Ellen stuff—think about what energizes you; having a career goal in mind: president, VP, etc. Teri—the importance of the strengths assessment—how it works and how you use it personallyI am ready to make a move!!Strengths assessmentMy likes and dislikesMy ideal jobLong term goalsOptionsChoices
Are you ready to start
Gallup Strengths- 34 themes of talent- innate, along with skills and experiences
Think about what you like about your work—What do you have a passion for?What about your work energizes you?What about your institution speaks to you personally?What about your students compels you?Where do you want to live? Where does your family flourish?
Are you ready to make a career move?Have you thought about what this means not only for you but for your family?Do you have a career goal? I want to be a department chair, I am interested in a dean’s role, I would like to be a VP, I would like to be a president—You need a goal and a plan—what is your ideal career position ? What is your ultimate goal?That does not mean that it will work out exactly as you planned—you can refine your direction and change your goals but you have to have a plan
You need a goal and a plan—what is your ideal career position ? What is your ultimate goal?That does not mean that it will work out exactly as you planned—you can refine your direction and change your goals but you have to have a planNot making a choice is a decision—Your career path does not have to be linear but it does have to be explainable
Ideally in a job search you want to have options—and choices;Choices in terms of the type of institution you seeking; The scope of responsibility of the positionThe leadership opportunity that works most effectively for youAll of that is comes about if you have a clear, directed, job search strategy
You are ready to launch your job search—First, you are going to stick with your plan You are going to sell yourself to get an offerYou can’t turn down a job you haven’t been offered
Get your ducks in a row MaterialsReferencesNominatorsSupervisor-notification, support, expectationsPersonal- real estate, savings
Always interviewing- everyday-calls to HR, search firms, engaging at conferences- every interaction is an interview, your presence on social media, your resume, etc.
Don’t get ahead of yourself- goal for each stage of the processCan’t turn down a job you haven’t received
Once you start –need to be prepared to go all inYou can’t have your children answering the phoneYou probably should not have Guns & Roses on your voicemail
Warnings- behaviors that will sink you:Answering your cell phone in the ladies roomFishing for a position when you aren’t interestedNot doing your homeworkNot having questionsIt snows in Duluth“My partner has decided he/she is not prepared to relocate”
“Regardless of age, regardless of position, regardless of the business we happen to be in, all of us need to understand the importance of branding. We are CEOs of our own companies: Me Inc. To be in business today, our most important job is to be head marketer for the brand called You.”– Tom Peters in Fast Companyterm “personal branding.”It’s a trendy phrase popular with personal development types that means “how you present yourself to the world.”The main idea is that whether you like it or not, the world is going to have an opinion about you. Personal branding is how we market ourselves to others. It's a timeless concept. The two reasons why branding has always existed on a person level is that we always have to sell ourselves in various situations, from trying to impress our managers so that we can take on bigger projects, to convincing our friend to see a movie. Also, we're always being judged based on first impressions, most of which occur online with a simple Google search. From the clothing you wear, to how you behave and interact with other people, to your body language, everything is tied to your overall brand.For anyone interested in having a successful career, whether you're a job seeker, consultant, student, employee your personal brand is everything. It's your reputation, the size and strength of your network, and what unique value you can contribute to a company or your clients.What are the benefits?Just like corporate brands, people can demand a premium price (a higher salary) based off of brand value. Coca Cola is more expensive than a supermarket brand, yet it tastes similar. Consumer's are willing to pay more for Coke because of media attention, commercials, distribution in major chains such as McDonalds, the history and story of the brand, and the overall experience people have when they drink a Coke. Another benefit is that you will become more visible and be recognized by your peers, hiring managers, other successful people. People will want to work with you, work for you, and support your career.• Discover: self-discovery is critical. values, personal mission, and unique attributes, you will be at a disadvantage when marketing your brand to others. Start "what do I want to be known for, and then select a niche so that you can position yourself in the marketplace. – What are you known for?• Create: Your personal branding toolkit may consist of a blog, website, business card, resume, reference document, cover letter, portfolio, social network profiles, or a combination. Your brand must be consistent and reinforce each part of your toolkit. • Communicate: communicate your brand by attending professional networking events, writing articles for magazines and media sites, commenting on blogs, connecting with people on social networks, and reaching out. • Maintain: As you grow, mature, and accelerate in your career, everything you've created has to be updated and accurately represent the current "brand you." Also, you need to monitor your brand online to ensure all conversations about you are positive and factual. Tools, including a Google Alert for your name.Q. Why should entrepreneurs care about personal branding? 1. If you don't brand yourself first, someone else will brand you.2.others want to work with strong personal brands that have successful track records.3. Your personal brand is transferable, so if your business fails, you don't have to start from scratch again.4. People are searching for you or people like you online, and if you don't have a solid brand presence, you won't be taken seriously.
1. Be Friendly & Approachable2. Remember to Share3. Promote Authenticity4. Don’t Be Everything to Everyone5. Associate Yourself
Brand- who are you- how are you perceived“Personal branding” is about intentionally influencing how the world sees you. It’s about purposefully packaging that “brand called You.”The benefitThe better prepared you are to show the world who you are, the more likely the world will see you the way you want.• That means your coworkers• That means job interviewers• That means people searching for you online• And that means your social circles
The #1 way is to ENGAGE with your audience/followers.ANSWER your follower’s emails and/or questions. It’s not just about tweeting whatever YOU want. ENGAGE with YOUR audience. That’s what THEY want. You know? We all listen to the same radio station. WIIFM. Why should I follow you on twitter or facebook or tumbler or youtube or viddler or whatever?What’s the point in having thousands of “fans” on Facebook or thousands of “followers” on twitter if you can’t influence them? Are they real fans? Do they run off and buy your book before it’s released? If they’re not then you really have no influence over them. And to be a great leader you have to be able to influence people>Get off your pedestal and engage with your followers and you will see your influence over them grow! What’s in it for them to follow you? Give away free advice. Talk to them. People are only star struck for a short period of time. Go to blogs where people are discussing topics that you’re an expert on and engage. But do it with no strings attached. Just join the discussion. Become a real person that’s accessible, transparent and humble. Just engage
Here are a few things you can do to manage your personal brand:1. Be clear about the image you intend to project. If your have more than one message you run the risk of confusing people about what you are all about.2. Make certain your brand message is consistent across all platforms. For instance, your resume and LinkedIn profile must be in sync.3. Back up any broad statements with objective proof. Show numbers, dates, etc. of what you have done the backs up your claim.4. Keep it brief. Can you state your value proposition in 10 words or less? If not, you run the risk of being forgettable — the death nell of any brand.Who are you. What do you do. What makes you unique.Who does Google say you are? Alerts/grader
Holistic- IRL, Reputation
Root of your brandEvery brand is based on a few good qualities. It makes it easier to connect and rememberA good example of branding is Apple. Apple sells computers, phones, and software. You could say a lot about them, but their brand is focused. Apple’s brand is fun, slick, stylish, cutting-edge, reliable, and virus-free. Their brand is focused and it’s positive.You need to do the same. Choose a handful of qualities about yourself that you want to be known for.Maybe you’re witty, a movie buff, a great organizer, and a green energy expert.Or maybe you’re a confident, detail oriented, serious, leader who’s a crazy Chicago Bears fan.What collection of attributes do you want to be known for by the world? Make sure you don’t try to focus on too many things – it’ll be harder for someone to remember any of it.Oh, and make sure you’re honest with yourself – pretending to be something you’re not never works well.Photo credit: http://www.udidahan.com/2009/06/29/dont-create-aggregate-roots/
People can remember one thing than several things. It’s easier for people to focus on doing one thing than doing a lot of things.For example, most websites want their visitors to do a variety of things – get on an email list, bookmark the site, click on an ad, buy a product, comment, share on social media, etc. The more of those things a website focuses on, the less likely visitors are to do anything but go to a different website.Too many options leads to inaction.The same concept is true for your personal branding. The more you throw at someone, the less likely they are to remember any of it.So what you have to do is look at your list of 4 or 5 qualities about yourself and decide which of them is the most important. If someone could define you by one quality, which would it be?The other things, though important, can be secondary elements in your personal brand.Do this: Rank your 4 or 5 elements by importance to you.Photocredit:http://babyboomertalkonline.com/2011/your-inspirational-quote-thursday-may-12-2011/
ElevatorYou need to think through how to communicate it or it won’t be useful.Here’s the best way to work through that quickly:1) Pull up something that can record audio on your computer or phone.2) Literally record yourself talking about each of your 4 to 5 qualities, why they are important, why other people should think they’re important, and examples that would show the world you have them.3) Ramble on and on until your ideas start solidifying. Talk until it starts feeling more comfortable and natural to talk about them.4) Once you start feeling comfortable with what you’re saying, stop recording, and listen to it.5) Write down the most compelling things you said – the things you think are the smartest, most eloquent things you said about yourself.6) Condense the best stuff into three sentences that emphasize your primary quality while including the others. (This is your “elevator statement” for the purpose of this exercise).Do this: Actually work through this stuff by recording yourself, taking notes, and distilling it into an elevator statement of sorts.Photocredit: http://www.page6media.com/support
The last and most important step is to live your personal brand.A personal brand should be more than how you present yourself to the world. It should also be a real life description of why you’re awesome. So that’s what you should be.Spend your time emphasizing the elements of your personal brand in your life. Sometimes we don’t act like the person we want the world to see.UVP (unique value proposition)
The goal of resume & cover letter- get you into the interview process
Telephone, video, airport, on campus
You can never be overdressed
1. Can you do the job?2. Will you love the job?3. Can we tolerate working with you?Strengths, Motivation, and Fit.Prepare by thinking through examples that illustrate your strengths, what motivates you about the organization and role you’re interviewing for, and the fit between your own preferences and the organization’s Behaviors, Relationships, Attitudes, Values, and Environment (BRAVE). But remember that interviews are exercises in solution selling. They are not about you.
1. Can you do the job?--strengths2. Will you love the job?3. Can we tolerate working with you?Strengths, Motivation, and Fit.Prepare by thinking through examples that illustrate your strengths, what motivates you about the organization and role you’re interviewing for, and the fit between your own preferences and the organization’s Behaviors, Relationships, Attitudes, Values, and Environment (BRAVE). But remember that interviews are exercises in solution selling. They are not about you.
1. Can you do the job?2. Will you love the job? Motivation3. Can we tolerate working with you?Strengths, Motivation, and Fit.Prepare by thinking through examples that illustrate your strengths, what motivates you about the organization and role you’re interviewing for, and the fit between your own preferences and the organization’s Behaviors, Relationships, Attitudes, Values, and Environment (BRAVE). But remember that interviews are exercises in solution selling. They are not about you.
1. Can you do the job?2. Will you love the job? 3. Can we tolerate working with you? Fit
Pick a category—all interview questions are either strengths, motivation, or fit questionTell me about yourself. What is the most important thing you have learned in your career that has prepared you for this position? How would those persons who have worked with you and for you describe your administrative skills? Please describe the most successful external program you have helped develop. Please provide a brief history of the program and talk about the program’s goals and outcomes. Tell us about your role in initiatives on your campus to encourage diversity in faculty and staff recruitment and retention. How do you assess the environment when you begin a new position?
TB slides on: Your NetworkWhat is a professional networkWhy you need a professional networkHow you develop your networkWhat you do to maintain your networkHow you can use your network in a job search—references, referrals, information about the position, institution, supervisor
7 billon -
You’ve heard the old saying, “It’s who you know,” “It’s not who you know, it’s who knows you.” I’m here to tell you it’s not that, either. A big address book or an even bigger fan base is worth next to nothing unless those people will do one thing: take action on your behalf.It’s not your network itself that has value for you, it’s your ability to call your network into action.The easiest way to build stronger relationships – the kind of relationships that get things done – is by taking some of those “above/beyond” actions for others yourself, by helping others get things doneTrue networking is a comprehensive plan using your social capital (the size, quality and diversity of your personal and business networks). It takes the people we know and, one-by-one, very specifically outlines the next interaction we want to have with each person. Some people might warrant a monthly contact – phone call, e-mail, lunch or appointment. Others may be on a quarterly or semi-annual basis. Only you can determine what makes sense for each person in your network.
Who will act on your behalf
Who will act on your behalf
Who will act on your behalf
Who will act on your behalf
Network:Not an accident1. Send resources and news articles. Consider what's important to that person and target accordingly. Recently, I had an opportunity to be interviewed by a journalist about the job market in NYC--but I haven't lived there in two and a half years, so I referred the opportunity to my old boss, which she greatly appreciated. Keep up to date on interesting news, conferences, training programs, and events that the other person might find interesting, and you are well on your way to not just being remembered, but being remembered as a useful, generous resource.2. Introduce them to others. Perhaps a job has opened at their organization, but you are not the right fit for it. Instead of just moving along to your next project, think through those people you know and can recommend, and consider forwarding the job along to them. If one of your contacts is interested and decides to apply, consider letting your contact know, perhaps with a referral or recommendation. If it works out that your contact is hired, not only do you now have another ally at the organization you want to work for, but you will also be remembered as the person who introduced them to that great new hire.3. Send little personal notes. Perhaps you happen to know (or find out via Facebook) that it's your contact's birthday. Send a birthday card. The holidays are coming up--consider sending your contacts a nice, non-religious winter greeting card. You will be remembered as the extremely nice person who remembers others.
Who will act on your behalf
Who will act on your behalf
Who will act on your behalf
Who will act on your behalf
You sell yourself to get the offerYou negotiate to get the right offerYou do your due diligence to decide if you are going to accept the negotiated offer
Kinds of contract as VPSAYou serve at the discretion of the presidentThat doesn’t mean you can’t work out a negotiated settlementLength of contractTied to outcomesEvaluation process
Compare benefitsRetirement Cost of LivingTax issues
You sell yourself to get the offerYou negotiate to get the right offerYou do your due diligence to decide if you are going to accept the negotiated offerThere is often a feeling on the part of the institution that they want to make an offer, have you accept, and be done—that works well for the institution as it is a big relief but does not so well for you as the successful applicant.You need to be prepared to negotiate—but not just salary—authority, resources, roles, and responsbilities
Due diligence- is about understanding and mitigating risk.Risk assessment and managementYou assess risks from three vantage points: Institutional The Position Personal
Due diligence – Institutional Institutional:The main institutional risk is the institution’s lack of an effective forward strategy or an inability to implement an articulated forward strategy.To assess this level of institutional risk make sure that you have had conversations with all key stakeholders:StudentsAlumniFacultyStaff on a peer level to the positionStaff that report to the positionThe direct supervisor and the indirect supervisors (the vice president, or the president) Think about collaborators to this position—who will help this person succeed –hot dogs and mustard Think about what you have or don’t have that will help you deliver—equipment, staff, resources Think about the conditions under which the institution operates—this financial crisis really brings that to the forefront of potential challenges—can you operate in these conditions?
Due Diligence – the positionPosition risk is when the expectations and the resources are not aligned—make sure you are clear with understanding--Why does the position exist?What are you supposed to get done?What is your impact on the larger department/division/institution?What are your specific responsibilities including your decision making authority and the people reporting to you?What are the burning imperatives and what are the stealth mandates? (more on that later)
Personal:Is this the right institution and role for me?Am I the right person for this institution and role at this point in my career?Am I a fit with my new supervisor?Can I see myself working with these colleagues?Will I have the support I need?Am I comfortable in the organizational culture?Family, choices, quality of life, weather, accessibility, services
Key aspects of On BoardingAssess the new cultureEngage in the new cultureGet a strategy together around the burning imperative/stealth mandatesGet the right people in the right rolesInvest in some early wins Manage communication relentlessly
Key aspects of On BoardingAssess the new cultureEngage in the new cultureGet a strategy together around the burning imperative/stealth mandatesGet the right people in the right rolesInvest in some early wins Manage communication relentlesslyThree parts to on-boarding: Strategies before you arrive on campus Strategies for your first day Strategies for your first 3 to 6 months
An executive hired to be an agent of significant change or perhaps to orchestrate a cultural transformation of the organization must fully understand its current organizational identity from inside and outside points of view in order to conceptualize, evangelize, and execute the move to a strategic destination. Setting expectations lies in the supervisor’s ability to enunciate exactly what is expected of the individual.Workplace, culture, institutional strategy a. Concerns of your supervisor/ the board/ key stakeholdersb. Concerns of staffc. Cooperation of colleaguesd. What is success in this culture and how is it evaluatede. Level of team engagementf. Level of experimentationg. Level of trusti. Rewards and recognitionj. Career opportunitiesk. Confrontationl. Communication of future strategies and directions
On-boarding’s intent is to: help new executives gauge the organization’s early read on their management style rectify any problems or misconceptions about intentions and priorities otherwise accelerate progress on strategic goals that aligned with the interest of the board, the president, and other key stakeholders determine what are the performance assessment milestones Need to provide the new hire with valuable feedback about perceived strengths and weaknesses from a variety of constituencies including the board, the president, key shareholders, executive peers, and subordinates;
There is an inherent conflict between the job description as an accurate descriptor of the job and a job description as outlining the burning imperative and leadership mandate.As you interview you need to consider what are the burning imperatives for this position? Burning imperatives are those things that everyone is talking about and agreeing need to happenBut there is also a stealth mandate—that is what people are not talking about and they are waiting to see if the new hire figures it outYour job is to figure it out—lots of time it has to do with staffing
The first question to you as a new leader is what is your mandate—or better yet what is the burning imperative that you were hired to accomplish?Three kinds of leadership mandates: Continuity—business as usual, especially in the case of an interim leader being named until a the search for an external successor can be completed Good to great—which borrows on the best selling book’s prescription for elevating corporate performance Turnaround—which demands drastic change and lead no process, job, or strategy out of bounds
Your on boarding plan should address short term goals related to continuity, strategy, organizational structure, and execution against that strategy. Factor in any changes you want to make, the systems, processes, governance structure, committees, and any baseline training required. Establish key relationships. Garner input about how you as a leader is being perceived, how your communication style fits with team expectations and other cultural observations and get someone to debrief you with this feedback—suggest someone from the search committee they are generally stakeholders and have vested interest in your success.
Right People in the right rolesWithout a doubt there will be some mandate or goal that will involve your staff—the very difficult thing about this is the frustration because you did not hire or pick the team you have when you walk in the door—your team used to be her team and that team owns the division’s successes and failures. Buckingham and Clifton’s core premise is that people do better when they capitalize on their own strengths—will do Gallup strengths as part of this institute; As an aside the premise of focusing on your strengths is the ying to the yang of working on your weaknesses—you need to do both but for the purposes of establishing creditability and getting early wins you need as a leader to focus on the strengths you have and make sure they are in the right jobs— Supporting people who are in the right role and performing wellMoving people who are in the wrong role and performing well Investing in people who are in the right role but not performing well Shifting into new roles any people who are performing well but in the wrong role Strengths are necessary for success but it isn’t all about an employee’s strengths--people must want to do well and must want to and be able to fit in.
Managers/leaders often overestimate the time they have to prove themselves. Typically orientation programs do not include sessions aimed at defining short, medium, and long term objectives for the position. The better the integrated the leader the longer they stay with the organization because they have built creditability—creditability builds strong relationships—strong relationships make a strong start. New executives don’t even realize they are in trouble or out of step with their boss, peers, or board until the moment they get fired. Some fail to realize that they have been put under the organization’s microscope and that everything they do and say, and fail to say and do, is constantly being interpreted and misinterpreted by others interested in gauging their tone and their approach to making things happen.
Ask your key stakeholders up, across, and down:What needs to be changed with the next 12 months?What needs to be honored or kept within the next 12 months? What must be avoided at all costs? Focus your questions on expectations, perceptions, and your team/division alignment to institutional goals within your first 100 days. Your on boarding plan should address short term goals related to continuity, strategy, organizational structure, and execution against that strategy. Factor in any changes you want to make, the systems, processes, governance structure, committees, and any baseline training required.
The Four Domains of Leadership StrengthOver the years, Gallup has studied thousands of executive teams, in most cases interviewing a team'sformal leaders and each member. This enabled Gallup to compare the strengths of each person on theteam and to start thinking about how the organization looks as a whole. What emerged from these dataare four distinct domains of leadership strength that are necessary components of all great teams. Itserves a team well to have representation from each of these domains -- whether in the leader or in theteam members. The four domains of leadership strength are:ExecutingTeam members who have dominant strength in the Executing domain are those whom you turn to timeand again to implement a solution. These are the people who will work tirelessly to get something done.People who are strong in the Executing domain have an ability to take an idea and transform it into realitywithin the organization they lead.InfluencingPeople who are innately good at influencing are always selling the team's ideas inside and outside theorganization. When you need someone to take charge, speak up, and make sure your group is heard, lookto someone with the strength to influence.Relationship BuildingRelationship builders are the glue that holds a team together. Strengths associated with bringing peopletogether -- whether it is by keeping distractions at bay or keeping the collective energy high -- transform agroup of individuals into a team capable of carrying out complex projects and goals.Strategic ThinkingThose who are able to keep people focused on what they could be are constantly pulling a team and itsmembers into the future. They continually absorb and analyze information and help the team make betterdecisions.Leaders who are strongly self-aware and realistic about their own talents and strengths are the most likelyto pick a team that helps shore up their weaknesses. A strong strategist, for example, will recognize theimportance of having a relationship builder on board. This ability to build a well-rounded team is themark of a successful leader, no matter which particular talents or strengths he or she possesses.
Identify one or two things that can be early wins—early wins can be the issues that are part of the burning imperative, they can be part of the stealth mandate, or really easy they can be the one or two things that everyone in your across, up, and down communications have mentioned as problematic— Look at something that is manageable for an early win—changing the dining contract because the dining program is a constant source of complaints would be a great early win but it is probably too complex and too large a challenge. Early wins give you as a leader creditability so pick one or two challenges that could be seen as early wins—pick them by your third month—then over-invest and over deliver- You never has as much as time as you think you do so one you decide on your early win tap into your resources and really push it forward—you gain momentum, the division gets a lift, and the president is happy. Adjust to the inevitable surprises.
Forty percent of new executive hires fail within the first 18 months on the job.New hires often assume that if they are doing a bad job or failing to integrate, someone will let them know.“Leadership errors made in the first one hundred days are far more consequential than similar errors made during the second year of a leadership role.”Laurence Sybel, founding partner of Board Options and Sybel Peabody Lincolnshire, a Boston based consulting firm that specializes in managing leadership.
Wrap it all together- Career Moves require: Strategy, Plan, Awareness, Action, …
EducationExperienceSpecial skills, training certificationsDepth of knowledge ExpertiseUnique talentsDemonstrated performance excellenceReputation- Professional BrandSocial interpersonal skillsLeadership/team building skillsClient connectionsInternal alliancesOutside contacts- associationsContacts/ supportKnowledge of organizational cultureGood alternatives (strong BATNA)Limit choices (employer has weak BATNA)
www.YourName.comwww.YourNameSomething.comThen how do we define experience?It's probably a combination of time, energy, effort and results. While some newcomers to the industry have some pretty amazing ideas and some of those folks with thousands of followers say things that seem to make sense, senior experience can't be faked.Who Am I?Why Am I Here?What Do I Believe In?For whom?What VALUE do I give?= You: The Brandwww.YourName.comwww.YourNameSomething.comPick your name3• Can you own your actual name?• Is your name very common?• Can you add a middle initial or middle name?• What about a descriptor or a pseudonym?• Consider your brand.• Coin a term/phrase.• Is geography a consideration?Own Your Name• Reveal yourself, be human, be authentic• Build trust, be market-oriented• Educate, entertain, inform• Build trust by delivering value regularly• Have a consistent theme, go narrow & deep• Repeat that message• Be social• Listen first, listen most• Put your name everywhere you post
Check out Evaluate JudgeChanging the cultureIn industries without clear standards, men with a new MBA earn $7,000 more than women. The gap is just $2,000 in industries with clear standards. The less information is available, the worse women do in comparison to men.With the growth of small informal businesses, the decline of unions and the shift away from defined career ladders such as faculty tenure tracks, negotiation has become more important than ever. Women are at a growing disadvantage. While they need to ask, employers also need to adapt.Not sending that mass email about teaching opportunities discriminates against women. “I was director of graduate programs and I didn’t realize the impact of my actions,” Babcock said. To reduce gender discrimination, schools can:Create standard packages so less depends on negotiation.Post information openly.Announce opportunities for research funding or professional development.Avoid back-room deals.Note who asks and who doesn’t; adjust your decisions.Mentor women to speak up.Ask women what they want. Don’t await their requests.C
10 Ways To Become A Person Of InfluencePosted In: Networking, Personal Branding, Social Media by Tim Tyrell-Smith 849tweetsretweetWhether you are looking for a job, building a consulting practice or starting up a new company, becoming a person of influence can deliver great rewards – both personal and professional. Even though “who you know” still matters, it is now “who knows you” that matters most.So, in a competitive networking environment, how do you stand out and become someone others want to know?Here are my 10 ways to become a person of influence:Blogging – A great way to put yourself out there in a way that you largely control. You can write as often as you want, but be consistent. Think about where you want to influence others (what industry or function) and create a blog topic where you have passion and some ongoing ideas about content. A great example of someone who does this well is Kevin Liebl who created a blog on leadership. He adds value to his network which is now growing every day. And you can have that too.Twitter – Some of you have joined Twitter and found it to be a great value. A fun way to network with people, learn new trends and share ideas. It is all that. It can also be a place to build your personal brand and, as a result, build influence. The tweets you share, the links or interesting ideas you re-tweet and the conversations you have all play a role in either building influence or tearing it down. You can also build influence through lists. Create a great one that others follow and you are now someone of value. In this example of a networking focused Twitter account, I have added this Twitter account to two of my lists. Doing so (assuming every list you create doesn’t include 500 accounts), creates influence with the account owner and those who follow the list.LinkedIn – There are many ways to build influence via LinkedIn. You can answer questions from others and you can be an active participant in your groups. Especially if you are helping others, you can become someone that others look to for advice and new ideas (= influence). Finally, you can start or offer to help manage a group. Group owners or moderators have just enough power to be dangerous. Used for good, you can create a group and hold the key to a valuable network. You can see an example on the Tim’s Strategy Group On LinkedIn. And you are welcome to join!Start A Movement – What do you care about? Anything at all? If not, you might want to skip this one. But if you do have an interest in the world . . . ask yourself: is anyone doing anything about it? You could, you know. An extra two hours a day during your job search or in the evenings if you are working is enough to start a small movement. Just ask Sven Johnston who lives in Orange County and was tired of LinkedIn reflecting his location as “Greater Los Angeles”. He started “We Are Orange County!” to create a small groundswell. Guess what, it worked. You can read my post about his effort and its value for Sven: We Are Orange County But Sven Started It.Create A Product - It can be anything, really. But ideally it is something that utilizes a natural skill of yours. It can be something that helps others, something to improve work flow at the office or improve safety for local elementary school. The basic act of creating is influential because so few people take the time do it. If you do it, you’ll stand out. A lot of great ideas come out of necessity. A recent one from me is a new feature here . . . The Career Expert Directory. There are now 40 experts across 7 categories. In case you need one. And it solved a problem for me. Now when someone asks if I know a resume writer, personal branding expert or career coach, I now point them to the new Career Expert Directory. All experts are pre-approved. By me.Become A Subject Matter Expert – Neal Schaffer did this orginally focused on LinkedIn. He wrote a great book on LinkedIn. And now has expanded his influence into all aspects of social media. And is now building a successful social media consulting practice creating social media strategies for businesses. From relative obscurity to subject matter expert, speaker, blogger, consultant, etc in just a few years. What’s in your wallet?Be A Super Connector – You probably know a few of these people already. But you could become one too. Everyone they meet is a potential new friend. And every time they meet you, they are thinking: who can I connect (name) with?” It’s not hard, it just takes time and desire. To have this kind of influence. Want an easy way? Download the Watchlyst™ – a free spreadsheet to keep track of the job search objectives of those in your network. If you are looking for work, you can also join my Watchlyst for Job Leads. I see a lot of jobs and may be able to send you a lead.Become A Speaker – Of course if you absolutely hate speaking (or your Toastmasters membership ran out), you can also be a trainer or a one-on-one helper. To others looking for work or learning how to network. You get speaking engagements by being good at it, having great/innovative content and being ready when the call comes. Need a great speaker on networking for an upcoming corporate event, contact Thom Singer. An author, a powerful story teller and a great results-oriented business development leader. You can learn more about him at ThomSinger.com.Write An E-Book – I launched one last year and have another launching this month. Both are free and you can see them free job seeker downloads page. There’s also a great one out there created by Ryon Harms over at McDermott & Bull’s Executive Network. Also free and available on the McDermott & Bull website. It doesn’t have to be on Amazon or in Barnes & Noble to get you noticed. But it has to be good and not a self-promotion or advertising piece.Volunteer – I wrote about this topic a while back and it got a great response: On Volunteering During Job Search. So I know this is something a lot of you do or want to do in the future. So why not now? In transition? Volunteer at your local networking group. Think about how many people will come up and talk to you once you show off that fancy and official volunteer badge. It really works. And it puts you in a position to help others.So, here’s your task for today. Pick one and get started. Unless, of course, you are already famous.
“Most Americans do not know what their strengths are. When you ask them, they look at you with a blank stare, or they respond in terms of subject knowledge, which is the wrong answer!”Peter DruckerWe’ve gotten better at this with Gallup’s Strengths- HEd –assessments/evaluations What is your value? How much are you worth? Compensation/Goals/Needs/what we want cannot be “one size fits all”- as Strengths showed us we innately bring very different talents to the student affairs game – then add interests and skills & GOALs and we all need very different plans & paths to get to “goal attained”
What do you bring to the tableRecognize the sources of your bargaining power—education, skills, flexibility, social skills, experience and any other offers you have. Even being a woman can give you leverage.
Wli 2012 making a leadership move eth final
Leadership Moves: Developing Your Career Strategy2012 Women’s LeadershipInstitute
ON TARGET Ellen Heffernan, Partner The Spelman & Johnson Group Teri Bump, Vice President American Campus Communities
ON TARGET Targets Maximizing your Options Developing your Brand Developing your Network Your Due Diligence Assessing your Offer On Boarding