focus on right now) – you need to take control of your own career and professional development.  If you are thinking like the owner or manager (discussed in the Professional Development Toolkit DVD) , you can both appreciate and anticipate need.  In “Knowing How You Boss’ Mind Works video (included in the Professional Development Toolkit DVD), you can better position yourself for that excellent performance rating and promotion.

8 Types of Conventional Managers:

Posted by Touchpoint in General Business on Jan 9, 2012 9:02:00 AM

  • Active leadership: Active leaders tend to lead by example and set a high standard for themselves and their employees. They wouldn’t ask an employee to take on a task they’d be unwilling to do themselves. They are highly involved in the day-to-day work and fully aware of what’s taking place in the office.

 

 

  • Directive leadership: Although less authoritative than autocratic managers, directive leaders do not typically solicit employee input. They often cite a short timeframe, an unpredictable client or an emergency situation as the reason for acting unilaterally. Often this may be true. Other times, they may just have a bit more difficulty letting go of control.

 

 

  • Participatory leadership: Based on a coaching philosophy, this style focuses on empowering employees to seek their own knowledge and make their own decisions when appropriate. It can be very effective in fluid work environments with shifting priorities. A more advanced version of this style is the flat management style, where different managers take the lead on projects, depending on their expertise.

 

  • Servant leadership: Based on a “people-come-first” philosophy, this style has been made famous by writer Robert Greenleaf. The style is based on finding the most talented people to run your organization and then empowering them to do what they do best. The leader sees him or herself as a “servant” to the customer and encourages employees to adopt the same attitude.

 

  • Task-oriented leadership: Leaders who use this style may have once been project managers. They are experts in planning projects, allocating resources, assigning roles, setting benchmarks and keeping to strict deadlines.

 

The  IT Professional Development Toolkit, goes into the: who, what, where, when and how to accomplish all of the above. I also have a transferable skill worksheet.  For more information about the toolkit,

Blue-StartHere