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Jane Austen Can Get You A Job


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Defining your value to employers in unique ways

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Jane Austen Can Get You A Job

  1. 1. Jane Austen Can Get You A Job Defining Your Value To Employers In Unexpected Ways
  2. 2. Before we get to Jane, a quick exercise… 2 11/7/2013
  3. 3. How would you describe a friend if you were referring him or her to a potential employer? Think about: • What he or she does best… • The value he or she might bring an organization… 3 11/7/2013
  4. 4. While you think, some self-serving background… 4 11/7/2013
  5. 5. Some of the places I’ve worked 5 11/7/2013
  6. 6. Some of the places I’ve worked 6 11/7/2013
  7. 7. Some of the places I’ve worked 7 11/7/2013
  8. 8. Some of the places I’ve worked 8 11/7/2013
  9. 9. Some of the places I’ve worked 9 11/7/2013
  10. 10. Some of the places I’ve worked 10 11/7/2013
  11. 11. Some of the places I’ve worked 11 11/7/2013
  12. 12. While some of these experiences are more directly applicable to my “professional career,” each have proven to be equally valuable 12 11/7/2013
  13. 13. Application vs. Education While some jobs involved direct application of skills that I used in previous experiences All jobs benefited from the lessons learned and the act of learning in previous experiences – inputs to who I am as a person 13 11/7/2013
  14. 14. Now back to that reference… 14 11/7/2013
  15. 15. Why references? Because they are the most powerful tool in a job search… Compared to non-referred candidates, those who are referred are: • Twice as likely to be interviewed • 40% more likely to be hired 15 11/7/2013 Source: New York Federal Reserve Bank
  16. 16. But what is a reference at its core? What does it tell you about a person? Application of skills? Description of the person? • Things he or she knows how to do • How he or she works • How he or she thinks • Tools he or she can use • How he or she approaches problems 16 11/7/2013
  17. 17. Much of the value of references is that they help a potential employer see you as person, not just a set of skills 17 11/7/2013
  18. 18. And who you are as a person is really, really important… When new hires are let go within the first 18 months: • 89% of the time it is for attitudinal reasons • Only 11% of the time is it for lack of skill 18 11/7/2013 Source: Leadership IQ
  19. 19. So who are you? 19 11/7/2013
  20. 20. Everyone is: • Fallible, and so is their hiring manager • An individual, not an example • Evolving, not inert 20 11/7/2013
  21. 21. You are fallible, and so is your hiring manager Everyone fails (or should if they are really trying). So don’t be fooled by stories of consistent success - they are incomplete. Hindsight bias can lead people to a false narrative as to why something positive happened – mistakes are overlooked or reframed, intelligence is given too much credit, and the role of luck is mostly ignored 21 11/7/2013 Source: Daniel Kahneman
  22. 22. You are an individual, not an example Have confidence in your unique capabilities – resist shorthand characterizations that can short-change you. The “stereotype threat” is real – just hinting to negative stereotypes (even requiring gender or race be selected on a test) can raise inhibiting doubts and anxiety that have been proven to hurt a person’s performance 22 11/7/2013 Source: Steele, Aronson, Spencer
  23. 23. You are evolving, not inert In almost all cases, dedication and hard work can overcome innate intelligence. “With practice, training and above all, method, we manage to increase our attention, our memory, our judgment and literally to become more intelligent than we were before” 23 11/7/2013 Source: Alfred Binet, Creator of the IQ test
  24. 24. To find the your personal truth: Take something from each experience in your life to create the narrative of your career 24 11/7/2013
  25. 25. What can you take? Here’s a place to start 25 11/7/2013
  26. 26. And I mean all experiences What’s the business value of an English major? More specifically, what’s the value of reading Jane Austen? 26 11/7/2013
  27. 27. Meet Natalie Phillips, Assistant Professor of English at Michigan State University 27 11/7/2013
  28. 28. A critical read of Mansfield Park is about more than just the story Professor Phillips instructed grad students to read a chapter of Mansfield Park while their brain function was observed by an fMRI. Significant differences were observed between: • Close reading • Reading for pleasure 28 11/7/2013
  29. 29. Close reading was shown to be an exercise in cognitive training Close reading engaged a much broader spectrum of the brain, from the regions focused on attention to those involved in movement and touch. The findings suggest that an academic approach to literature can train readers to better organize information, impacting (among other things) their: • Attention to detail • Research and analysis skills • Flexibility (the ability to pay attention to many things at once) 29 11/7/2013
  30. 30. So ask yourself: What’s the business value of the experiences (all of the experiences) in your life? 30 11/7/2013
  31. 31. So ask yourself: In an ever-changing economy where industries are being disrupted all of the time, what are the core attributes you can bring to any job? 31 11/7/2013
  32. 32. And prepare for a long, rewarding career… • Don’t be afraid of failure and don’t be limited by what others might expect from you or what you are capable of now • Think about your experiences as more than opportunities to apply your skills • Look to every experience as an opportunity to prove and enhance the core attributes that define you as a person 32 11/7/2013
  33. 33. To define your unique value, check out 33 11/7/2013