Excelling in a group interview setting


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.

 

 

Just released: A NEW professional resource from Laura Lee Rose!

 

 

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Should I Give Discounts?

 

Should I Give Discounts?

IT Professional Development Series

By Laura Lee Rose

 

Hello, this is Laura Lee Rose – author of TimePeace: Making peace with time – and I am a business and efficiency coach that specializes in time management, project management and work-life balance strategies.  Steve Wynkoop and I talk a lot about designing and managing our professional careers on a weekly interview on SSWUG TV. One recent question popped up last week, regarding providing discounts for start-up companies and nonprofits.

 

A student asked:

I have been approached by non-profits as well as other small start-up companies to give them a discount on my products and services. Should I give them a discount?

I am not a big fan of devaluing your worth. Your time and effort is very valuable. And a non-profit or small business is not that different from any other business. They are still in the business to generate money. Non-profits may not focus on making a profit but they still have to budget for working expenses, they still pay their employees, still generate income (through sponsors and donations). Your service becomes a necessary expense for their company.

Having said that — I do see value in trade or bartering. For instance, you can give a discount in trade for advertisement in their newsletters, websites, and programs. If they provide a service that you can take advantage of – you can discount in trade for XX hours of their service.  If their client base matches your target market, you may have other opportunities for additional promotional opportunities.  For instance, you can arrange to become their sole vendor to their clients in your chosen product or service.

Example: Restaurant may want you to create a website for them. They are just starting out and are asking for a discount on your webdesign service. You have your own bills to pay and you want to attract clients that really value your time and expertise. You want to attract clients that are willing to pay you what you are really worth. On the other hand, you would like to see these people succeed. You can offer them a discount in exchange for:

1) A mention in their menu

2) A mention on their website (Website designed by: signature)

3) XX number of complimentary meals

If they want you on a retainer to maintain their website – you can include XX number of comp meals a month in addition to your discount price.

 

One warning: Do not accept barter for something that is not of value to you.  That’s comparable to giving your services away for free.  Make sure you continue to feel that your worth is being appreciated, by investigating alternative solutions that better meet your goals and success.

 

For example:  A business and success coach asks you to redesign and develop her new website at a discounted rate.  You don’t really need her coaching services and don’t see a fit at first.   But instead of dismissing it right away or giving the discount for free – you investigate a little more.  Asking the important who, what, where, when and how – about her business; you discover that her client base is other entrepreneurs in various fields.  Her primary focus is providing training to other start-ups and new business owners.  With this information, you design a barter, vendor and affiliation program with the following goals:

1)     Be the exclusive web-design vendor for her training classes, training DVDs, and promotions trade shows.

2)     Be prominently displayed and recommended on her website

3)     Be recommended to her clients as their website designer as they get started on their new business

4)     Be one of her speakers at her various trade shows, seminars and retreats

5)     Become an integral part of her support team and staff when guiding her clients through the deployment of their brand and websites.

If the above was not the case, it is recommended that you direct the life coach to someone else that could make use of her services.  This way, you will get the advantage of providing referrals and assistance to others (which puts you in good standing with both businesses).

 

In my IT Professional Development Toolkit, I go into the: who, what, where, when and how to accomplish all of the above. I also have a transferrable skill worksheet.  For more information about the toolkit, please contact

 

vConferenceOnline.com/Bits on the Wire, Inc.
6420 E. Broadway, Suite A300
Tucson, AZ 85710
520-760-2400 or (877) 853-9158
info@vconferenceonline.com

 

 

Or sign up for my weekly Time and Career Management Newsletter at: http://eepurl.com/cZ9_-/

Using hosting etiquette to close the deal

 

Using hosting etiquette to close the deal

 

Hello, this is Laura Lee Rose – author of TimePeace: Making peace with time – and I am a business and efficiency coach that specializes in time management, project management and work-life balance strategies.  Steve Wynkoop and I talk a lot about designing and managing our professional careers on a weekly interview on SSWUG TV. Recently I was approached by reporting wanting to know the following:

 

You’re hosting your boss or a client at a business lunch – what can you does to really make a good impression and seal the deal?

Hosting Etiquette is same in most cases. Beyond the regular things you might do, review the following and see what you think:

  1. Find out their favorite foods and make reservations to a restaurant that provides high-quality cuisine of that type. – Vegan, probably a steak place isn’t the best choice.
  2. If it’s a group environment, make sure the restaurant have enough options to satisfy a diverse group of dietary and religious needs.
  3. Arrive early – to be at the restaurant before the first guest.
  4. When you first arrive, tell maitre d’ that you are to receive the check at the end of the meal. Do this before you are seated.
  5. Make it clear to your guests that they can order pre-dinner drinks, even if you are not ordering a drink for yourself.
  6. If a guest(s) is more than 10 minutes late, seat the rest of the group and ask the maitre d’ to seat the late-comers when they arrive.
  7. When meals arrive at different times, suggest that those that have received their food to start eating. Lead by example and follow your instructions to make them feel more comfortable in doing it.
  8. If an error is made by the staff or kitchen, tell the guest that you will handle it (so that the guest doesn’t have to have that difficult conversation and illustrate that you are a problem solver). Then speak to the server politely and explain the situation without blame.
  9. Don’t discuss the price of the meal when paying. Don’t make a big deal about paying the bill.
  10. Allow the guest to lead the conversation and topics. Don’t interrupt their story to tell your tales. Don’t use the conversation to show off. Use the conversation to understand their perspective and understand how they can best benefit from your association with them.
  11. When commenting on their opinions, say “Yes – and I have also noticed ….” to introduce an opposing viewpoint without introducing conflicts and contradictions.
  12. Even when you invite guests to order whatever they want, some guests will hesitate to order. Most guests try to order something priced in the same range as the other guests. And if you make them go first, they don’t have a range to use. Make some recommendations to put them at ease with the pricing.
  13. Don’t openly complain about the service, restaurant, location, etc. They will wonder that if you don’t like this place, why you are bringing them there. Avoid negatives in speech and actions.
  14. Don’t point out problems, create solutions at all times.
  15. Mirror body language and speech patterns to convey that you are synchronized. Paraphrase what they are saying to make sure you understand what they are trying to convey, before you respond. Seek to understand first, then to be understood (from Steven Covey’s 7 Habits of Highly Effective People).

 

In my IT Professional Development Toolkit, I go 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, please contact

 

vConferenceOnline.com/Bits on the Wire, Inc.
6420 E. Broadway, Suite A300
Tucson, AZ 85710
520-760-2400 or (877) 853-9158
info@vconferenceonline.com

 

 

Or sign up for my weekly Time and Career Management Newsletter at: http://eepurl.com/cZ9_-/

Avoid the ‘Let’s do lunch’ dance

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

Take this scenario:

  • Co-worker emails you: “Can we meet at the end of this week on this topic?”
  •         But in the email, the person does not suggest any date or time for this important meeting.  It’s just a quick one-liner with the above message.
  • You quickly email back:  “Of course”
  • You and your co-workers emails only took 10 seconds to initiate and respond, but nothing was really accomplished.  And no one took the responsibility for actually setting up the meeting.  Nothing really got accomplished here.  You are very busy and you feel that if he was the one requesting the meeting, he should be the one championing it.  He feels he is very busy and if it was important to you, you would push it.  Weeks go by without any progress and you both loose out.

2nd scenario:

  •  You get into the following email on Monday:
  • Co-worker: “Can we meet at the end of this week on this topic?”
  •         But in the email, the person does not suggest any date or time for this important meeting.  It’s just a quick one-liner with the above message.
  • You email back:  “Of course.  I am available this week on Wednesday, Thursday and Friday between 9:00am and 11:30am.  Please pick a 30 minute slot that fits your schedule.  If none of those time slots are convenient, please send me 3 alternative dates and times – so that we can get this on our calendars.”
  •          Even though he is asking for the meeting, you are taking responsibility (able to respond to complete the task of setting up the meeting) for getting this in the calendar.  He had the opportunity to provide a handful of dates/times for the meeting that was convenient for him – but he didn’t do it.   Therefore, you provide various time blocks (that is convenient to you) to give your co-worker an opportunity to pick a time that fits in his schedule.  While you are waiting for his response, you feel somewhat restricted or in a holding pattern because you have essentially promised all those time slots for now.  But it also gives you some freedom  to schedule things around those time slots.
  • You get no response for two days.  Since you are very busy, you feel that you are in a holding pattern on this (because you could really use some of those time slots that you temporarily promised your co-worker).  You don’t want to resent your co-workers for not responding to you and you want to feel free to do what you want to do with your own time.  Therefore, you resend your previous response and also call him.   By calling him, you are escalating the request.  Because they are not at their desk, you leave a voice mail requesting them to respond to the email meeting request.
  • An hour later, you get an email from him stating: “I apologize I am so far behind this week. Can we perhaps shoot for next week? “
  •            The email still has no specific date or time for the meeting. There is still no closure to this. He did not match the urgency level of the communication.  This means, if someone calls you because you have not responded to them — you should match their urgency by calling them back.  Emailing back may be quicker for you – but it does very little to build that working relationship in a positive direction.  Emailing may be easier for you to send an excuse for not responding – but it does very little to build that working relationship in a positive direction.   Even though his email took him 10 seconds to write, it will doesn’t accomplish the goal of setting up a meeting and hurt his business reputation.
  • You respond: “Certainly.  Let’s meet on Monday, June 10 at 11:00am for 30 minutes.  The agenda will include: ……”
  •             At this point, you have given him ample opportunity to select a specific date/time of his convenience – and he continues to elect to leave it up to you.  You have given him ample opportunity to pick up the phone to rectify his delay in setting the meeting.  After all, he was the one that requested the meeting; he was the one that asked for it to be conducted ‘later this week’; he was the one that failed to respond with an explicit date/time and he was the one that postponed it to the following week.  Regardless of his professionalism, you need to keep a professional demeanor.  You are still working toward building a positive working relationship.  So, you take the responsibility (able to respond and complete the task) to set the meeting date,  the pace and agenda of the meeting.
  • Even though you did all you could do to help move this forward, it took 3 days of back-and-forth emails to accomplish this.

3rd scenario:

  • You need to setup a meeting with a co-worker
  • You email:  “I am excited about this upcoming project and really want to hear your thoughts on this topic.  Can we meet at the end of this week on this topic?  I am interested in discussing the following XYZ to accomplish <goal A> .  I know we both are very busy and expect this talk to take only 20-30 minutes.  I am available this week on Wednesday, Thursday and Friday between 9:00am and 11:30am.  Please pick a 30 minute slot that fits your schedule.  If none of those time slots are convenient, please send me 3 alternative dates and times – so that we can get this on our calendars.”
  •         You also call and leave a voice message that summarizes what you sent in an email.  In the voice message, you include the reason for the call, call back information, and your availability.  In the phone message, you show your personality and enthusiasm for this topic.  You emphasize that you are really looking forward to working with him on this.  You are friendly and enthusiastic.
  •         The email and the phone call took you about 5 minutes to do.
  • Your co-worker calls back relatively quickly: “Hey.  Thanks for your voice and email.  I was thinking the exact same thing. Great minds think alike. My boss it out of town this week, so I am pretty swamped.  But this is very important and I don’t want it to sit too long.  Are you available on Monday, June 10 at 11:00?
  •            You say, “Yes.  That’s a great time.  Do you think we can cover those topics in 30 minutes?”
  •             Your co-worker:  “Absolutely.  I’ve looked over the agenda and it looks like you have covered all the important highlights.  If we can’t fit them in, we can schedule another meeting before we exit that meeting.”
  •             You: “Sounds like a plan.  Talk to you Monday at 11:00am.  And thanks for taking your time on this.  I really appreciate it. “
  •             Your co-worker:  “Heck, no.  I appreciate you including me in this project.  It’s really the direction that I want to go.”
  •             This telephone conversation takes less than 5 minutes and builds rapport and a collaborative atmosphere. Within 30 minutes you and your co-worker have the meeting, the pace, the agenda all ironed out (versus the 3 days just doing it by email) and so much more.

This email dance happens quite often between busy people.  Even though email seems a quick way to communicate – it’s often not the most efficient way of communicating and completing tasks.  Email often takes people days to accomplish the same thing that a phone call could accomplish it in 5 minutes.   Just because email seems convenient, it’s not always a productive way of communication.  Before you send an email, consider the following:

1) Have you included everything that the receiver  (not you, but the audience of your email) needs to accomplish your request.
Sending a quick one-liner:  “We should meet something this week”  is not providing all the necessary information for your audience to accomplish your request.

Leaving a voice mail: “Call me” is not providing all the necessary information for your audience to accomplish your request.
2) Have you emphasized the proper importance by your method of communication.
If someone is calling you because you failed to respond to their email – you need to match their level of urgency.  Do not disrespect them by quickly emailing a one-line excuse like “I am very busy.  Can we do this next week.”  Take the hit in person.  Call or even drop by their office (if you are located in the same place), to apologize for the mix-up.  People don’t normally loose their reputation on a mistake.  They loose their reputation on how they react or respond to their mistakes.  If you go out of  your way to take responsibility for your actions and go beyond expectations on making amends – you actually will improve your professional reputation.

3) Combining communication methods is often the most efficient way to accomplish a task between team members.
Combining email and phone calls is a good combination to accomplish tasks.
Combining phone calls (with an email summary of what occurred on the phone) and face-to-face meetings (with email summary of the meeting minutes) is a good combination when possible.
Combining email, phone calls, face-to-face meetings is a great combination when possible.

Bottom line: Combining communication methods and providing enough information in your communication saves time.

In my Professional Toolkit, I provide worksheet, templates and guidance on how to accomplish these things.    In my Book of Answers: Companion piece to the Professional Toolkit, I have 100 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”, please contact:

vConferenceOnline.com/Bits on the Wire, Inc.
6420 E. Broadway, Suite A300
Tucson, AZ 85710
520-760-2400 or (877) 853-9158
info@vconferenceonline.com

Try it and let me know what you think.

How to steal a competitors client.

I find the best way to gain customers from competitors is to collaborate and affiliate with them.

Most services are niche enough that, although they seem competing, they aren’t really stepping on each other toes.  While they may share the same service space,  their products are slightly different and may even be complimentary.   While they may seem to share the same market, their target client description is slightly different.

A successful scheme is to create a catalyst event in which your competitors are invited to speak, perform, or showcase their wares. Every business is responsibly for promoting and advertising this event to their clients.  This offers a Win/Win for everyone. The advantage is that now everyone is gaining exposure beyond their individual circle of influence.  You also include your products and services at this event.  Now you have other service providers bringing in their clients to see your products as well as their products.

Creating a collaborative versus adversarial atmosphere often works better in the long run. In this type of environment, companies often can create a referral program in which you share revenue on clients you refer to each other.  You can also make an agreement to off-load some business during your busy times to the other company (and visa-versa).  If one or the other move into a different market, you are the first they will recommend to their clients.

5 mistakes new entrepreneurs make

soontobereleased
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
It takes courage to take that first leap into entrepreneurship.  As you dive into that brave new world, be aware of some of the top 5 mistakes new entrepreneurs encounter.
A few bad habits an entrepreneur can make:
1) Not thinking like the owner
Because they are small business owners, they spend much of their time doing ‘worker-bee’ type tasks instead of ‘owner’ tasks. They they feel they don’t have enough money, they don’t invest in supporting staff and assistants that would offload the tedious activities that someone else can do — to allow them to focus on activities that ONLY THEY (as the owner) should be doing.
2) Not having a succinct, branding message.
Most new entrepreneurs don’t take the time to create a succinct, branding message and explicit target market. They tend to go throw out too large of a net, in hope of attracting a large number of clients. The results is a confused audience. No one actually understand the entrepreneurs true expertise or niche.
3) Not spending the appropriate and continuous cycles on marketing and sales.
People getting into entrepreneurship because they love doing what they are doing. Often times that ‘passion’ isn’t sales and marketing. But ‘Sales drive the bus’. As an entrepreneur, if you don’t sell – you don’t eat.
4) They don’t know or understand their numbers.
Beginning entrepreneurs often don’t understand their numbers:
  • what yearly income they want to make
  • how much their business needs to make to pay them that year income
  • how many sales they need to make to generate that business revenue
  • what their leads-to-sales ratio is (i.e. how many doors do they need to knock on, to get 1 sale)
  • how many leads do they need to get – to achieve the number of sales they need to get to generate that business revenue
  • what are the start-up costs of the business
  • how many years are they planning to get in the black
5) They don’t keep their business plan up-to-date
Entrepreneurs may create a start-up business plan; but they don’t see it as a living document. They don’t continually review or revamp with their financial adviser, investors and business coaches.
In my “Thinking Like An Owner: Taking the Leap into Entrepreneurship” I do into the who, what, where, when and how of all of the above.  For more information about this toolkit, get signed up:
GetSignedUp

Use Change Management to create an impeccable reputation

 

This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies.  In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into professional development and real-world IT topics in detail.

If you are interested in more training in these areas, please sign-up for the continuing online coaching series.
If you are enjoying these tips, please refer and pass along to others.

My mother very much enjoys the daily judge programs. When I was growing up, soap operas was the prominent daytime TV.  Today, it seems to be the judge programs.  programs.  Majority of the conflicts stem from miscommunication or lack of communication.   Many times one person is suing the other for “not doing what they promised they would do”.  Other times, they are in court because one person doesn’t feel that the other is taking responsibility for their own actions.Most of these cases can be eliminated and avoided with some simple Change Management steps.
Although organizational change management processes can vary (and are often more extensive);  following these minimum steps in both your working and personal relationships, you will avoid much grief and regret.

1) Clearly state, document, and sign the agreement of action.  Have all stakeholders agree and sign the agreement.  Include communication plans in this agreement).
2) Verify that all parties understand the issues.  Get individuals to paraphrase the agreement in their own words, so that you can validate that they really understand the expectations on both sides.
3) Agree upon communication plan.  Define how parties are going to provide status, communicate problems, and discuss deviations/consequences from above agreement.
4) Immediate communicate any deviations from the signed agreement. Expect change and be totally transparent on the progress and status of the activities
5) Collaborate, document and sign the agreed change to the original plans.  Have all stakeholders agree and sign the agreement.

Taking the time to do these simple steps keeps everyone in the loop and protects both working and personal relationships.

Try it and let me know what you think.
In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into this in detail.

If you liked this tips, more can be found at www.lauraleerose.com/blog or subscribe to my weekly professional tips newsletter at http://eepurl.com/cZ9_-/

The weekly newsletter contains tips on:
1)      Time management
2)      Career maintenance
3)      Business networking
4)      Work life balance strategies

If you haven’t taken advantage of your introductory time management coaching session, please contact LauraRose@RoseCoaching.info

Hiring interns for the first time

Most new business owners don’t have much budget for staffing.  So we experiment with interns or inexperienced new hires. The success or failure of any new-hire (intern or paid) depends on how well we prepare.
Below are some tips:
1) Don’t underestimate the value of an orientation program
All new employees need to go through a documented and repeatable orientation program. In this program, you cover important policies, procedures, daily administrative expectations, code-of-conduct, company hierarchy;organization flowchart, and company mission and vision statement
2) All origination material should be available 24-7
Place all learning material on-line on your website – for future reference.
3) Pair new employee with a buddy or mentor
The buddy system reduces multiple people getting interrupted by the new-employees questions and issues. Having an assigned buddy or mentor enables the manager to manage the training load. The training curve isn’t limited to the new-employee’s learning curve — but expands to everyone they interrupt to ask questions.
4) Have documented procedural manuals for all significant tasks
If you don’t have documented procedures, have the new-employee be responsible for create (or correct). Having the new-employee document the procedures keep the living documents relevant and accurate.
5) Conduct frequent one-on-one meetings with the new-employee as well as with others
During your regular one-on-one meetings with yoru employees, explicitly ask how the new intern is coming along. Have specific SMART (Specific, Measurable, Achievable, Realistic, Time-bound) goals for them to accomplish in a timely fashion. If they are consistently not meeting those metrics, then it’s prudent to release and find someone else better suited.
This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies.  In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into professional development and real-world IT topics in detail.If you are interested in more training in these areas, please sign-up for the continuing online coaching series.

How to do things that scare us.

This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies.  In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into professional development and real-world IT topics in detail.

If you are interested in more training in these areas, please sign-up for the continuing online coaching series.
If you are enjoying these tips, please refer and pass along to others.

 

There are things in our professional careers that naturally scare us, but are required for advancement and continued growth.  If we get complacent and too comfortable, we are actually stagnant.  Fear is actually a sign of growth and development.  We are rarely afraid of things we have already done before.  We are normally afraid of places we haven’t been before, things we haven’t tried before or subject matter that we know nothing about.  If fear is a sign that we are pushing our envelop, then conquering that fear is a sign of real personal and professional growth.  In essence, fear is an indicator that we’re ready for that next level.

So, how do we gather enough courage to take that next step?  And transition to that next level?  One of the most effective tools to conquering fears (and how to do things that scare you) is to focus on the advantages that conquering that fear will provide.
For instance: If you are afraid of public speaking, but it’s required for that job promotion — focus on all the doors that your presentation skills will open.
1) Ability to persuade and present your proposals to high-level executives
2) Ability to be seen as the thought-leader in your field by your executives, clients, and other experts
3) Ability to get bonuses for your work, publications, and speaking engagements
4) Ability to have company-paid vacation/travel as you promote the company technology to different technical conferences and trade-shows
5) Possibility of being interviewed on radio, TV, and technical journals as a thought-leader in your field. 

Try it and let me know what you think.
In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into this in detail.

If you liked this tips, more can be found at www.lauraleerose.com/blog or subscribe to my weekly professional tips newsletter at http://eepurl.com/cZ9_-/

The weekly newsletter contains tips on:
1)      Time management
2)      Career maintenance
3)      Business networking
4)      Work life balance strategies

If you haven’t taken advantage of your introductory time management coaching session, please contact LauraRose@RoseCoaching.info