Fortune Favors The Bold.

"Audentes Fortuna Juvat" (in Latin). There are many articles dissecting this simple phrase - some good and some way off base.

Here’s my take — to get where you want to go in life, you have to take chances, step out of your comfort zone, and sometimes do things that scare you. When you do these things, you create opportunities and options that were previously unattainable or unknown to you.

That’s my definition of bold — taking calculated and decisive action when most people do the same old thing and wonder why their circumstances stay the same…

• It’s asking for that promotion and raise after you show your boss clear evidence of your outstanding performance.

• It’s raising your fees in your business when you know you’re delivering top-tier service to your clients.

• It’s interviewing at another company because you want a change and/or increase your salary/benefits.

When you are bold, fortune (opportunity and options) reveal themselves.

It’s Monday - I want you to do one bold action today — even if it’s small — let’s bring Fortune into your life.

Great Tips From A Retained Recruiter.

I love Reddit. Many years ago, a retained recruiter hosted a huge 'AMA' (Ask Me Anything) post. They delivered great responses which were spot on. Here are some of the best (please disregard the grammar - I wanted to preserve the questions asked):

What To Wear

Q: I have an interview at a small eCommerce company (~10 people). I was told by the recruiter that they hired, that they have no dress code and they wear sweat pants and stuff. If the atmosphere is that casual, would it be unwise to suit up for the interview like I normally would?

A: I think you should always wear a suit and tie to a first round interview. If one of the interviewers tells you that you can come back more casually for a second round, then do so, but always a suit in the first.

Q: What is the best thing for a girl to wear for a business professional interview? I've googled, done research, asked people and I keep getting conflicting answers. What is your take?

A: Just look professional. I said before that a pants suit/skirt suit doesn't make a hell of a lot of difference these days except to maybe an ancient law firm partner who thinks pants are for men and the kitchen is for women. Jacket, blouse, skirt or pants suit, you'll be fine.

Leaving Your Company

Q: How do you answer the question "Why are leaving current company?"

A: With an honest answer. Either they're not offering you new challenges or the opportunity for advancement, you see a downward trend, you have a genuine interest in the business of the company you're interviewing with, any number of reasons. You better have a damn good, honest and compelling answer for this one because this is an extremely important interview question.

I'm A Bad Interviewer

Q: Do you think there's ever a case where someone interviews poorly but is otherwise a great worker?

A: Yes and good interviewing techniques should be able to distinguish this. A truly "poor" interview by a good candidate should only be due to nervousness. Those who can't clearly articulate their experience and positions usually aren't top candidates.

Short Time At A Company

Q: What's the best way to handle a very short period at a company? For example, a candidate that switched jobs only to find that the new position isn't a good fit or the company is collapsing and now they're looking again after six months. Should you list the month of hire on the resume, or just leave the year and let the recruiter/manager infer a range? Is this a big hurdle or a little one when it comes to getting an interview?

A: Here's the Catch 22 with this. It's not appropriate to list "reasons for leaving" with every job on your resume but it also doesn't look great when you only have 6 months at one place. It's also kind of tough to fudge by using years only instead of years with months - unless you've been in the workforce a while, it looks like you're hiding something. If you've had a bunch of jobs for about a year, you're going to look like a job-hopper anyway so I wouldn't worry any more about it. If it's an aberration, then you might want to put an RFL as a small subtext but I'd stay still skip it.

Salary Discussion (remember - this is a recruiter answering)

Q: What's your advice for handling the "what are your salary requirements?" question. Sometimes, I hear this right off the bat; I don't like to answer because it depends on benefits and other factors. Some recruiters insist on getting a number and get sort of angry when I say "no".

A: You can't avoid this. It absolutely needs to be discussed. First you need to know what your motivation is in seeking a new job. If it's money, that's fine. If it's skills, that's even better. If it's money, phrase it like this: "I'm currently making $X with a planned yearly raise coming in June that will bring me to $X. While I'm happy at my current role, I feel under compensated based on what my colleagues at other firms are earning and I would be looking to earn $X+10 for this role based on my experience and what the market is bearing." If it's experience: "I'm currently making $X and can live comfortably on that. I don't see much in the way of future growth where I'm currently at so I'd be looking for an equivalent package with your company, ideally with a small cost of living bump to cover me during the transition between jobs."

Summary & Purpose Areas On Résumé

Q: Most resumes open with a "purpose" or "summary" or some such thing. Simply put, what should you put in there? Action-sounding or attention-grabbing words? Aggrandize yourself? Make demands? Maybe even a dry joke?

A: These sections seem to be getting longer and longer, mostly as a result of lousy "outplacement" services. Summary and Objective are two different things. A summary is only appropriate for a senior level professional and even then, I'm not a huge fan of them. They're more a tool to explain a skill set when a person has had a non-traditional or (for lack of a better word) "choppy" work history. An objective line should in one or two sentences, relate your experience to the job you are applying for. These should always be short, to the point and relate both to YOUR SKILLS and the SPECIFIC JOB YOU ARE APPLYING FOR.

College Degree Different From Past Jobs

Q: I work in a technical field but have a BofA degree in a totally unrelated non-technical subject. How should I handle it? Sometimes I get asked about it in interviews. Should I even bother mentioning it in my resume?

A: Sure, always mention your degree. You don't want people to think you didn't go to college! Just tell them how it is - you pursued your passion in college, enjoyed it, realized it wasn't a career and then got a job where you learned the skills you need in your current career. Stress the "on the job" training part of it. What you learn in college is rarely translatable to what you end up doing day to day and showing a hiring manager that you understand this will demonstrate that you are aware of your own strengths and weaknesses... which ties nicely into another standard interview question.

Should I Make That Résumé Follow-Up Phone Call?

Q: All day I've been browsing advice on the "resume follow-up phone call". Some hiring managers say it is annoying when someone calls just to check in with no purpose, while others say it shows they care about the job? Thoughts? Also, I see widely differing opinions on whether you should try to set up an interview during the follow-up call. Please help me navigate this, I need to do it tomorrow!

A: If you can take an honest look at your application and think you are a good fit for the job, not someone a company should "take a chance on" then you should make the follow-up call. If you have the ability to push for an interview then by all means go for it but I think in most situations you'd come off as overly aggressive.

Why Aren't They Calling Me Back?

Q: Here's a question, because I can't keep stressing about it silently. What's the deal with small companies that bring you in for around 10 interviews (you meet and get on with everyone there), give you homework to do, are totally impressed and need the weekend to 'talk to some people and figure out an offer, but we'll be in touch on Monday." Then Monday comes and goes and you don't hear anything, so you email them nicely on Thursday to 'stay on their radar' and they say they'll discuss the next Monday. Then THAT Monday goes by, you send another email, and this one isn't responded to. That was last week. What's going on?

A: They're meeting other candidates. Don't stress about it. Any company is going to do this and smaller ones are pretty notorious about letting feedback deadlines slip, with candidates and otherwise. Pick up the phone and give someone a call there. A voicemail might not get you a callback in this situation so I'd block your number (*67), call the switchboard or a direct line and if you don't get the person you want, try back again later, don't leave a VM. Bottom line here is they brought you in ten times because they're interested. They still are, just looking at other candidates to feel secure in their decision to hopefully hire you!

How To Give Killer Phone Interviews.

Many of my clients who are in transition from one job to another are frequently thrown into the practice of an initial phone interview. Here are a number of key tips and learnings to make you crush it every time:

Control your space.

Optimally, try to ensure no noises or interruptions. Pick a room where you can safely close your door and separate yourself from the outside world for the entire interview. No ringing phones, no screaming kids, no barking dogs . . . nothing. Make it your fortress of solitude by taking steps to eliminate all interruptions or noises that might throw you (or your interviewer) off their game. If you have to — find another location to call if your home has become another DisneyWorld.

Stand & Walk Around.

Your best voice comes from good posture and the best posture is to stand. Your breathing, your voice and your energy are all affected when you stand. It allows you to move your hands to make a point if needed and move around to stay focused on listening to the question. That's why most singers stand — they enunciate better, they breathe better, and they project better. Even if your phone is corded, you can still walk around. But don't walk too far away from your notes!

Dress comfortably.

They aren't going to see you — so wear clothes that make you feel your best. If you want to dress up — go for it! If you want to wear sweats — by all means! Go naked — I don't care! I want you to feel your best so your entire personality flows through your receiver to the interviewer. One caveat — wear silent clothes and accessories. You don't want scratching, clinking, or tinkling noises to travel and possibly send a negative signal to the interviewer. So can the metal bracelets, ornate necklaces, or over-ornate earrings. Keep it simple and silent.

Don't answer the phone like a serial killer.

I can't tell you how many people I talk to answer their phones like Ebenezer Scrooge. Heeelllllooooo? No name, no real greeting, no energy, no excitement. What a great way to lock in a negative first impression! Here's a simple tip — answer every call like it's Publishers Clearinghouse calling to hand you a $100 million check. "Good Morning! This is Rich Gee — can I help you?" or "This is Rich Gee — how are you today?" The first six seconds of your call sets the stage for anyone on the other line — make it special.

Energize your voice. 

Throughout the call, constantly monitor your energy and ensure it's flowing positively over the line. Even with tough or objectionable questions, pull back, pause and then answer with honest energy so the recipient receives it with gusto. Modulate your conversation by moving it all around the spectrum:

• Talk faster when you are truly excited about a topic or feel the interviewer finds it important. Pop your words.
• Slow down when you have to explain a complex situation or process with clarity.
• Talk slightly louder when making a point or agreeing with the interviewer. Laugh if you want.
• Power down your voice if the conversation turns serious. You don't want to come off totally flippant with a serious subject.

In the end, try to parallel your voice, tones, and enthusiasm with the interviewer as much as you can. Be positive, enthusiastic and add energy as frequently as possible.

Smile.

It's free. Try to smile the entire time while you're on the phone. There is a decided difference in sound/voice/energy between a person who isn't smiling and one who is. You can instantly tell if the person is smiling by the intonation of their voice. It's really easy to do — so do it.

Keep all your thoughts in front of you.

Hit Staples and purchase a white tri-fold foam core board. This will be a valuable tool to keep all of your:

• Talking points especially the key areas you feel the interviewer needs to understand.
• Prompts to keep your energy up - put a big "SMILE" sign right at the top to remind you to smile.
• Use post-it notes to help you with specific areas you'd like to cover during the interview and pull them off as you use them.
• If there is a complex list or topic — put it up there.

This board will allow you stay on point and cover all the elements you need to communicate without forgetting anything. In addition, your board will help you with your nervousness if asked a tough question — you have all the answers right in front of you!

Don't ask selfish questions.

Initial phone interviews are not the time to ask about specific compensation or logistic questions. Usually, the phone interview is a first pass to see if you initially qualify for the job's requirements and it's usually with someone from Human Resources. If you have a second phone interview with your hiring manager, you've probably passed the first level and now they want to know more about you, your accomplishments and your personality. They don't want to talk about specific dollars, hours, location, etc. Keep that to subsequent interviews (hopefully in person).

Prepare great questions to ask.

You need to ask a number of critical questions not only to get the right answers, but to also impress the interviewer with the topics you choose. Here's a great list of questions I offer to my clients — Click Here (PDF).

Catch red flags and prepare to lower them.

You know your gaps, your faults, and your black marks. Be prepared to address them quickly, succinctly, and put them to bed. Don't try to hide them — most good interviewers will pick them out immediately and hone in on them like a good dentist looking for gingivitis. Don't equivocate — address the question, answer it, and move on. Everyone has issues — you're not special.

Hope these tips have helped. Contact me if you use them or if you have any comments!

Top Psychological Tricks For The Office.

Sometimes you need an advantage at work.

Not only to get ahead and get that promotion — sometimes to just survive. Many close colleagues and new clients have been written up and fired (for nothing) instead of being laid off (the rational option). Companies are getting more cutthroat, managers are getting more paranoid, and it's everyone for themselves people.

Here are some simple psychological tricks to stay on top of your game at work:

Sit next to your enemies.

If you're in a group meeting and you suspect that someone in there might come after you about something or if you have a job with a huge target painted on your back, sit right next to them.

They were hoping that the group would provide some sort of herd defense, but if you're right next to them it can't be anything other than personal. This tends to make them back off, or at least substantially temper what they say.

"Keep your friends close and your enemies closer."

Shut up after the sale.

In sales, once you make the sales pitch, don't say anything else.

A client used to work at a gym trying to sell memberships. She told me that once she got all the small talk out of the way and presented the prices, that the first person to talk will lose. At first it didn't seem like a big deal to her, but it actually worked. Often there were long periods of awkward silence as the customer tried to come up with some excuse, but usually they bought. It was quite impressive actually. 

Corollary: Once someone has agreed to help you, stop talking. The more you say, the more opportunities they have to change their minds.

Notice people's eye color.

When you first meet people try to notice their eye color while also smiling at them. It might be because you look for a second or two longer, but all I can tell you is that people really respond to it.

Nervous? Chew gum.

Chew gum when you're approaching a situation that would make you nervous like public speaking or bungee jumping. Apparently, if we are 'eating' something, our brains trip and reasons "I would not be eating if I were danger . . . so I'm not in danger". Has helped many clients calm down before anxiety-ridden activities.

Instead of asking, make an offer.

If you really want something from someone, frame it as an offer rather than a request.

When Teddy Roosevelt was running for president, his campaign printed out 3 million leaflets with a picture of Teddy and a copy of a campaign speech. The campaign then realized that they didn't have the rights to the photo of Teddy. Instead of explaining the situation to the photographer, which would have given them leverage to ask for a lot of money, the campaign made an offer — they would use the picture, giving the photographer lots of publicity if the studio paid them $250. The studio paid the money.

Avoid negative talk.

In real life terms - avoid negative words when pitching something unfavorable to an audience that you want to receive it well. If you can do it in writing, all the better, because you get to pick out your words carefully. Also focus the manner by which you intend to fix things, rather than the problems.

A client of mine worked with mentally disabled children, and he found it highly beneficial to describe their capacities in such a way that he indirectly described their limitations, as opposed to the reverse.

'Johnny can't even speak in phrases, and only turns his head to you when you say his name, but doesn't make eye contact. He won't sit in a chair for more than a minute unless you repeatedly tell him to.'

NOPE. TRY AGAIN. 'Johnny uses words to communicate, so the next step is to strengthen his skills up to the level of 2-word phrases. He responds to his name by turning, so we're going to work on his ability to maintain eye contact. Johnny is able to remain seated for longer than one minute if given repeated prompting.'

Which would you rather hear about your kid? This also applies to other types of work - use it to present anything negative. Works magnificently.

People will remember not what you said but how you made them feel.

So go out of your way to make them feel good about themselves, even proud. Most of the time we berate and kill our confidence internally, so the more that you make people feel better, the more they will like you. And do things for you.

Also most people like talking about themselves so ask lots of questions about them.

Get them talking on a general topic (movies, music) ask them what movies/music/whatever it was they like, engage them on that, go from there; offer bits of information about yourself then bounce it back to them. Your goal is to make them feel good, via engaging them on their most cherished subjects. i.e. themselves, and the things they like the most.

This technique is really good for various situations that might otherwise be awkward. For example when you are trying to draw out a reserved person, show an interest in them (a genuine one hopefully) and go from there.

Someone you want to know better in that special 'relationship' way? Asking about them is often a great approach.

Trying to get someone to like you in a situation with a power differential (i.e. in a workplace setting or a job interview) is to get 'em talking, ideally about something work-related that makes them feel competent and informed. They will remember how good they felt in your presence and that will color their perception of you.

You're not aiming to be the audience to a monologue, you're trying to find ways in which you can connect with that other person. The ultimate goal is to connect.

Stay calm in the face of danger.

When people are angry at me — if I stay calm — it'll get them even angrier, and be ashamed about it after. It's called an "adrenaline dump," and it's easily one of my favorite tactics. It's basically conversational judo.

There's an evolutionary precedent for it, too — adrenaline is manufactured in response to a threat, and two people yelling at each other both register as a 'threat' to their opponent, creating an adrenaline arms race.

But if that steady increase is interrupted, the whole build-up is swept out from under a person. The shame sets in almost automatically, an innate response to assessing someone else as a bigger threat than they actually are.

I practiced it about a year ago. I was having a barbecue with some friends and colleagues near one of our offices. Some drunken jerk ambles over from a nearby pub and demands a hotdog, getting more and more belligerent when he's repeatedly denied (at first, we said we'd hook him up if we had any left over and that the ones on the grill were already spoken for, but he didn't much care for that).

I walked over to him -- I was easily half his size — looked the red-face, raging jerk square in the eyes and calmly said, "Hey man, I just wanna know something. What's your name?"

The stranger gave his name, visibly taken aback but still extremely pissed. "Where're you from? What's your deal?"

The stranger, now equal parts angry and confused, says he's a local contractor and he lives a few blocks away.

I nodded, and with a confident, measured glare that could chill fresh coffee said, "One last question: Why are you being such a jerk to all my friends at our barbecue?"

You could pinpoint the exact nanosecond the guy's rage simmered out and the embarrassment barreled in. He looked around sheepishly, and without a word, turns around and ambles back into the alleyway, disappearing into the pub's back door without a second glance.

Self Image Is Everything. 

People have a certain image of themselves and will fight tooth and nail to cling to it. Use this information wisely.

I do this all the time. You can avoid insulting someone by not saying anything that shows you perceive them differently than what they're trying to present. Or you can be a little more manipulative and make people like you by casually stroking their ego.

This could go wrong, especially if you have bad intentions. Not all manipulation is bad if done on a small scale with innocent intentions.

Never Ever Gossip. 

Promise yourself you'll never gossip about other people. I mean it. Even when the people around you are gossiping, even when you agree with the stuff they're saying. You don't have to make a big deal of it, just don't partake in it.

Once people get the idea you're not into gossiping about other people behind their backs, the amount of gossip they talk around you will decrease. It isn't fun to gossip unless everybody's gossiping. Your decision to stop the gossip and their eventual reaction to you not reciprocating will positively affect both of you, as well as your relationship.

I made this change in how I interact with people and the amount and quality of my friendships have grown exponentially. People will trust you more if they haven't listened to you gossip about other people. You will be seen as more a more positive person than other friends who do talk shit. The gap gossiping used to fill will be replaced with way more interesting and/or intimate conversation too.

Are You The Center Of Your Group?

When a group of people laugh, people will instinctively look at the person they feel closest to in that group.

Want More Romance?

Look up the false attribution of arousal. Basically, if you want to make someone like you, get their heart rate going.

Take them on a date to see a scary movie and then go out for coffee. This puts their body in an aroused (increased blood flow, not sexual) state. Their mind then falsely attributes that physiological effect to being with you making them think they like you! (hopefully they actually do, but this gets the ball rolling)

Ladies — Want To Be More Attractive?

Wear red. For women, the color red makes them exponentially more attractive. Research has shown that men will go to great lengths to do things for a woman in red that they would not do otherwise like give her money or even carry her across the street.

Let's Throw In Some Interview Skills Too.

Body mirroring. So something that we do that we don't realize is mirror the body language of people that we like, like our friends. If they sit crossed legged, we will. If they touch their face, we will. This goes back to the subconscious will to be more like the people that we respect.

You can kind of "force" this. Put a conscious effort into mirroring the body posture of your interviewer, bun don't be obvious about it. Be nice and subtle. This will kin of trick their mind into thinking that they like you. After all, you are doing similar things with your body, why not!

Get them to talk about themselves. People are selfish and they love talking about what they do. Ask your interviewer as many questions about what they do for work and really listen. They will walk away from the interview in a good mood because they got to talk about themselves and they will then think that the interview went well.

If you are able, schedule the interview as early as possible. There's a ton of cognitive psychology research about the primacy effect which essentially states that items are more memorable if they are presented earlier. So if you're going into a grad school interview where the person will literally be interviewing all day, you will be more memorable if you go first. If you are unable to be first go last. Similarly, there is research about the recency effect, which states that items are also memorable if they are presented last, though the primacy effect is more reliable. Just try not to be stuck in the middle.

Find Yourself In A Debate?

Don't give your stance first. Give your argument. In some self interest research that I did myself in my undergrad, I found that your persuasiveness is fragile and dependent on your social identity. For example, if you came out and say "I'm an atheist and this is what I believe," you are already seen as less persuasive and more biased because people already know why you are arguing what you're arguing; you have something to gain by convincing people. You're an atheist.

What you should do is not say you're an atheist at all. Say "this is what I believe..." Because people don't have an assumption already in their mind, they will be more likely to view you as less biased. Bonus points if you're on the opposite side. For example, a conservative arguing for gay rights is going to be viewed as very persuasive and not biased at all because they literally have nothing to gain from holding that viewpoint while a homosexual arguing for gay rights does have something to gain and thus is seen as more biased.

Finally, Some Cool Final 'Tricks'.

Reminding people of their death will make them more likely to follow a charismatic leader.

You have a much higher chance of success in a relationship if your parents and your friends like your romantic partner.

The placebo effect is actually more powerful than some medications. One study found that cancer patients given a placebo to treat their cancer had a 12% increase in remission rates.

Tough Interview Questions FROM Your Future Boss.

My last post on interview questions focused on those questions you should ask your interviewer.  Everyone prepares for the basic interview questions — here are the ones that come out of left field and cause you to stumble. Or as I say, "The ones that bite you on the butt."

Here they are:

1. How do you handle stress and pressure?

This is a big one - not only do they want to know if you can - but they also want to know some instances when you have encountered stress/pressure and prevailed. Get your stories together and prepare to use them to cover this question.

2. Why do you want this job?

This one cuts to the chase - it will tell the interviewer if you are just playing the field or if you are REALLY serious about the position. Be sincere and show them your enthusiasm for what you do, for the company they work for, and the potential of the two coming together.

3. Why should we hire you?

A blatant frontal assault on your abilities and experience. Keep smiling and take it on as a challenge - relate your background and successes as they align with the position and company. Use a shopping list technique - list off and count on your fingers all the reasons why you are the PERFECT candidate. Your assertiveness and enthusiasm should drive the day.

4. Why are you leaving your current job?

Most of all stay positive with your answer. Don't kill the company, industry, boss . . . anything. In fact, blame yourself — tell them it's time for you to move on to bigger challenges and to begin to stretch your abilities. If you can also build in the attractiveness of the current company your interviewing with — so much the better.

5. Why are you better than anyone else?

This is where you have to throw off the shackles of bad self esteem and BRAG. You need to be assertive in your answers and clearly show why the combination of your experience and talents make you their only correct choice. BE BOLD!

6. What do you do in your spare time?

Get ready for this one. They are really trying to find out who you REALLY are. Are you active/sedentary, do you educate yourself, are you a member of groups, are you a leader, are you enthusiastic, do you fit in with other organizations? Make sure you align with the company culture and structure. If you are interviewing with Eastern Mountain Sports, they don't want to hear you like to curl up with a good book by the fire. They want to hear your last camping trip on a mountain.

7. If we offer you the position, will you take it?

This is a really bad question, but they do ask it. I always tell my clients to answer, "It depends on a number of criteria we agree on."  You don't want to sound too excited about the position, but then again, you don't want to sound to relaxed about it either. Another answer is to ask a question, "Are you offering me the position?" That gets their attention.

8. Where else are you looking and why do we stand out in your set of choices?

Never be specific here. Don't name names or companies — stay general and present the image that you are a hot property on the market. You can use terms like, "I have asked to meet with a number of executives in the industry." or "I have a number of irons in the fire — some are hot and some are smoldering." To the stand out question, give them some props — "You stand out very high in my search — it would be an honor and privilege to work here."

9. Are there any reasons why you wouldn't take this job if it were offered?

Again, never be specific here. They are baiting you — waiting for a response to trip you up, make you look like you are a 'glass-half-full' person, or a major faux-pas. A great answer to this question is: "Honestly, at this point, NO — but as we get deeper into the hiring process, I might have additional questions." Or you can hit them hard again and ask, "Are you offering me the job?" Not only does it serve back the question with a well-placed backhand, they then need to respond.

The BEST Interview Questions To Ask Your Future Boss.

You're nervous, but be prepared — they are going to ask you a lot of questions. Your answers are going to play a major part in their impression of you.  Most interviewees don't realize the questions they ask also play a major part in honing that impression. So you need to plan, make time, and ask them.

This is important — it's not always their answers — it's the impression you make asking the questions. It shows you are confident and in-control. That's who they are looking for.

Let's cut to the chase - here they are:

1. Can you explain the culture here at (the company) and provide examples how (the company) upholds it?

It's not only the information provided, watch how they answer it. You're asking them to sell you their company and if they fidget of prevaricate - watch out. Watch their eyes and see if they stumble — they are not going to be prepared for this question.

2. Is this a new position or replacement? Why? Is it changing?

This will tell you if the company is growing or if there were problems in the department. If it's a replacement — was it them or the previous person who had the position? You need to understand the dynamics of the situation you will be stepping into.

3. Where do you see (the company) in 1, 3, 5 years & how can I help (the company) get there?

You'll have some ideas where the company should be moving, but it's important to see where THEY want it to go. If they stumble here — watch out.

4. Walk me through a typical day - who will I work/interact with - go/travel?

This sounds pedestrian — but it is important. It lifts the veil on how your boss expects you to work. And it gives you a window how the culture is — all meetings? Travel? Presentations? Phone calls? Or real work?

I've kept the last three as your BEST questions to ask — don't forget these:

5. What are the most important things I need to deliver in the next 30, 60, and 90 days?

Not a lot of people ask this question. It shows you are interested and enthusiastic — two areas you want to display to the interviewer. It also gives you a picture if they are reasonable or high about their expectations.

6. What keeps you here at (the company)?

No one ever asks this question and it will close the deal for you. It's a GREAT question to ask. First, interviewers are unprepared for this question so they usually answer honestly. Second, you really want to hear the answer. Finally, the interviewer is impressed with this question. Many of my clients have told me this question clinched the job for them. Use it.

7. When will you be making your final decision?

A lot of interviewees forget to ask this question. They thank the person and walk out. This question ensures you remain in control of the timing — you know when they are going to make a decision. If they say "I don't know" — that's a HUGE problem. They might drag this on for weeks/months. It also allows you to schedule follow up calls with the interviewer: "So if I don't here from you Friday, can I touch base with you Monday or Tuesday to get an update?"

CEOs - Attract The Best Board Candidates.

It is becoming increasingly difficult for boards to attract outstanding board candidates. Candidates are reluctant to consider opportunities because of the increased time demands of board membership as well as the increased time demands of the candidate's own positions. This is especially problematic because the need for board members, and especially outstanding ones, has never been greater. By Peter G. Spanberger at Directors and Boards. When companies become an "employer of choice" they are in an enviable position of much more easily attracting the best and the brightest. Boards can work in the same direction to become a "board of choice" and reap the benefits of more easily attracting outstanding board candidates. What steps can a board take to accomplish this?

If a candidate is outstanding he or she will have done a thorough analysis of the caliber of the board under consideration. A board needs to have already done such an analysis and understand what makes it a board of choice. This self-knowledge forms the basis for selling an outstanding candidate on the desirability of the board.

Boards often underestimate their positive attributes and find self-analysis difficult to do. Once done, however, this self-analysis can provide each current board member with a deeper understanding of the board's strengths and positive attributes. This has obvious benefits for the current board members and makes it easier for a candidate to discover these attributes. It also gives the board ammunition with which to "sell" outstanding candidates. The analysis will also reveal shortcomings that can then be addressed.

When boards do such an analysis they typically find that the positive attributes run the gamut from obvious to more subtle. Some of the obvious board attributes involve compensation and reasonable time demands. An analysis can reveal the degree to which the board makes it easy for members to do their jobs. Are board members provided with the needed information in a timely manner? Another obvious component involves the right amount of support in terms of travel, accommodations, etc. These are necessary, but not sufficient, attributes for attracting outstanding candidates.

More sophisticated boards take their analysis to a deeper level and focus on some of the more subtle components that would make a board attractive. They recognize that outstanding candidates will assume that the obvious components are present. Outstanding candidates will focus on some of the more subtle dimensions. Strong candidates will consider the prestige and competency of the current board members. They will ask themselves how much pride they will have in being a member of this particular board.

Are the other board members people from whom this outstanding candidate can learn? Is the process of the board characterized by acrimony rather than harmonious and constructive discussion? Does diplomacy and respect permeate the boardroom? Is the board a place where challenging issues and intellectual stimulation occur? These are some of the more subtle attributes that outstanding candidates require and "boards of choice" must manifest.

Such a self-analysis can be enriched by understanding the reasons why strong candidates are or are not interested in the board. It is essential that the recruiter or a nominating committee member go deeper in their discussions with candidates. Going deeper means not allowing the individual just to give it an obvious reason for turning down the opportunity but to get to some of these more subtle factors that influence their decision. Fundamentally the individual has to read between the lines of what the candidate is saying. This additional step can provide significant insights about perceptions of board functioning.

Similarly, if board members leave or when board members' tenure expires some type of exit interview can be revealing about the presence or absence of these subtle factors. It might also be revealing to interview board members who have been off the board for a few years in order to gain further understanding of the presence or absence of these factors that would be attractive to particularly strong board candidates.

Sophisticated boards take these types of steps in order to be a compelling board opportunity for outstanding candidates.

Just as companies work diligently to become an employer of choice, boards can do the same. For a board to become a board of choice it is necessary to engage in self-analysis and what makes it a compelling board opportunity. This analysis will deepen the understanding of current board members as well as be a selling point to prospective board members. When completed, the board will have positioned itself so that it can attract candidates of the caliber necessary in today's complex business environment.

Negotiate Salary Without Tipping Your Hand.

You’ve gotten pretty far in a job discussion. You like them. They like you. And it's getting down to the nitty gritty. by Marci Alboher at Yahoo.

Then your prospective employer pops the question you’ve been dreading: “So what are you making now?” (or some variation like, “What were you making in your last position?”) You freeze. You know that answering the question can only hurt you. It might peg you at a salary you feel you’ve outgrown or that you improperly negotiated. And you know that you’re always supposed to let the other person name a price first in any negotiation.

So what do you do?

Avoid revealing your salary. Never reveal your prior salary, says Ramit Sethi, creator of the blog, IWillTeachYouToBeRich, and author of the recently published book of the same title. He is clear and unequivocal. “It’s just none of their business,” he told me. “You’re focusing on a new job and if you reveal what you made previously, two things happen. First, you’ve laid out all your cards. Second, you’re admitting that you are inexperienced in interviewing and negotiating.” (That last bit was particularly painful for me to hear since I’ve made the mistake of revealing a prior salary and I’m in the business of advising people about how to manage their careers.)

Focus on your value. If the employer persists, Sethi suggests steering the conversation to the value you’ll be bringing to the position. If you can focus, say, on the hundreds of thousands of dollars in revenue you’ll help the company generate, it becomes harder for them to focus on the thousands or even tens of thousands of dollars you might be haggling over. If your position doesn’t have a clear connection to the bottom line, Sethi says to emphasize how your job will allow your manager to do his or her job more effectively. In the end, it’s all about how you’re going to help the organization achieve its goals.

Discuss salary ranges. If you get the prior salary question, steer the negotation to why you should be at a certain number or range, says Carol Frohlinger, managing director of Negotiating Women and author of the book, “Her Place at the Table."

One instance where it's fine to reveal your salary is when you feel like your current salary is in a reasonable range and you are only seeking a slight bump--say around 10 percent--according to Susan Cain, president of The Negotiation Company.  "If you're not there, which is often the case, then you'll want to deflect at least until they love you and don't want to lose you," says Cain. "At that point, you can say that you don't think your current employer would be comfortable with your disclosing what you earn." If you ultimately feel you have to disclose, Cain says you should just explain, in a non-defensive way, why you think it's low and why you should be in a higher range. She recommends saying something like: "I've had various training and experience and am now looking for a position that will reflect my acquired expertise."

Know your worth. When you do sit down to talk numbers, make sure that you do your homework so that you know what the range should be for the position. “It’s not just what the job pays, but what does it pay in your geographic area, in a company of the size of the one you’re looking at, in the same industry,” says Frohlinger. “And also think about what there is other than salary, what other things people have gotten for a total compensation package.”

Do your homework. In order to build a picture of what a job is worth, canvas your entire network, looking especially for people who have left a company you’re talking to. In addition, check out sites that offer comparative salary details, like Vault, PayScale, Salary.com and Glassdoor. If you work as an independent contractor or freelancer, ask your peers what they charge. “Talk to at least five people,” says Sethi, “since not everyone charges properly for their work and you might get a range of anywhere from $30-$200 an hour.”

What if you reveal too much? So what if you’ve messed up and revealed more than you wanted to? The best way to recover, says Sethi, is to start collecting evidence of your success on the job and immediately plan for an opportunity to sit down with your manager about how you’re doing. You’ll have to let some time pass--Sethi suggests about six months--but it’s important to let your manager know far in advance that you are preparing for a conversation that will include revisiting your compensation as part of it. In fact, Sethi says that by the time you have that conversation, your manager should fully know that you’re seeking a raise since you will have been laying the groundwork and showing off your accomplishments along the way.

One Step Back, Two Steps Forward.

Most people don't realize the power of personal connection on the job. I have many clients today that have lost their jobs and are looking for new employment. Unfortunately, they have worked at their respective companies for a very long time and they find themselves unable to get back that one specific position.

Even though I do coach them to 'reach for the stars', there is a law of diminishing returns. After a certain amount of time (let's say 4-6 months), one needs to be realistic about their search. If you are busting your butt getting interviews and not getting that position, it may be time to click your search down a notch and focus on easier pickings. This happens frequently with C-Level clients that NEED to have another C-Level position. Honestly — they're not many C-Level (or others of that ilk) spots out in business-land today.

My suggestion — instead of beating your head against a wall — take a lower position that will be easier to attract/lock-in. When you get into the invite-only party, show them you're able to do much more than you've been hired to do. Most likely, they will see your capabilities over time and offer you increased responsibility or a better position (with increased pay).

But this scenario only comes with a successful and clear set of personal connections in the new job (I will talk about building personal connections later this week). And you will only get those if you are On The Job.

So don't be so picky and go get that position. Good things sometimes don't come to those who wait.

Stretch Your New People.

I hear it all the time from my clients when hiring — "I can't find someone that is "just right" for the position." Or "They don't meet all the qualifications for the job." Well - they're wrong. It's a big mistake to expect that the possible candidates have to own ALL the qualifications for the said position. Why?

1. It's unrealistic. Even in times like these, where there are a lot of people on the street, the system of finding the right person with the perfect qualifications is slim to none, and slims out of town. What happens is that the recruiter or HR associate puts unrealistic demands on every candidate at the start and rarely lets anyone with real potential in. They focus on capabilities and not on personality.

2. It's not long-range thinking. Think about hiring for a bank manager. If you hire a previous bank manager with all the qualifications for the position, they're going to be pretty bored within six months doing the same thing that they did at their last location. Once you learn how the company 'works' and all the people's personalities - the job gets pretty basic after awhile. Then they get bored, sloppy, or start bothering you for a promotion.

You need to STRETCH your new people. The basic rule is to hire at least one grade below the stated position to ensure that you are challenging that person. What will happen? For at least the first year while they step out of their comfort zone they will push themselves and build new potential. In addition, when you stretch your pick, you might find that they do things differently from the previous manager — who might find innovative ways to attack their position and motivate their troops.

For those that are in the market looking for that position, use this info as a retort to the interviewer's response that you might not have the requisite experience for the position (by the way - a frequent excuse used ALL the time). Tell them that it's better to hire someone where it is a stretch - they will have more content employees that are consistently challenging themselves and doing things differently.

I'd love to hear your thoughts on this - feel free to leave your feedback in the comments section below. Thanks!

Out of Work? Here's How To Socially Network & Get That Job!

By Robert "Scobleizer" Scoble at Scobleizer.com. Robert is the KING of Twitter, Facebook, All software, and social marketing in general. This article hits so many personal points I discuss with clients that I just had to post it. So let's all lift our glasses - here's to Robert!

I’m getting a LOT of chats from people who have been laid off. Most of the time I find that they just aren’t presenting a good face to me for me to help them find a new job.

If you are laid off, here’s what you need to do:

1. Your blog is your resume. You need one and it needs to have 100 posts on it about what you want to be known for.
2. Remove all friends from your facebook and twitter accounts that will embarrass you. We do look. If we see photos of people getting drunk with you that is a bad sign. Get rid of them. They will NOT help you get a job.
3. Demonstrate you are “clued in.” This means removing ANYTHING that says you are a “social media expert” from your Twitter account. There is no such thing and even if there were there’s no job in it for you. Chris Brogan already has that job and he’s not giving it up.
4. Demonstrate you have kids and hobbies, but they should be 1% of your public persona, not 99%. Look at my blog here. You’ll see my son’s photo on Flickr once in a while. But mostly I talk about the tech industry, cause that’s the job I want to have: talking to geeks and innovators.
5. Put what job you want into your blog’s header. Visit Joel Spolsky’s blog. He’s “on software.” That’s a major hint that if he were looking for a job that he is totally, 100%, thinking about software. If you want a job as a chef, you better have a blog that looks like you love cooking.
6. Get rid of any 'smart' name/acronym like "LOLCats". Do not argue me on Twitter about this. Google finds Twitters. Do you want your future potential boss noticing that you post LOLCats all day long? Believe me, you do not. It will NOT help you.
7. Post something that teaches me something about what you want to do every day. If you want to drive a cab, you better go out and take pictures of cabs. Think about cabs. Put suggestions for cabbies up. Interview cabbies. You better have a blog that is nothing but cabs. Cabs. Cabs. Cabs all the time.
8. Do not beg for links. If you did the above, you can Twitter me and say “check out my great software blog” though. Include @scobleizer in the tweet so I’ll see it. I’m an egotistical person so I read all Twitter replies that include my @scobleizer name in them. Hint: I haven’t met a blogger yet who is not an egotistical person. Take advantage of it. But no begging.
9. If you want to be a plumber, look for other plumbers to add to Twitter, friendfeed, Facebook, and LinkedIn. Remove all others. Be 100% focused on what you want to do.
10. On Twitter you can tell me what you had for lunch, but only after you posted 20 great items about what you want to do. Look at Tim O’Reilly’s tweet stream. Very little noise. Just great stuff that will make you think (he wants a job as a thinker, so do you get it yet?)
11. IMPORTANT: Invite influentials out to lunch. Getting a job is now your profession. If you were a salesperson, how would you get sales? You would take people out to lunch who can either buy what you’re selling, or influence others who can buy. That means take other bloggers (but only if they cover what you want to do) out to lunch. That means taking lots of industry executives out to lunch.
12. Send out resumes. Make sure yours is up to date and top notch on LinkedIn and other sites where employers look for employees. Craig’s List. Monster. Etc.
13. Go to industry events. I have a list of tech industry events up on Upcoming.org. If you want to be a plumber, go to where contractors go. Etc. Etc. Make sure you have clear business cards. Include your photo. Include your Twitter and LinkedIn addresses. Your cell phone. Your blog address. And the same line that’s at the top of your blog. Joel’s should say “on software.” Yours should say what you love to do. Hand them out, ask for theirs. Make notes on theirs. Email them later with your LinkedIn and blog URLs and say “you’ll find lots of good stuff about xxxxxxxx industry on my blog.”
14. When you meet someone who can hire and who you want to work for - Follow them on Twitter. Facebook. LinkedIn. Their blog. Stalk them without being “creepy.” Learn everything you can about them. Build a friendfeed room with all their stuff. That way when they say on Twitter “I have a job opening” you can be the first one to Tweet back.
15. Tell others where the jobs are. One thing I learned in college is by helping other people get jobs you’ll get remembered. So, retweet jobs messages (if they are relevant to your professional friends and to you). Blog about job openings. Help people get jobs. Hold lunches for people who are jobless. Some of them will get jobs and they’ll remember you and invite you along.
16. Do what you want to do. Let’s assume you’ll be laid off for a year. Are you going to lay around on the couch waiting for a call? No. You will do exactly what you want to do. Want to be an engineer at a great startup? Go and volunteer to work there for free. Make sure you do a blog post about every day you do what you’re doing for free. Say “I could do this for you, call…”
17. Do some work on SEO. Make it possible for people to find you. THINK about how people would search for someone with your expertise and skills. Here’s how, Visit the Google AdWords Keyword Tool. Do a search on a word that you think represents best what you want to do. I just did one for “Electrical Engineering” and it brought up a ton of great info about what people are searching for. Include those terms in your blog. And, even better, blog about those things!
18. Remove any hint that you hated your old job from all your online things.

Good luck. It sucks. I know that. I was laid off last time and, who knows, might be laid off again, but if you’re doing all this stuff and you aren’t finding a job, let me know. You know where to find me.

10 Killer Executive Interview Questions (to ask and answer).

Interviews have morphed into very weird experiences for my clients. I've heard some of the most stupid questions, tests & assessments come out of highly respected organizations. My opinion? I think they're lazy.

Bottom line — you want a good candidate for that position? You'll have to work for it. Ask very specific questions and see HOW they answer.

Here are some of my favorite questions I would ask executives interviewing for a position under me (I found it in an old file from my days in corporate):

1. RESULTS - Tell me about the results you have achieved at your last two positions. How did you achieve them? What was the effect to the business?

2. KNOWLEDGE - Give me an example of how you understand my business (broad). Where do you think the growth areas are? Where do you think we can do better with customer experience? Give me an example.

3. RISK - When was the last time you took a risk? What did you learn from it? (Cause & Effect - learn from mistakes; learn from successes).

4. COMMITMENT - Show me how you are committed to your customers, associates, peers?

5. COMMUNICATION - Tell me about a time when you communicated effectively (up-down-across — effective, clear, convincing).

6. SPEAKING UP - Give me an example when you pushed back, made some noise, offered constructive dissent.

7. STYLE - From where do you manage (Desk, email, phone, floor, in-person)? When do you make your BEST decisions?

8. PEOPLE - What are you currently working on (personally)? What are your people working on? How do you grow them?

9. EXECUTION - What actions do you take to deliver on time? How do you connect yourself to priorities?

10. ROLE PLAY - Show me how you solve problems (I give them a typical scenario they would face in that position).

You can easily modify these questions for yourself - whether you are promoting internally or hiring externally. You can even develop powerful PARs (call me, I can explain - 203-500-2421) for YOUR interview and talk to these points. You will come off looking like a true professional.