Expert Reveals How to Change Your Career By Adding A Little Soul

The late comedian George Carlin once said, “Do you hate your job? Sorry to hear that. There’s a support group for that. It’s called EVERYBODY, and they meet at the bar!”

As a consultant on employee engagement to major healthcare companies, Melissa Evans understands that feeling well. Her solution to it, however, is a little “uncorporate.”

“It’s a fact that most people don’t like their jobs,” said Evans, also author of Sole to Soul: How to Identify Your Soul Purpose and Monetize It. “According to a recent survey published by Time Magazine, fewer than half of American workers – 45 percent – are satisfied with their jobs. This is the lowest percentage since 1987. Gallup reported that this phenomenon also hurt businesses in a significant way. Companies with large numbers of dissatisfied workers experience greater absenteeism and lower productivity. These workers create a turnover rate of 51 percent. Can you imagine working at a company, or trying to run one, that loses half its staff every year?”

That turnover isn’t just from firing or layoffs. According to the US Bureau of Labor Statistics, the number of people who quit their jobs from June 2010 through October 2010 was actually larger than the number of people who lost their jobs. Gallup says all these disengaged employees cost the U.S. economy upwards of $370 billion annually. Evans believes that one key way to turn this around is for employees to look inward before they look outward.

Her solution is for workers to get in tune with potential careers and job choices that plug into their passions as a person. She suggests people ask themselves the following questions:

• What do you want? – In an economy that is dicey at best, it seems like it’s a luxury to only consider the jobs you really want, even if they are in a field in which you may have to start over from the bottom. However, consider the alternative: bouncing from bad job to bad job, hoping the next one will be better than the last, when the real problem may be that you just aren’t doing anything you’re passionate about.

• How do you want to feel? – There is a vast difference between getting up in the morning excited about the day and waking up in the morning with a knot in the pit of your belly, anxious about having to go back to a workplace you can’t stand anymore.

• Why should you change course? – If what you’ve been doing hasn’t worked so far, logic dictates you change what you’re doing. My best advice is to find something that drives your spirit and your intellect and pursue that, before it becomes too late for you to fulfill your dreams.

“The first thing most people do when they don’t like their job is to look for another one,” she said. “While that’s valid, I have to question the wisdom of running from a bad job as opposed to pursuing a good one. The problem is, most dissatisfied employees identify a good job as one that simply pays a little more and is not where they currently work. A good job, a good career, is far more than that.”

Melissa Evans, MHA, PMP, Master Coach, self-made millionaire at age 31 and “The Guru of Implementation,” founded The Broshe Group in 2001 in Atlanta, Georgia. With her focus on the healthcare industry, Evans helped numerous companies improve patient care, safety and service while growing profits. Her privately-held company serves clients worldwide.

It’s in the Ears by Carole Martin

Most people who have an interview scheduled work like crazy on the answers to the questions that may or may not be asked. They focus entirely on the questions and answers and are very nervous about having all the right answers..

If you are one of those people who believe that interviewing is only about answering questions, you’ve been missing the point. You’ve also been missing an opportunity to gather valuable information. Listening is one of the skills most underutilized by candidates. They forget to listen, observe and read between the lines.

Here are two examples of candidates — one who listened and asked questions and one who did not listen and missed the opportunity to ask questions.

The Candidate – who did not listen

Diane answered all the questions and waited for her turn to ask questions. When she was finally asked, “Do you have any questions?” she was ready and took out her list of questions.

Sounds like she did everything perfectly. Right? Not quite. She forgot one thing, and that was to listen. If she had been listening, she would have heard the emphasis placed on retention. There were at least three questions asked about her plans for the future; how long she planned to stay with the company; why she had only stayed with her last company two years.

If she had been listening, she might have been struck by the focus of these questions and she might have asked, “I’ve noticed from the questions you asked me that you seem to have some concerns about my plans for long-term employment, could you tell me more about your concerns and about the turnover rate for this department/company?”

If Diane had asked that question she might have found out the turnover rate was quite high. In fact, it was a big problem for the company. If she had been listening, her next question should have been, “Is there a specific reason employees leave?” She may, or may not, have a gotten a forthright answer, but she would have been able to make her own judgment, and observe the interviewer for signs of discomfort with the question. Observing is another way of “listening” or taking in information.

The Other Candidate – who listened and asked questions

Jerry, listened and observed while he interviewed and picked up a thread of questions pertaining to stress and long hours. When it was his turn to ask questions he asked, “On a scale of one to ten, with ten being high, how would you rate the stress and pressure levels in this department?”

He noticed the two interviewers look at each other when he asked this question, and they agreed it was a “six.” Jerry figured that must mean an eight or ten, and continued to ask more questions about the subject. He followed up with another question, “Is this the norm, or a seasonal level workload?”

He listened carefully – reading between the lines. He gathered information he wouldn’t have known had he not been on their wavelength, tuned in and listening.

Jerry had already worked in a “sweat shop” where he was expected to work 60 plus hours a week. He wasn’t about to walk into that situation again. He now had enough information to make the decision as to whether he wanted to work for this company – in this department.

Rewards of Listening

When all you can think of is the answers that you will be giving, you miss a premium opportunity to garner information about the situation you are about to enter, if you take the job. The bonus of listening is that you impress the interviewer by the fact that you have heard what was said, and sometimes what was not said.

The best questions you can ask come as a result of listening. Turn up your listening and intuitive skills. Read between the lines! You’ll be surprised at what you hear.

The Interview Coach, Carole Martin, is a celebrated author, job coach, and speaker on the subject of interviewing and recruiting. Contributing writer at Monster.com and featured on talk radio. Carole is using her proven methods for coaching job seekers on competitive interviewing skills in technical and non-technical industries. http://www.interviewcoach.com

Follow The Interview Coach on Facebook, Twitter and Linkedin by visiting www.interviewcoach.com/blog to learn about current workshops and seminars Carole is offering.

Dress for Success guides you through the elements of women’s work wear. The guidance provided in this FREE Dress for Success Guide will help you make the right first impression so you have the opportunity to get that job you want.

Adrian Ackerman, a leading workplace fashion consultant, gives the benefit of his insight dressing for a job interview, covering the basics from selecting a business suit (Chapter Two), through to Business Casual (Chapter Seven). Also included in the book is advice from career counselors from leading university, as well as real life stories from job seekers.

As you prepare to face the competition in the job market, Dress for Success will help you project the image you need to be competitive. It gives you all the tips and tricks that create the right first impression with employers and will stand you in good stead when you get that job of your dreams

To view Dress For Success, click here (PDF). To download a copy of the book, right click here or click on the cover and select “save as”.

Most people would think that the job interview as the candidate would be a “slam-dunk” for the HR Professional who knows everything there is to know about the hiring process. The truth however is that most HR professionals find the job interview as daunting as the rest of the candidates when they sit on the “other side of the desk.” And, many of them blow it!

The following are some myths and truths about the HR professional in the interview as the candidate, followed by some tips worth reviewing – even if you are an expert.

Common Myths

1. The HR Professional feels calm and relaxed during the interview because this is familiar “turf.”

FALSE – The HR professional is vulnerable to the same anxieties as anyone else. You are going out to “sell yourself” just like everybody else and it is not unusual to want to make a good impression. The same fear of not wanting to “make a fool of yourself” is present for you as a professional as it is for all the other candidates.

2. The HR Professional can relax during the interview because this will be an informal interview between professionals.

FALSE – It is a mistake to think of this interview as an “informal” interview between professionals – even if it is. While you may feel more relaxed because you are talking to a colleague, that colleague is attempting to find the “best person for the job,” not a new friend.

3. The HR Professional can talk “shop” about the frustrations of the job because you will be talking to a “colleague.”

FALSE – Becoming too familiar, or unprofessional” in any way, may hurt your chances of being taken seriously as a qualified candidate for the position. Using language or discriminatory remarks that are in any way inappropriate for a job interview will be a huge mistake, even though you are speaking to someone who knows the truth about what goes on behind “closed doors.”

4. The HR Professional has contacts in the industry and that will assure that they will get the job.

FALSE – While it is true that knowing people in the industry will be a tremendous help in getting the interview, there are no guarantees that you will get the job once you begin the process. You will be on your own to try to convince the interviewer that you are the best person for the job.

5. The HR Professional doesn’t have to prepare for the interview because they know the process and what the employer is looking for.

FALSE – This is the biggest mistake of all. Not preparing or taking the process seriously because you are an HR professional may be your own undoing. You should know what you are seeking, analyze what the interviewer is looking for in a candidate, and prepare to sell yourself – just like everyone else.

Preparation Tips

1. Know What You Are Seeking

The first thing worth spending time on before you begin your search is to determine what you are seeking in your next job. Do you want a job just like the last one? Do you want “more of” something in your next job? Or, do you want “less of something” that you don’t want to do again? Here’s your chance to make up your “wish” list.

An exercise that will help you with the answer to these questions as well as assist you in looking inward to determine when you were working at your fullest potential is a simple one. Begin by making a list of the tasks at your last job – the tasks that you were energized by. In other words, “when your job turned you on.” Think about the last time you were so involved in a project or task that you woke up thinking about how you could improve the situation. Write those experiences down and try to determine what the satisfying factors were.

By making lists of motivating experiences from your last two or three jobs, you will hopefully begin to see patterns of projects and tasks that stand out. Analyze what you did before and begin to ask yourself some important questions about what you are seeking. The answers to these questions will give you possibilities for fulfillment in future jobs that have similar responsibilities.

2. Assess What Is Needed To Perform The Job.

Any sales person would tell you that in order to sell anyone something you have to know what they need. Job Postings are “pieces of gold.” Read through job postings to find out what your customer (the interviewer) is looking for – what is the need?

Read the job posting three times.

Read the first time for content.

Read the second time for words – vocabulary. What words appear consistently in almost every posting?

Read the third time and read between the lines – what would it take to get this job done? What are they looking for?

When you have analyzed the job posting begin a list of qualities that are necessary to do the job so that you can compare and contrast yourself as a fit for the position.

3. Assess Your Skills

“What can you bring to this position?” is an important question and one that your preparation will help you answer in a confident and self-assured manner.

To aid you in the assessment of your skills, divide a piece of paper into three columns and label the columns, “previous experience,” “transferable skills” and “personal traits.”

Begin to fill out what you have to offer in each column.

Knowledge-based skills – skills learned through experience or education – business savvy, employment law, compensation, benefits, training, management, coaching, leadership.

Transferable skills – skills that are general – you can take them with you to almost any job – communication, listening, decision making, judgment, initiative, negotiation, planning, organizing, time management.

Personal traits – qualities that make you who you are – flexible, friendly, dependable, decisive, reliable, calm, high-energy, patient, good attitude, loyalty, high integrity, detail-oriented.

When you are finished, sit back and check the list over. You might be surprised at how easily the list comes together, describing who you are and what you have to offer. By dividing the skills in this way, the task becomes manageable.

The next task is to compare what “They are seeking,” and “What you are seeking,” against a possible match with “What you can bring to the position.” When you have completed these exercises, you will be better prepared to sell yourself as the “solution to the problem” and a serious candidate for the job. The ideal win-win situation is to find a position that will fulfill your needs while being the best fit for the position you are seeking.

The HR professional may be knowledgeable about the hiring process but there are no guarantees when it comes to getting hired. Assessment and preparation will make a big difference in your success. Don’t let the industry myths get in the way of your getting the job you want and deserve.

The Interview Coach, Carole Martin, is a celebrated author, job coach, and speaker on the subject of interviewing and recruiting. Contributing writer at Monster.com and featured on talk radio. Carole is using her proven methods for coaching job seekers on competitive interviewing skills in technical and non-technical industries. http://www.interviewcoach.com

Follow The Interview Coach on Facebook, Twitter and LinkedIn at www.interviewcoach.com/blog to learn about current workshops and seminars Carole is offering.

If you’ve been killing yourself trying to achieve daily work/life balance, Jon Gordon warns that it may be a pipe dream. He offers up another (better) solution.

In a perfect world, “work” and “home” would balance out neatly. We’d work from 8 to 5 each day, take an hour-long lunch, and then come home and spend uninterrupted time with our families. But for those of us here in the wake of the Great Recession, firmly entrenched in an “always on” society, this notion seems hopelessly outdated. Most of us are working longer, more stressful hours, and work is spilling over into evenings and weekends. No wonder a recent survey of North American employees found that 87 percent of respondents say their work/life balance (or lack thereof) is negatively affecting their health!

With so many people suffering from this problem, you would think the natural solution would be to encourage businesses to help their stressed-out employees find more balance in their lives. Not so, says best-selling author Jon Gordon.

“Work/life balance, at least in the sense that most of us think about it, is a myth,” says Gordon, whose new book is The Seed: Finding Purpose and Happiness in Life and Work (Wiley, 2011, ISBN: 978-0-470-88856-8, $22.95, www.JonGordon.com). “It does not exist. For many people, it never has. Personally, I have never been able to balance the scales of work and life on a day-to-day basis. Rather, I’ve come to realize that the dance between work and life is more about rhythm than balance.”

Gordon compares the rhythms of work and life to the rhythms of nature. There’s a time and a season for everything.

“For me and for most people, there are seasons when hard work and extra hours are a necessity, and seasons when there is more time for rest,” he explains. “And guess what? It’s okay. When you love what you do—and I truly believe there is meaning and even joy to be found in every job—you’ll thrive during the busy seasons and fully appreciate the down time.”

This sense of purpose, asserts Gordon, is the natural remedy for the crushing guilt that many working parents in particular experience. (You know the drill: when you’re working late, you feel guilty that you’re not home with the kids; when you’re at home, you feel guilty about all the work not getting done.)

“When you believe your job has no meaning, of course you’re going to feel guilty for spending so much time there,” he notes. “It’s the realization that you are making a difference in the lives of others that lets you let go of the guilt and truly immerse yourself in what you’re doing during both seasons.”

Read on for Gordon’s advice on rethinking the concept of work/life balance and finding passion and purpose in both arenas:

First, let go of the work/life balance notion. Instead, think “purpose and passion.” It’s true that work/life balance is a topic that seems to be on many minds, says Gordon, citing a recent NPR segment titled “In America, Too Much ‘All Work, No Play’?” But in many ways, he insists, a perfectly balanced life is a perfectly tepid life. How much balance do you think Bono has when U2 is on tour? What about an Olympic athlete preparing for a competition? Or the leadership team at Facebook? Probably not much, but their passion and purpose fuel them to work harder and longer with more joy and satisfaction in both work and life.

“When your goal is to achieve work/life balance, you’ll be constantly disappointed and so will your loved ones,” says Gordon. “But when you approach every day with passion and purpose, whether you’re working long hours to prepare an important presentation or staying up late with your daughter to work on her science project, you can find joy and happiness in whatever it is you’re pursuing at that moment.”

Look at your work/life blend over the past year. Consider it as a whole. Rather than thinking of your work and life day to day, think of it as a whole. How many times did you get away with your family last year? Were there particular weeks/months where you worked really, really long hours? Were there times you were less busy? You might find that, when viewed that way, you did have a balanced life. Or you might realize you need to make a change in the way you do things during the upcoming year.

“It is going to be virtually impossible to achieve complete balance every day of your life,” says Gordon. “There will simply be days and weeks when your work requires more time from you. There will also be days when your family requires more of your time. Instead of driving yourself crazy trying to achieve a work/life balance every day, look at your life on a weekly, monthly, and yearly basis. Schedule times to work hard, recharge, renew, play, and engage with your family and friends.”

Identify the “seasons” in your company’s work flow. In nature there’s a season for everything. Spring (planting season) and fall (harvest) are times of extreme work. But there’s a slow down in the summer when plants are growing, and, of course, winter is when farmers do other things (repair work on house and equipment, etc.).

Most industries/companies work this way, too. They have busy seasons (when they’re getting ready for major industry events or peak sales times, for instance) and not-so-busy seasons. It might be easy for you to plan your work/home life flow around these times. Not just in terms of when you plan vacations, but also in terms of daily work hours. During the slow time, it’s okay to leave a little earlier each day if you know you’re going to be working long hours once busy season arrives.

“For me, there is a time to be on the road and a time to be at home with my family,” notes Gordon. “My wife and I look at our year as a whole. We plan our schedule according to the seasons of our life knowing that I’ll be slammed in August, September, and October and slower in December and July. We plan for when I’ll be working and when I’ll be more engaged with the family. You can do the same. Everyone’s rhythm is a little different, but when you find the right one for you and your life, you’ll be able to achieve a lot more at work and at home.”

Keep in mind your family’s “seasons” too. Of course, you can’t base everything on work schedules. There are times your family needs you more than others: birth of a new baby, when a child starts school, or when an older parent is having a crisis and needs you to care for him/her.

“At times like these, you will want to put in the family time and make it up when you can at work,” says Gordon. “Just as with your work, you can plan for some of these seasons, but other busy seasons might pop up unexpectedly—such as a sick parent. You have to be ready to adjust to the season. You have to go where you are needed. If you are worried about work at those times, you can take comfort in knowing that there will be a period when you can apply more of yourself to the job.”

Build up a “hard work” bank account with your company. When the company needs you to really push, push hard. (And do it cheerfully.) This way, when you need to slow down the pace or take time off, they’ll be willing to work with you. Gordon suggests you think of it as making deposits into a bank account.

“By willingly and happily accepting the challenge of a difficult project or client or by working long hours to meet an important deadline, you make deposits in the company’s ‘hard work’ bank account,” he explains. When you need to make a withdrawal, whether it’s for a family emergency or just a much-needed break, you’ll have plenty of goodwill with the higher-ups in your account and they won’t begrudge you for taking the time off.”

When you’re at work, really engage. Fully commit to whatever you’re doing at work. Don’t complain—positivity goes a long way. And don’t feel guilty that you are not at home. Feeling guilty is a recipe for misery and poor performance on the job and unhappiness at home. Commit fully to your season of hard work while planning for your season of rest and recharging.

“When you commit to your season of work, you won’t be tempted to watch the clock, dreading each hour that will pass before you finally get to leave work for the day,” says Gordon. “You’ll be more successful at work and feel more fulfilled.”

When you’re at home, really BE at home. Throw yourself into those precious family relationships. Don’t spend family time thinking about work or zoning out in front of the TV or computer. It’s not about the amount of time we spend with our families, says Gordon. It’s about how engaged we are during the time we do have with them.

“When you focus on planning your life around the rhythms of work and home, you have to be fully committed to the demands of the specific season,” he says. “So when you’re in a family season, don’t constantly check your BlackBerry. Don’t take work calls during dinner. Devote as much of yourself as possible to your family. Use the time that you wouldn’t get to spend with them if you were in a work season to do something special. Read to your child each night. Take your family on a surprise weekend trip.

“When you live your non-work season to the fullest, you’ll be all the more motivated to give 110 percent when you’re at work,” he adds.

“What I’m really talking about is making the most of your time however you spend it—of making each and every moment really count,” says Gordon. “Understanding your rhythms and planning and committing to the seasons of your life may not help you achieve perfect work/life balance. But you will create a life that is more passionate, more productive, and happier in every way.”

About the Author: Jon Gordon is a consultant, keynote speaker, and the international bestselling author of The Seed, Soup, The Energy Bus, The No Complaining Rule, Training Camp, and The Shark and the Goldfish, all from Wiley. He and his books have been featured on CNN and on NBC’s Today show, as well as in Forbes, Fast Company, O, The Oprah Magazine, the Wall Street Journal, and the New York Times. Jon’s principles have been put to the test by NFL football teams and Fortune 500 companies alike. He has worked with such clients as the Atlanta Falcons, the PGA Tour, Northwestern Mutual, JPMorgan Chase, and Publix Supermarkets. A graduate of Cornell University, he holds a master’s degree in teaching and works with numerous businesses, professional sports teams, schools, universities, and nonprofit organizations.

For more information, please visit www.JonGordon.com.

When I was a journalism major I wrote countless papers. Many of the papers that I would get back had the words, “Show – don’t tell” written on them. It took a while to figure out what I was not doing and why I was getting this feedback. But once I got it there has been a profound improvement in my writing and ability to tell “stories.”

I now find myself telling my clients the same thing – “Show – Don’t Tell.” The secret to doing well in a “behavioral interview” is showing the interviewer what you have done — not just telling him or her.

It’s the difference between your stories being flat and uninteresting and sometimes even boring and your stories being fun and interesting to listen to.

As an example, you could say, “I was very angry.” That would be telling. Or, I could show with the words,

“I stormed into the room and slammed the door and threw the books on the table.” I am no longer telling – I am showing my actions. The difference is that when those are used most people would get the idea that there was some emotion going on.

Action is very important in answering behavioral interviewing. The number one mistake made in behavioral interviewing is not showing the Action. Most people want to focus on the problem or event and not the action.

Let’s go back a step and talk about “Behavioral Interviewing.” This method of interviewing is not new – it’s been around since the 70’s when industrial psychologists developed a way of “accurately” predicting whether a person would succeed in a job. They concluded that if candidates were asked questions that requested examples of past behavior it would be an indicator of their future behavior.

So, employers began using this interviewing technique to determine whether you were a good fit for the job. The technique is of growing interest to companies who would like to choose the “right” candidate, especially in today’s market with so many candidates to choose from.

The types of questions that are asked using this technique are used to find out how and what you did in the past and the skill sets you used in the process – if you did it before you can do it again!

The difference between a behavioral question and other questions is what the question asks for. A behavioral question will ask for a very specific incident –“a time.”

For example when asked, “Tell me about a time when you solved a problem,” the key words are “a time.” This answer calls for a “specific” example of a “specific” incident.

When traditional questions are asked they usually include the word “if.”

If a situational questions like, “What would you do if…” is asked you can use your imagination to come up with an answer.

For example, “What would you do if you had a problem to solve?” The word, “if,” is the clue word that indicates the interviewer wants to hear your thought process – how you think through a problem. This question does not require a past experience example.

While preparation is important for every interview, it is essential to prepare for the behavioral interview. You must have examples or stories for anything you have claimed on your resume or that you say in an interview.

One example would be, if you claimed you were very organized on your resume. A natural question for the interviewer would be: “Tell me about a time when you organized a project.” It is now your task to let the interviewer know that you have had success when organizing a project or event. In other words, prove what you said you did by giving a specific example of your behavior.

There are several methods and acronyms suggested for formatting your stories but the main point to remember is that any story has three key elements:

A beginning – “There was a time….”

A middle – “The action steps I took were…”

An Ending – “The end result was…”

Stories should be interesting and full of action. When you show and don’t just tell – this will happen by itself. Give the interviewer something to remember about you. A savvy interviewer will be able to hear skills from the stories and judge your behavior from your past actions.

The more details and skills you can show and work into your story, the more convincing your story will be. The interviewer will be able to “see” you in action. You will be showing them what you can do.

Preparing your stories before the interview will take the mystique out of behavioral interviewing and allow you to tell the success stories you want your interviewer to see and hear.

By showing them what you can do and who you are you will enable the interviewer to get a clear picture of you and they will be able to decide whether you are the right person for the job based on your past experience and successes.

The Interview Coach, Carole Martin, is a celebrated author, job coach, and speaker on the subject of interviewing and recruiting. Contributing writer at Monster.com and featured on talk radio. Carole is using her proven methods for coaching job seekers on competitive interviewing skills in technical and non-technical industries. http://www.interviewcoach.com

Follow The Interview Coach on Facebook, Twitter and Linkedin by visiting her blog at www.interviewcoach.com/blog to learn about current workshops and seminars Carole is offering.

It’s in the Ears by Carole Martin

Most people who have an interview scheduled work like crazy on the answers to the questions that may or may not be asked. They focus entirely on the questions and answers and are very nervous about having all the right answers..

If you are one of those people who believe that interviewing is only about answering questions, you’ve been missing the point. You’ve also been missing an opportunity to gather valuable information. Listening is one of the skills most underutilized by candidates. They forget to listen, observe and read between the lines.

Here are two examples of candidates — one who listened and asked questions and one who did not listen and missed the opportunity to ask questions.

The Candidate – who did not listen

Diane answered all the questions and waited for her turn to ask questions. When she was finally asked, “Do you have any questions?” she was ready and took out her list of questions.

Sounds like she did everything perfectly. Right? Not quite. She forgot one thing, and that was to listen. If she had been listening, she would have heard the emphasis placed on retention. There were at least three questions asked about her plans for the future; how long she planned to stay with the company; why she had only stayed with her last company two years.

If she had been listening, she might have been struck by the focus of these questions and she might have asked, “I’ve noticed from the questions you asked me that you seem to have some concerns about my plans for long-term employment, could you tell me more about your concerns and about the turnover rate for this department/company?”

If Diane had asked that question she might have found out the turnover rate was quite high. In fact, it was a big problem for the company. If she had been listening, her next question should have been, “Is there a specific reason employees leave?” She may, or may not, have a gotten a forthright answer, but she would have been able to make her own judgment, and observe the interviewer for signs of discomfort with the question. Observing is another way of “listening” or taking in information.

The Other Candidate – who listened and asked questions

Jerry, listened and observed while he interviewed and picked up a thread of questions pertaining to stress and long hours. When it was his turn to ask questions he asked, “On a scale of one to ten, with ten being high, how would you rate the stress and pressure levels in this department?”

He noticed the two interviewers look at each other when he asked this question, and they agreed it was a “six.” Jerry figured that must mean an eight or ten, and continued to ask more questions about the subject. He followed up with another question, “Is this the norm, or a seasonal level workload?”

He listened carefully – reading between the lines. He gathered information he wouldn’t have known had he not been on their wavelength, tuned in and listening.

Jerry had already worked in a “sweat shop” where he was expected to work 60 plus hours a week. He wasn’t about to walk into that situation again. He now had enough information to make the decision as to whether he wanted to work for this company – in this department.

Rewards of Listening

When all you can think of is the answers that you will be giving, you miss a premium opportunity to garner information about the situation you are about to enter, if you take the job. The bonus of listening is that you impress the interviewer by the fact that you have heard what was said, and sometimes what was not said.

The best questions you can ask come as a result of listening. Turn up your listening and intuitive skills. Read between the lines! You’ll be surprised at what you hear.

The Interview Coach, Carole Martin, is a celebrated author, job coach, and speaker on the subject of interviewing and recruiting. Contributing writer at Monster.com and featured on talk radio. Carole is using her proven methods for coaching job seekers on competitive interviewing skills in technical and non-technical industries. http://www.interviewcoach.com Follow The Interview Coach on Facebook, Twitter and Linkedin by visiting www.interviewcoach.com/blog to learn about current workshops and seminars Carole is offering.

When you don’t know what you’re looking for?

By Carole Martin

As I read through various tweets and blogs — all the experts are talking about what you need to do to get a job. But no one seems to talk about you getting what you need in a job.

Yes, I know that the world is turned up-side down right now and that jobs are scarce, but I also know that being miserable in a job can lead to nasty results. It’s called passive-aggressive in some cases. People “hate” their jobs but can’t afford to lose the job so they just “suck it up” and live through each miserable day. The risk is that someday there may be just one blow too many and you will do something rash and involuntarily lose your job.

You have to ask yourself, “If this were my last year (or week, or month) on earth is this what I want to be doing?”

Ok, it would be worse to go hungry, and worse to be homeless, but it’s also good to have a dream – a goal. Without hope the future is bleak.

When was the last time you did a values check? What is important to you in life? Is the work or your current company’s values in-line with what you value? Are you selling out? What are your goals – short-term and long-term?

A good analogy to think of is signing up for an online dating service. The first thing that you are asked to do is describe what you are looking for. “What are you seeking in a mate?” It makes sense. How are you going to find your mate if you haven’t declared what is important to you?

It’s not that different in a job search. The first question to yourself should be: “What am I looking for in a job?”

Taking some time to think about what is important to you will help you be more selective in where you apply, interview, and hopefully end up working. This exercise will also boost your passion or enthusiasm toward the job and you will be able to answer the question, “Why do you want to work here?

Using interview questions as your guide, try flushing out what is important to you and what is not. In the end, hopefully you will have your own “Wish List” of job requirements.

Question – “When have you been most motivated?”

This question is more than an interview question, it’s a question that you should be asking yourself before the interview. When have you been most satisfied in your work? When did you feel like you were making a difference or making a contribution?

A simple exercise that will help you answer this question will also help you look inside yourself to think about what you “want more of,” and what you “want less of” in your next job. People usually perform at a higher level if they are satisfied with the work that they do – and as a result are more motivated to give 100% – plus.

An Exercise to Find the Answer

Begin by making a list of the tasks at your last or current job – the tasks that you were particularly proud of, or were energized by. In other words, “when your job turned you on.” Think about the last time you were so involved in a project or task that you woke up thinking about how you could improve the situation. Write those experiences down and try to determine what the factors were that were satisfying for you.

Let’s say you were a “Project Leader.” The task list would read something like – “Led a team – Coordinated and monitored project progress – Assured the flow and completion of work on schedule – Monitored expenditures and budget.”

What were the stimulating tasks of this job? Was it the leadership aspect? Or, was it the challenge of coordinating the details, and people? Was it completing the project on time or below budget? Were there customers involved (internal or external) – if so, is that what you found most challenging?

What didn’t you like, and hope that you will do less of in your next job?

After you have written this list for your current job, try doing the same thinking about previous jobs. If you recently graduated from college, use the classes that were most stimulating and interesting for you, or the projects you worked on with teams.

By making lists of motivating experiences from your last two or three jobs, you will hopefully begin to see patterns of projects and tasks that stand out. Analyze what you did before. Do you want more of this type of responsibility in your next job? The answers to these questions will give you the answer to the motivation question as well as possibilities for fulfillment in future jobs that have similar responsibilities.

Take this list of motivating experiences and script an answer to the question, “What motivates you?” Scripting answers prepares you and also makes you sound more confident.

The Perfect Answer

There is no such thing as the “perfect” answer to this question. Your answer will be individual and based on your own satisfactions and dissatisfactions. No one can do this for you. Only you have the answer.

“What is it that you want in your next job?”

Knowing what you want will make you feel more confident about finding the right job. It is guaranteed that if you don’t know what you want, you will probably not know it when it is presented to you.

The Interview Coach, Carole Martin, is a celebrated author, job coach, and speaker on the subject of interviewing and recruiting. Contributing writer at Monster.com and featured on talk radio. Carole is using her proven methods for coaching job seekers on competitive interviewing skills in technical and non-technical industries. Her free Values Exercise can be found at http://www.interviewcoach.com/valuesexercise.html

Facebook: http://www.facebook.com/AceYourInterview

Twitter: http://www.twitter.com/CoachCaroleM

Five Sensible Business Lessons You Must Learn to Embrace—No App Necessary!

No, you can’t download good old-fashioned common sense onto your phone or tablet…but you can develop it with practice. Michael Feuer, author of The Benevolent Dictator, offers a few commonsense guidelines no one should do business without.

These days you can download an app for almost anything. Need to track a delayed business trip flight? There’s an app for that. Need to check on how much traffic the company Web site is getting? There’s an app for that. Want to update an important Word document or Excel file on the fly? There’s an app for that too. Need a workday procrastination break centered on how many levels you can conquer in a game involving some very angry birds? Yes, there’s even an app for that!

Unfortunately (and perhaps not surprising given the silly nature of some of these technological “advances”), there’s still no app for good old-fashioned common sense—that, says Michael Feuer (pronounced “Foyer”), is something no one in business can afford to be without.

“Technology has made many aspects of business more convenient and cost-effective,” says Feuer, cofounder and former CEO of OfficeMax and author of the new book The Benevolent Dictator: Empower Your Employees, Build Your Business, and Outwit the Competition (Wiley, 2011, ISBN: 978-1-118-00391-6, $24.95, www.benevolentdictator.biz). “But it certainly hasn’t done anything to lessen the accuracy of the Voltaire quote that goes, ‘Common sense is not so common.’”

Indeed. As any experienced businessperson can tell you, there’s no shortcut or substitute for developing the kind of business horse-sense that can help you avoid angering an investor, mistreating a customer, or making any other ill-advised decision. All you can do is let experience be your teacher—or at least learn from those who’ve walked the business-building path before you.

If anyone knows how to put common sense to good use in the business world, it’s Feuer. He started OfficeMax with almost no money and built a $5 billion company in a relatively short period of time. Now he’s working to build that same success as founder and CEO of his new venture, Max-Wellness, a health and wellness retail chain.

Feuer covers many no-nonsense leadership lessons in his new book, aimed at entrepreneurs and others who simply want to lead like them. The non-traditional, gung-ho guide lays out the leadership methods readers can use to build their businesses or boost their careers, empower their employees, and outwit their competition.

“The main reason to develop your own common sense and to make sure those you work with have it is that its presence covers a multitude of sins,” notes Feuer. “When you have this elusive trait, you don’t have to know everything there is to know about being successful in business. That’s because common sense compels you to think before you act—and you’d be amazed by how few people are able to do this.”

That said, here are five commonsense essentials to master before you do anything else:

Count to ten before hitting “send.” The average executive nowadays receives more than 100 daily e-mails, and spends more than eight hours a week on electronic communications. That said, there’s bound to be a situation when you want to resort to sending a nasty e-mail to get your point across to an employee, vendor, or customer who has upset you. Feuer’s advice: Take a breather before pressing “send.”

“That e-mail you’re about to send is permanent—unlike your momentary anger,” he notes. “Wait until you’ve cooled down and can send a measured, carefully worded e-mail or, heck, go have a face-to-face conversation with the person. You might think everyone knows to do this, but sometimes our hot heads can get the best of us. It’s best to learn to restrain yourself.”

Know what the deal is with your deals. Some of the world’s best entrepreneurs, businesspeople, and salespeople got into their respective careers because they love the thrill of beating out the competition. Unfortunately, that important motivating factor can sometimes be blinding, making it impossible for them to make a business decision based on common sense, notes Feuer.

“Before every sale, new hire, big investment, or any other important business decision, take a moment to make sure you’re going after the best business opportunity and not just so you can say wow or you did it,” he says.

Zip it. Age-old advice lasts for a reason—it’s good advice! That’s why “think before you speak” still holds up today. Again, the same boldness and exuberance that drives successful businesspeople to big wins can also drive them to say some pretty ill-advised things before they stop to think of the ramifications.

“You might be well on your way to a great business deal and talk your way into trouble with an inappropriate remark or other TMI-influenced comment,” explains Feuer. “The bottom line: Say only what needs to be said. Zip it before you talk yourself into trouble.”

Don’t invest in fantasies. Bernie Madoff delivered seemingly impossible gains to his clients, and they proved to be exactly that—impossible. He’s joined by the many bad hires who promised big results but never delivered or the seemingly profitable business partnerships that have been brokered only to end in lawsuits and court battles or simply complete failure.

“If something seems too good to be true, it usually is,” says Feuer. “Don’t invest in fantasies. I’m not saying one should be a diehard cynic in business, never trusting anything anyone says—instead, trust but verify. Research, research, research when you’re about to make an important decision, whether you’re taking on a big customer, making a new hire, or forming a partnership. And remember, if those folks are indeed worthy of your trust, they’ll understand why you want to check them out.”

Always have a fallback plan. Though you shouldn’t let what Feuer calls Fear of Failure (FOF) dictate your every move, you can and should channel it to help you stay one step ahead of potential problems, which, if not avoided, could become painful—or worse. A healthy respect for failure evolves into a discipline that leads to having myriad contingency plans—A, B, C, and, sometimes, D—for when things don’t go the way you expect.

Feuer writes that the initial concept and start-up work for Max-Wellness began in September 2008, at just about the same time as the market started to tank. Real estate values worldwide collapsed quickly, and corporations began dropping like flies. Availability of capital almost instantly dried up. To make matters worse, the supply chain began to splinter as suppliers from big to small experienced a sudden cash crunch. Panic and uncertainty became the currency of the moment.

“The trick is to figure out how to minimize the pain during difficult periods, and then maximize the opportunity that the problem presents,” says Feuer. “In October 2008, I called a time-out on my plans for Max-Wellness, but I wasn’t ready to shelve the idea altogether. My admittedly sometimes skeptical team and I got to work on developing ideas on how to create a funding vehicle that would allow us to forge ahead with our plans. It took a willingness to move from Plan B to Plan C and so on, but we got there, and so did Max-Wellness.”

No doubt about it: Without common sense you risk making costly mistakes on a daily basis. And if you’re thinking it’s something you’re either born with—or not—Feuer disagrees. It can be a learned and developed skill.

“No, it’s not as easy as simply buying a commonsense app,” he concludes. “Unfortunately, I don’t think anyone will ever develop that one. But you can learn from the experience of others, and that’s a resource that’s free (or nearly so). By reading up on success stories and cautionary tales, talking to lots and lots of people, and simply practicing the art of slowing down and thinking things through, you’ll start reaping the benefits of common sense and clear thinking before you know it.”

About the Authors:

Michael Feuer cofounded OfficeMax in 1988 starting with one store and $20,000 of his own money, a partner, and a small group of investors. As CEO, he grew it to more than 1,000 stores worldwide with annual sales topping $5 billion. He is also CEO of Max-Ventures, a venture capital and retail consulting firm, and founder and CEO of Max-Wellness, a comprehensive health and wellness retail chain that launched in 2010.

Dustin S. Klein, contributor and editor of The Benevolent Dictator, is the publisher and executive editor of Smart Business Network, publishers of Smart Business, the nation’s second-largest chain of regional business publications. He has interviewed thousands of senior executives and civic leaders across America. He is a regular presenter on business-related issues for public and private business audiences and is a frequent guest on television, radio, and Internet programs.

CEOs earned an average annual paycheck of $11 million in 2010, with pay soaring by an average of 23 percent last year, according to research released by the AFL-CIO in April. As the economy’s sluggish recovery has analysts worried, Henman, a consultant for Fortune 500 CEOs, believes that company top dogs who actually earn their money are easy to spot.

“Those at the top have three major responsibilities: Develop the business, grow talent, and make decisions that drive innovation,” said Henman, also author of Landing in the Executive Chair: How to Excel in the Hot Seat (www.careerpress.com). “There is much shuffling at the top. Too often Boards don’t make wise decisions about CEOs and CFOs, and these executives, in turn, don’t make wise hiring decisions throughout the enterprise. But if leaders do a better job, companies can do a better job, which means individuals can do a better job. These leaders create companies where customers want to do business and people can do their best work. That all leads to financial health on the micro level, which translates to better financial health for the country. That’s why I think it’s important for people to understand if their CEO evidences the ability to soar above the competition, because in the end, only the strong will survive.”

Henman’s top qualities of a good CEO include:

• Strategy – Strong strategic thinking defines the effective CEO. These leaders understand how to match a strong strategy with the tactics and talent to see it through. CEOS who constantly react to events, instead of planning for the future, remain followers and not leaders.

• Decisions – When CEOs consistently make good decisions, little else matters; when they make bad decisions, nothing else matters. Even though decisiveness distinguishes leaders from everyone else, effective decision-making stands at the center of executive leadership. A decisive CEO who can’t hit the target is the same as an indecisive CEO who doesn’t even know where to find it. The results are the same.

• Hiring – Successful CEOs know how to tie talent to their strategies so they ensures the company hires the best and the brightest and compensates them fairly. Moreover, they give these people a chance to thrive.

• Excellence – Leaders who attract and retain top talent stress excellence. They focus on good execution of plans and strategies, and they don’t skew the mission by placing value on tertiary issues that have little to do with execution of strategic goals.

• Results Orientation – Too many executives talk about how to motivate the troops. Those who excel in the hot seat do better. They hire people who are self-motivated, define clear objectives, hold people accountable, and then they get out of the way. Couple these practices with challenging, rewarding work, and the organization ends up with both better results and motivated employees.

“It all comes down to leadership, as opposed to management,” Henman added. “Managers come in all different flavors: good, bad, neutral, ineffective, overbearing, innocuous, and more. But true leaders, by definition, move people to perform at levels that allow them to beat the competition. Moreover, leadership doesn’t necessarily come with a title or a status. Responsibility and accountability come with that title, but leading requires the ability to take people to places they wouldn’t have gone if you hadn’t been in the picture. Leaders who possess this ability offer golden opportunities for their organizations and the people who work in them; those who don’t simply hope for a good golden parachute.”

About Dr. Linda Henman:  For more than 30 years, Dr. Linda Henman has helped executives in military organizations, small businesses, and Fortune 500 Companies define their direction and select the best people to put their strategies in motion. She has helped clients in the retail, financial services, food, medical, hospitality, manufacturing, and technology industries. . She was one of eight experts chosen to work directly with John Tyson on his succession plan after his company’s acquisition of International Beef Products, one of the most successful mergers of the 21st Century.