This document provides guidance on developing a career strategy and leadership moves. It discusses maximizing options, developing your brand and network, conducting due diligence on potential offers, and onboarding successfully. Targets covered include assessing your options, establishing your professional brand, growing your network, evaluating job offers, and having a smooth onboarding process.
Wli 2012 making a leadership move eth editstbpresent
The document discusses developing a career strategy and leadership moves. It provides targets for maximizing career options, developing a professional brand and network, performing due diligence when considering job offers, and preparing for onboarding into a new role. The targets include assessing options, branding, networking, due diligence, job offers, and onboarding. Professional impressions are also discussed.
El documento describe las 6 etapas típicas de un proyecto web: 1) negociación con el cliente, 2) organización de información, 3) presentación de propuestas de diseño, 4) diseño visual e inserción de contenido, 5) revisión y ajustes, y 6) publicación del sitio web. Cada etapa tiene objetivos específicos como definir requisitos, crear mapas de sitio, presentar diseños, combinar contenido y diseño, revisar el producto final, y publicar el sitio en internet.
Revista cultural siendo parte de tunika, trabajando en el desarrollo de elementos que ayuden a nuestra sociedad a percibir nuestro tiempo de manera positiva.
Este documento resume un artículo académico que analiza cómo se explicó la idea de España a los estudiantes en los manuales escolares entre 1900 y 2007. Los autores seleccionaron textos representativos de diferentes modelos nacionalistas durante este periodo. Observan que aunque coexistieron discursos diversos, cada época tuvo un discurso dominante. Los manuales reflejan la variedad de perspectivas en la sociedad española sobre la identidad nacional a lo largo del tiempo.
La saliva mantiene el pH de la boca entre 6.2 y 7.4, pero el pH cambia al ingerir alimentos. Cuando comemos, el flujo de saliva aumenta y el pH sube por encima de 7.5 debido al aumento de bicarbonato, pero luego de comer las bacterias siguen fermentando azúcares y hacen descender el pH. Si el pH de la saliva baja de 7 a 7.4 pueden aparecer caries u otras afecciones dentales como resultado de un desequilibrio entre la desmineralización y remineralización del
Este documento presenta la oferta académica de educación continua de la Universidad Nacional de Colombia sede Medellín, incluyendo cursos, diplomados y talleres en diversas facultades como Arquitectura, Ciencias, Ciencias Agropecuarias, Ciencias Humanas y Económicas, y Minas. Se destacan programas en gestión ambiental, sistemas de información geográfica, fotografía, administración de empresas agropecuarias, economía, y administración y gerencia de proyectos, entre otros. La oferta busca
Este documento es una ley chilena de 1997 que establece normas para proteger los derechos de los consumidores. Define términos clave como consumidores, proveedores, información comercial básica y publicidad. Establece los derechos y deberes básicos de los consumidores como la libre elección, información veraz, seguridad e indemnización. También regula los contratos de adhesión y el derecho de los consumidores a retractarse de compras dentro de plazos determinados.
You manage your research. You want to manage a business. How about managing your career?
Dr. Teresa Snelgrove of ProFitHR and Dr. Frederick Sweeney of VG Partners talk about career management theory and practice: what inputs are needed for critical career decisions and their execution. Join us for some very practical advice on how to manage your own success.
Part of the CIBC Presents Entrepreneurship 101 lecture series: http://www.marsdd.com/ent101
Wli 2012 making a leadership move eth editstbpresent
The document discusses developing a career strategy and leadership moves. It provides targets for maximizing career options, developing a professional brand and network, performing due diligence when considering job offers, and preparing for onboarding into a new role. The targets include assessing options, branding, networking, due diligence, job offers, and onboarding. Professional impressions are also discussed.
El documento describe las 6 etapas típicas de un proyecto web: 1) negociación con el cliente, 2) organización de información, 3) presentación de propuestas de diseño, 4) diseño visual e inserción de contenido, 5) revisión y ajustes, y 6) publicación del sitio web. Cada etapa tiene objetivos específicos como definir requisitos, crear mapas de sitio, presentar diseños, combinar contenido y diseño, revisar el producto final, y publicar el sitio en internet.
Revista cultural siendo parte de tunika, trabajando en el desarrollo de elementos que ayuden a nuestra sociedad a percibir nuestro tiempo de manera positiva.
Este documento resume un artículo académico que analiza cómo se explicó la idea de España a los estudiantes en los manuales escolares entre 1900 y 2007. Los autores seleccionaron textos representativos de diferentes modelos nacionalistas durante este periodo. Observan que aunque coexistieron discursos diversos, cada época tuvo un discurso dominante. Los manuales reflejan la variedad de perspectivas en la sociedad española sobre la identidad nacional a lo largo del tiempo.
La saliva mantiene el pH de la boca entre 6.2 y 7.4, pero el pH cambia al ingerir alimentos. Cuando comemos, el flujo de saliva aumenta y el pH sube por encima de 7.5 debido al aumento de bicarbonato, pero luego de comer las bacterias siguen fermentando azúcares y hacen descender el pH. Si el pH de la saliva baja de 7 a 7.4 pueden aparecer caries u otras afecciones dentales como resultado de un desequilibrio entre la desmineralización y remineralización del
Este documento presenta la oferta académica de educación continua de la Universidad Nacional de Colombia sede Medellín, incluyendo cursos, diplomados y talleres en diversas facultades como Arquitectura, Ciencias, Ciencias Agropecuarias, Ciencias Humanas y Económicas, y Minas. Se destacan programas en gestión ambiental, sistemas de información geográfica, fotografía, administración de empresas agropecuarias, economía, y administración y gerencia de proyectos, entre otros. La oferta busca
Este documento es una ley chilena de 1997 que establece normas para proteger los derechos de los consumidores. Define términos clave como consumidores, proveedores, información comercial básica y publicidad. Establece los derechos y deberes básicos de los consumidores como la libre elección, información veraz, seguridad e indemnización. También regula los contratos de adhesión y el derecho de los consumidores a retractarse de compras dentro de plazos determinados.
You manage your research. You want to manage a business. How about managing your career?
Dr. Teresa Snelgrove of ProFitHR and Dr. Frederick Sweeney of VG Partners talk about career management theory and practice: what inputs are needed for critical career decisions and their execution. Join us for some very practical advice on how to manage your own success.
Part of the CIBC Presents Entrepreneurship 101 lecture series: http://www.marsdd.com/ent101
This document discusses how to hire and retain top talent. It begins by explaining why talent is often not a top priority for companies and the high costs of hiring mistakes. It then examines the current Irish job market and trends in worker satisfaction. The document provides tips for improving the hiring process, such as involving existing employees and understanding an organization's brand. It also stresses the importance of employee engagement and adapting to future talent trends like the rise of social media. The key takeaways are to prioritize discussing talent, improve hiring processes, understand one's brand, ensure the company is a good place to work, and have CEO leadership on talent issues.
This document discusses the importance of personal branding, especially in today's economy. It outlines a three stage process for developing a strong personal brand: 1) Believe in your brand by discovering your authentic self, 2) Become your brand by creating goals and defining your brand attributes, and 3) Be your brand by living your brand values. The document provides tips for taking action to start branding yourself, such as getting a professional headshot, assessing your online identity, buying your name as a domain, and engaging on social media. It emphasizes that your personal brand is how others see you based on your online presence and story.
The document summarizes the results of Andres Guitron-Pruneda's leadership assessment. It identifies his top 5 leadership characteristics as acting with honor and character, getting organized, making complex decisions, focusing on the bottom line, and managing up. It also analyzes potential blind spots, hidden strengths, problem areas, and compares his skills to research on leadership attributes.
Analysing Prioritisation Communication - Day fourReuben Ray
This document discusses various topics related to purpose, goals, and thinking styles. It provides definitions and examples of concepts like goals, preferences, priorities, and cognitive styles. It also presents frameworks for clarifying purpose, setting goals, and considering different types of knowledge and how they are prioritized. Overall, the document offers perspectives on finding clarity of purpose and direction through goal-setting and understanding thinking preferences.
The home show follow up system involves texting and emailing show attendees after the event with links to the exhibitor's website, then sending reminder messages to boost website traffic and leads; attendees who click the links are directed to a special webpage promoting the exhibitor's offer and can register to receive more information. The system is designed to increase engagement and drive traffic to the exhibitor's website after the home show ends.
Have you ever needed a way to measure your leadership IQ? Or been in a performance review where the majority of time was spent discussing your need to improve as a leader? If you have ever wondered what your core leadership competencies are and how to build on and improve them, Jennifer Bonine shares a toolkit to help you do just that. This toolkit includes a personal assessment of your leadership competencies, explores a set of eight dimensions of successful leaders, provides suggestions on how you can improve competencies that are not in your core set of strengths, and describes techniques for leveraging and building on your strengths. These tools can help you become a more effective and valued leader in your organization. Exercises help you gain an understanding of yourself and strive for balanced leadership through recognition of both your strengths and your “development opportunities.”
Tech Ed 2009 Growing From An Efficient Manager To A Great Leaderrsnarayanan
This document appears to be from a presentation on leadership given by Ranganathan S, an executive coach and corporate mentor. The presentation covers topics such as the differences between managers and leaders, key competencies of leadership like building trust and managing diversity, and the importance of credibility for leaders. It also includes slides on career growth choices, opportunities, and a role-play exercise on opportunities. The presentation is meant to provide leadership lessons and strategies for professional growth.
Selling Smart Workshop - Increase Your Pipeline with Networking FinesseAnnArborSPARK
This document summarizes a workshop on increasing one's business pipeline through networking and referrals. The workshop covers a 5-step process for obtaining referrals: specification, identification, adaptation, implementation, and appreciation. Key topics include identifying referral sources, developing trust and relationships, adapting referral requests based on risk factors, making the request, and expressing gratitude. The workshop is led by three experts and includes an interactive training session, panel Q&A, and opportunities for participants to apply the tactics and ask questions.
This document provides career strategies for navigating a disruptive job market. It discusses developing a personal brand by identifying skills, experiences, and unique selling points. Goals should be specific, with strategies for where to look for jobs and who can help. Affirmations, visualization, and daily action are key to achieving goals. Maintaining momentum by believing in oneself is emphasized.
Ciprian Marinescu's top 5 leadership characteristics according to an assessment are acting with honor and character, making complex decisions, creating the new and different, inspiring others, and relating skills. The assessment did not find any potential blind spots or problem areas. It identified dealing with trouble as a potential hidden strength.
This document contains the results of an online leadership assessment taken through Korn Ferry's ProSpective Assessment tool on LinkedIn. The assessment identifies the user's top 5 leadership characteristics as Focusing on the Bottom Line, Getting Organized, Dealing with Trouble, Caring About Others, and Managing Work Processes. It also analyzes potential blind spots, hidden strengths, and compares the user's skills to typical profiles. The assessment is based on research by Korn Ferry's Lominger International on identifying leadership competencies.
Nuno Tasso de Figueiredo's top 5 leadership characteristics as determined by his network are: focusing on the bottom line, acting with honor and character, managing diverse relationships, understanding the business, and getting organized. The assessment also identifies potential blind spots in creating the new and different and getting work done through others, and provides suggestions for development in these areas. No hidden strengths were identified.
This document contains information about Rally Software and agile practices. It discusses how companies can become more agile, principles of lean agile leadership, and managing complexity in business. Key topics covered include embracing uncertainty, becoming a learning organization, and scaling agile collaboration.
This document discusses how encouraging employees through recognition and praise can increase productivity and satisfaction. It notes that only 50% of managers regularly recognize high performance and that lack of recognition demotivates many workers. The document then outlines seven essentials of encouraging others, including setting clear standards, expecting the best, paying attention to employees, personalizing recognition, telling stories of success, celebrating together, and leading by example. It provides tips and strategies for each essential and emphasizes that an encouraging culture where all support each other can further boost productivity.
This document summarizes the results of an online leadership assessment taken by Melanie Grinenk through Korn/Ferry's ProSpective Assessment tool. The assessment identifies her top 5 leadership characteristics as being organizationally savvy, managing up, managing diverse relationships, communicating effectively, and managing work processes. It also outlines potential blind spots, hidden strengths, and compares her skills to typical profiles at different leadership levels.
Edmundo Escobar's leadership assessment identified his top 5 characteristics as: Acting with Honor and Character, Understanding the Business, Creating the New and Different, Focusing on the Bottom Line, and Managing Work Processes. Potential blind spots included Being Organizationally Savvy and Communicating Effectively, while potential hidden strengths included Keeping on Point. No problem areas were identified.
This assessment report from Korn/Ferry summarizes the results of an online assessment taken by Rod Tolentino to evaluate their leadership characteristics. It identifies their top 5 characteristics as Understanding the Business, Making Complex Decisions, Keeping on Point, Relating Skills, and Demonstrating Personal Flexibility. It also discusses potential blind spots and hidden strengths, and compares Rod's skills to typical skill levels for others. No problem areas were identified.
CAPPS 2012 Presentation-Gainful Employment & the Externship ConnectionAnn Cross
•The externship isn’t just a student’s last course and job placement shouldn’t begin at graduation! An efficient and effective externship program is the dynamic connection which takes your students out of the classroom and into the workforce. Campus and education directors, compliance managers, placement directors and externship coordinators will all benefit from the comprehensive perspective of this diverse panel of industry experts and this lively presentation on leveraging technology to implement externship best practices in the era of gainful employment. The panel will address key issues effecting externship programs including: How to teach soft skills to hard students to minimize drops and increase employability; Overcoming paperwork – Streamlining your department’s processes can minimize administrative work, maximize compliance and get your staff out in the field working with students and sites; Effective site development – Employer engagement begins with your externship program; Hired upon graduation! Proven strategies to increase extern-to-hire conversion rates
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Have you ever needed a way to measure your leadership IQ? Or been in a performance review where the majority of time was spent discussing your need to improve as a leader? If you have ever wondered what your core leadership competencies are and how to build on and improve them, Jennifer Bonine shares a toolkit to help you do just that. This toolkit includes a personal assessment of your leadership competencies, explores a set of eight dimensions of successful leaders, provides suggestions on how you can improve competencies that are not in your core set of strengths, and describes techniques for leveraging and building on your strengths. These tools can help you become a more effective and valued leader in your organization. Exercises help you gain an understanding of yourself and strive for balanced leadership through recognition of both your strengths and your “development opportunities.”
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This document appears to be from a presentation on leadership given by Ranganathan S, an executive coach and corporate mentor. The presentation covers topics such as the differences between managers and leaders, key competencies of leadership like building trust and managing diversity, and the importance of credibility for leaders. It also includes slides on career growth choices, opportunities, and a role-play exercise on opportunities. The presentation is meant to provide leadership lessons and strategies for professional growth.
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This document summarizes a workshop on increasing one's business pipeline through networking and referrals. The workshop covers a 5-step process for obtaining referrals: specification, identification, adaptation, implementation, and appreciation. Key topics include identifying referral sources, developing trust and relationships, adapting referral requests based on risk factors, making the request, and expressing gratitude. The workshop is led by three experts and includes an interactive training session, panel Q&A, and opportunities for participants to apply the tactics and ask questions.
This document provides career strategies for navigating a disruptive job market. It discusses developing a personal brand by identifying skills, experiences, and unique selling points. Goals should be specific, with strategies for where to look for jobs and who can help. Affirmations, visualization, and daily action are key to achieving goals. Maintaining momentum by believing in oneself is emphasized.
Ciprian Marinescu's top 5 leadership characteristics according to an assessment are acting with honor and character, making complex decisions, creating the new and different, inspiring others, and relating skills. The assessment did not find any potential blind spots or problem areas. It identified dealing with trouble as a potential hidden strength.
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Nuno Tasso de Figueiredo's top 5 leadership characteristics as determined by his network are: focusing on the bottom line, acting with honor and character, managing diverse relationships, understanding the business, and getting organized. The assessment also identifies potential blind spots in creating the new and different and getting work done through others, and provides suggestions for development in these areas. No hidden strengths were identified.
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This document discusses how encouraging employees through recognition and praise can increase productivity and satisfaction. It notes that only 50% of managers regularly recognize high performance and that lack of recognition demotivates many workers. The document then outlines seven essentials of encouraging others, including setting clear standards, expecting the best, paying attention to employees, personalizing recognition, telling stories of success, celebrating together, and leading by example. It provides tips and strategies for each essential and emphasizes that an encouraging culture where all support each other can further boost productivity.
This document summarizes the results of an online leadership assessment taken by Melanie Grinenk through Korn/Ferry's ProSpective Assessment tool. The assessment identifies her top 5 leadership characteristics as being organizationally savvy, managing up, managing diverse relationships, communicating effectively, and managing work processes. It also outlines potential blind spots, hidden strengths, and compares her skills to typical profiles at different leadership levels.
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Similar to Wli 2012 making a leadership move eth final (20)
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
Innate- wired
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
Online & Real Life consistencyBe BoldTo ensure that your presence in the online space is bold, break away from the pack. Don’t be an ambiguous brand by only conversing according to trends – this will make you and your brand irrelevant with no substance. Be Beautiful – Everybody hates spam. Leaving comments on other users’ content is encouraged, but never leave misleading comments in order to promote your personal brand or your business. Do not post repetitive, unhelpful and irrelevant comments on websites, blogs or social media platforms. Consistency is keyOnce you’ve defined your brand, you need to be the driving force behind it. Always be consistent in your online presence and personal brand. Stick to what you stand for and be relevant with regards to your shared content. Balance your personality by keeping the various audiences that follow you interested with a variety of topics or stimulating content whether it’s on Twitter, LinkedIn or on your blog. Privacy policy Be alert to the changes on social media platforms in terms of privacy changes. In terms of Facebook, keep in mind that all the interests you list on your Facebook profile are made public by default, even to people that are not your friends. Be selective as to what you make public to just anyone, including your friends. Choose your social media platforms wisely and decide what you are going to use each platform for, i.e. Facebook for personal friends, LinkedIn as a professional platform and Twitter to share interests with the world. Remember, there is no point of a social media presence if your profile is so privatised that no one can really follow you or experience your personal brand. Protecting your tweets on the micro-blogging platform, for instance, may mean that you miss out on some relevant conversation and opportunities
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
Dining etiquette
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
Linked in
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.