The BLITZ Blog

Pushing Your Career Passed Waiter’s Syndrome

Todd Rhoad — Fri, 04 Dec 2009 20:29:00 GMT

Waiter’s Syndrome impacts many careers, creating a sense of frustration and forcing change that isn’t in your best interest. You may have and don’t even know. It can be defeated by following a few simple steps, which I’ll share with you in this post.

The first step to cultivating a good career in the face of, what I like to call, Waiter's Syndrome is recognize that this is a motivation deficit. Of course, one must also recognize that a career is a motivation marathon.

The Waiter’s Syndrome is marked by bursts of high ambition, followed by slightly shorter spans of indolence. Surely you’ve seen the signs of it. A friend spends years getting an advanced degree or a professional certification, only to stop their forward momentum right about the time they should be pressing on, waiting for someone to acknowledge them.

Waiter’s Syndrome is caused by a deficiency of motivators, defined by Herzberg in 1959. Two of the key motivators were identified as recognition and achievement. After graduation, the syndrome begins. For high achievers, there is a sense of accomplishment that only lasts a short while, giving way to a much stronger need for recognition. This is where the waiting comes in.

As the old cliché goes, “to the victor come the spoils.” Recognition of our accomplishment validates our abilities, knowledge and skills. This need plays a role in the definition of our identity. We use this information to define who we are, especially in the eyes of others.

If we let this need go too long without being met, we can experience a decrease in job satisfaction, which modifies our belief that the company (or management) no longer holds anything useful for us; thus, signifying the time to move on to a new one.

Imagine that, a great achievement leads to an unfilled need to decreased job satisfaction, all driven from the fact that we simply stopped focusing on our goals.

Sitting around waiting for someone to recognize your MBA, maybe give you a promotion, more money or even a new opportunity, carries risk with it. If you’re an engineer who just got an MBA, then did nothing with it for two years, it might strike suspicion in the eyes of your next employer. They may wonder why nothing changed after you graduated. What were you waiting on? Why did you get it? Did you think it through?

So, based on my own experience as a career consultant, here are some concrete rules for cultivating a better career if you have Waiter’s, and maybe if you don’t.

1. Dedicate time to other people.
One of the more surprising things about those that suffer from Waiter’s Syndrome is the size of their network, which is usually fairly small. One might expect that since these types of individuals invest their time in academic settings to improve their skills, they would be meeting new people and developing new friendships. This isn’t the case

The mindset developed is one that leads them to believe that their accomplishments speak loudly enough about them. While obtaining degrees and certifications are important, you still have to interact with people if you want to build a successful career. People play a huge role in your success; they are your boss, customer or coworker. This is where your opportunities come from.

These people are happy that you have new skills, but do they know that you are easy to get along with, are a team player, can teach them what you’ve learned and are willing to learn from them.

This key to overcoming Waiter’s Syndrome is simply to work well with others. Spend time making others more successful. If you still have that urge to wait, you can wait on the reciprocal windfall that will come from being a contributor to other’s achievements.

2. Recognize the need for recognition for others.
Just as you have a need for recognition, others do too. For the most part, they don’t care too much about your needs. We all have a tendency to worry about our own needs, especially if they haven’t been met for some time.

You can’t just walk up to someone and say “Hey, don’t you want to recognize me for getting my MBA?” While people may be happy for you, it may be a reminder to their own situation and how they haven’t been given much respect for what they’ve done. I’m not suggesting you run around and paint the world with sugar and honey. People want their recognition to be warranted; otherwise, it smells bad.

Take time to recognize people for the importance of their job, quality of their performance and for doing particular tasks. People want honest feedback. So do you.

Giving recognition is the best way to get recognition. Recognition is a wonder drug. Taken in the proper dosage, it motivates, increases happiness and builds self-esteem. Praising others motivates them to reciprocate, resulting in meeting your needs.

3. Let your sense of accomplishment satisfy you.
Having three young kids in elementary school, I understand well the power of accomplishment. My youngest is in Kindergarten. She began reading at age 4. In the beginning, reading was challenging. She would fuss, gripe and complain about how tough it was. But when she caught on to it, she wanted to read everything in the bookstore. Her sense of accomplishment made her ecstatic and confident.

Now, less project ourselves many years into the future. If my youngest daughter continues to excel at things, will she eventually reach a point where she feels she can accomplish almost anything? It’s possible. This is one thing many Waiter’s suffer from. They can do just about anything and they do it well but they lose the sense of accomplishment.

Often this sense is lost because we forget the goals we are trying to accomplish. At some point, we lose that focus and convince ourselves that the task we just completed IS the end goal for which rewards should rain down from the Heavens.

The best way to beat this attitude is to plan your goals and outline the tasks to get to each one. As you complete a task, celebrate it. Give yourself a treat. Focus on the reward you give yourself. This way you don’t become dependent upon recognition from others, allowing you to focus on the goals and keep your momentum high.

Keep moving. All things come to those who wait, but when they come they're out of date.

An Interview with Irene Becker, the 3Q Expert

Todd Rhoad — Thu, 22 Oct 2009 00:09:00 GMT

This week we are interviewing a true practitioner in the area of emotional, spiritual and enhanced mental intelligence. Irene Becker is a Canadian-based professional coach and one of ten top Canadian business women and professionals chosen by the Federal Development Bank of Canada to setup the first mentorship program for businesswomen in the country. She was personally selected by Mark Victor Hanson as one of his first one hundred millionaire eagles. Irene is also a Financial planning consultant, workshop facilitator and speaker for Investors Group Financial Services of Canada.

Welcome to the Blitz Blog, Irene.

Todd: As the expert on the 3Q Edge(TM), would you give us a little insight into the three Q's?

Irene: You start by knowing and appreciating your strengths. Then, you build your knowledge for using stressors and challenges to build the Q power that can help you survive and thrive. Your stressors and challenges can be physical, psychological, familial, financial, spiritual, social, academic or clinical training. Each of us deals with these in our own unique way. They are not always negative or problematic. They can be a motivator toward change and growth or a cause of impairment.

The 3 Q's are three quotients/strengths that are critical to success in this increasingly volatile world, workplace and marketplace. They help you understand how you are handling your challenges and how you can improve it.

IQ refers to the Enhanced Mind and is also called the Power IQ. Mastery of this element brings enhanced action-ability, creativity, and focus. A high IQ is marked by the development of integrative reasoning that allows you to see more, see differently and see further. You develop stronger whole brain thinking and an improved ability to live, communicate and lead to purpose.

EQ is the enhanced emotional intelligence quotient. This refers to your ability to understand your emotions and understand the emotions of others so that you can inspire, engage and lead the best in yourself and others.

SQ is your Power Within factor. It relates to how well you are aligned your values. You might think of it as a focus on the greater good and an understanding of the reality of an interdependent world where the formula for success is timeless and means creating value for others while respecting the spiritual or values driven universal laws that sustain our best selves and best lives.

Todd: With such difficult times in our current economy, why is the 3Q Edge important?

Irene: The 3Q Edge is not important, it is critical. What has worked in the past may be largely irrelevant tomorrow. The 3Q Edge is learning to survive and thrive, to develop the human, personal and business leadership strengths that drive success. Survival and prosperity today demands Q power; that is, the ability to use our strengths and challenges to build and sustain the 3Q Edge.

Todd: There's been a lot of talk for years on Emotional Intelligence. What makes the other two Qs so critical?

Irene: Challenge moves at the speed of life. Leadership runs at the speed of change. Your survival and sustainability in the face of increasing volatility makes these other two Qs critical. Without them, you can’t build, evolve and grow into our best selves, best work and best organizations. In short, we cannot live our best lives.

Emotional Intelligence is recognized as the key success factor in business and life, however in order to sustain high EQ, we also need to develop enhanced IQ-the intelligence factors that can help us optimize our human brain power and also further use this brain power to work with others collaboratively to develop and executive powerful solutions. SQ or values/spiritual alignment is, to me, one of the least talked about powers we have. It remains the litmus test of whether an organization survives. What does not create value for others, what does not serve the greater good is ultimately destined to failure. Developing the ability to tap into our higher selves, combined with the ability to think and act in a way that builds greater SQ, is elemental to human and economic survival.

Todd: For those who don't know much about the 3Qs, can the Qs be measured and fixed quickly?

Irene: The first step is awareness and desire. Awareness is the understanding and acceptance that building your Q's can change your life and your career. Desire is the cognitive prime mover to build your 3Q power. Awareness is where you are now. Tapping into the 3Qs is igniting the desire to go where YOU want to go. It is empowerment. It is challenging. It is highly motivating! I have developed three modules that will take you to greater level of success. They were developed around your Career, Life and Leadership Transition. The fuel that drives all three programs is the development of the 3Q strengths.

There are excellent metrics for testing EQ. I use Essi Systems EQ map, as it aligns very well with my coaching model and is one of the best EQ metrics available. Measuring IQ and SQ is possible but my experience suggests it is far better to determine if we are optimizing our intelligence and capacity to live in alignment with our values; thereby, building greater SQ. Now, you can try to measure these for yourself, but integrating them into a strategy that will unleash the Power of the 3Qs is best left to those who have mastered the art.

Thanks for sharing your time with us, Irene. Irene can be reached at www.justcoachit.com.

Texas-size advice from a Top Texas Entrepreneur

Todd Rhoad — Thu, 27 Aug 2009 15:40:00 GMT

In this post, I share some great insight on career success from my discussion with Red McCombs. In this interview, you’ll learn what it takes to achieve continued success from one of America’s wealthiest people.

I recently had the unique pleasure of interviewing Red McCombs.   If the name sounds familiar, it should. He is the founder of the Red McCombs Automotive Group (6th largest auto conglomerate in the US), a co-founder of Clear Channel Communications, a former owner of the San Antonio Spurs, Denver Nuggets, and the Minnesota Vikings, and the namesake of the McCombs School of Business at the University of Texas at Austin (through a donation of $50 Million). Still not ringing a bell? He was also named one of Forbes magazine's top 400 richest Americans in 2005.

A very down-to-earth and humble Texan, Mr. McCombs shared an hour with me in an effort to consolidate decades of experience into some simple career advice that we can all benefit from. Much of the discussion centered on a few key factors that he attributes to his great success.   The first of which is related to Career Vision. I’ve always thought that it is essential to have a good idea of where you want to go in your career. If it’s mapped, getting there should be considerably easier. To Mr. McCombs, it’s much more important to put your skills in motion.

Don’t visualize it, just do it. With a true entrepreneurial spirit, Mr. McCombs sought roles that he had an interest in. It wasn’t necessary to be an expert in it. Life and work are learning activities. The more you do, the more you learn. The important key is to get into the action. When something new comes along that you like, try it on. Put your spin on it and see what happens. He doesn’t believe in the ideal moment to become engaged. Waiting on it just wastes your time.

Failure isn’t a bad word.   It didn’t take Mr. McCombs too many years to find his niche in the world of opportunity. Startup organizations are not enticing to him. He thrives on taking organizations that aren’t doing so well and improves them. A big advantage to this type of opportunity is that it always existing. “People don’t mind letting you fix something that is broken,” he stated. While everything venture hasn’t been successful, he takes the learning from each one and applies it to the next. This skill has been finely tuned over the years. Now, he only tackles the opportunities that he’s sure he can improve upon (a little something decades of experience teaches you).

Work, work, work. When you are at work, Mr. McCombs suggests that you work. You don’t think about it. You don’t talk about it. You don’t plan for it. You do it. You put your heart and soul into what you do. Having passion for your efforts is a big key to continued success. If you love what you do, you’ll get better and better. It will cease to be work. It will become your passion. This will drive you to succeed. At age 25, Mr. McCombs owned his first Ford Dealership. Now, he owns more than 50 of them nationwide, which is obviously a testament to his passion for taking advantage of opportunities.

Leave it at the office. All of his success didn’t blind him to the obligations he chose in life. Mr. McCombs is very dedicated to his wife, children and grandchildren. “I put the same determination, effort and attention into my family that I put into my work.” This helps him to ensure a balance between working and living. Mr. McCombs stated several times that “home is sacred.” He doesn’t answer the phone or email when he leaves the office. He puts his focus right where it belongs, on those who need it.

Mr. McCombs has also made a name for himself as a philanthropist. He’s donated $30 million to support cancer research at The University of Texas M. D. Anderson Cancer Center. Contributions have also been made to The University of Texas’ Women’s Athletic Department, Southwestern University, local charities and schools in the St. Paul/Minneapolis area, and the University of Minnesota Women’s Athletics Department. Mr. McCombs’ generosity is staggering and a great example on how to handle success; that is, by helping others achieve their own.

Thanks, Mr. McCombs. I truly appreciate your time, consideration and valuable advice.

Where's my BIG BREAK?

Todd Rhoad — Mon, 08 Jun 2009 01:53:00 GMT

At some point in our career, someone "goes out on a limb" to help us along in our journey. This help usually puts some real momentum behind us and ultimately pushes us upward and onward. I've often thought that these 'events' don't really occur terribly often for any one single individual and for some, they may never occur at all.

To gain some better understanding of these events, I conducted an online survey to business professionals to find out exactly what they had experienced. I wanted to know the 'who, what, where, and when' of these BIG acts of kindness.

Here's what they had to tell me.

Who gave you your big break? It would be great to know that there is a pattern for those individuals who take risk by helping others but the results don't really indicate any such pattern. They help people received came from many areas of our lives; that is, inside work and in our personal lives. The good news for us is that they exist almost everywhere. If you haven't found that person, keep looking. They could be anywhere.

Some of the responses indicated:
• An immediate boss
• A manager from another department
• A mentor
• A local charity leader
• A college friend
• An executive
• Nobody

What did they do? Most everyone has their own idea of what constitutes a 'real helping hand.' For me, the opportunity has always been to help someone be more successful in their career. By that I mean to find a better way to do things that helps them gain more positive visibility in the eyes of executives and decision-makers. For the respondents of the survey, the help they received ranged from emotional support to intellectual stimulation.

The results included:
• Gave me direction during my tenure with the company
• Gave me a chance to do something different
• Believed in me
• Gave me great advice
• Taught me to market myself
• Hired me

Where did it happen? Many people consider work to be the best place to make the right impression and gain the support for their efforts. Our survey indicated that this isn't necessarily true. Respondents were helped by those they worked with inside and outside of the workplace, and even before they entered the corporate life. This implies we should never overlook anyone for we never know who others will become and how they could help us out, no matter where we are.

The most indicated locations for a BIG BREAK included:
• At work
• At a local charity
• At college

When did it happen? Alberta Flanders once said 'Sometimes only a change of viewpoint is needed to convert a tiresome duty into an interesting opportunity.' After reviewing the survey results, I wondered if the respondents who feel they haven't gotten their big break may have simply missed it. Maybe they just didn't see it for what is was. The results show that it opportunities can arise at any time and as we previously learned, almost anywhere.

Some common times identified in the survey were:
• During my first year on the job
• At Lunch
• While making a presentation
• During an interview

These results should give everyone hope that opportunities are abundant in our lives. You never know where or when it will occur. There appear to be a couple of keys to capitalizing on these. The first is to be able to recognize them when they occur. We must recognize that the people around have the ability to make great changes in your life. While we don't know when it will occur, we do know that it will be someone we interact with. The last key is to obtaining BIG BREAKS is to increase our interactions with others. The more we interact, the more likely we are to find that person who will take that risk and help us gain a little more success.

Mastering Your Elevator Pitch With Chris O'Leary

Todd Rhoad — Fri, 22 May 2009 14:28:00 GMT

In this week’s interview, Chris O’Leary offers awesome advice for those of us who want new ways to make the most of any opportunity or even make our own opportunities. The tips are straight from perspectives he offered in his book Elevator Pitch Essentials.

Chris O'Leary is a writer, speaker, consultant, and general expert in the fields of innovation, entrepreneurship, new product development, sales, and marketing. Chris has contributed to the success of a number of successful start-up companies including SalesLogix, makers of the leading middle-market Customer Relationship Management (CRM) application. Chris is now an entrepreneur himself, running a small publishing and consulting firm.

Todd: With so much interaction taking place virtually, is the Elevator Pitch really necessary?

Chris: Absolutely.

The idea of an elevator pitch isn't just relevant to face to face communication, although that's its original and still primary use. Instead, the elevator pitch tells you how to conduct yourself in any setting where you have a limited amount of time to get your point across. That includes e-mails, documents, and to a degree texts and tweets.

I would argue that, given how the pace of life is increasing and people are becoming increasingly pressed for time, the elevator pitch is an idea that is becoming more relevant, not less.

Todd: In Elevator Pitch Essentials, you discuss The Nine C's. Tell us a little about them and why they are important.

Chris: The Nine C's explain the characteristics of an effective elevator pitch in a way that's easy for people to remember. They reflect the mistakes that people tend to make in their elevator pitches and/or the
information they tend to omit.

In brief, an effective elevator pitch is...

1. Concise: An effective elevator pitch contains as few words as possible, but no fewer.

2. Clear: Rather than being filled with acronyms, MBA-speak, and ten-dollar words, an effective elevator pitch can be understood by your grandparents, your spouse, and your children.

3. Compelling: An effective elevator pitch explains the problem your solution solves.

4. Credible: An effective elevator pitch explains why you are qualified to see the problem and to build your solution.

5. Conceptual: An effective elevator pitch stays at a fairly high level and does not go into too much unnecessary detail.

6. Concrete: As much as is possible, an effective elevator pitch is also specific and tangible.

7. Consistent: Every version of an effective elevator pitch conveys the same basic message.

8. Customized: An effective elevator pitch addresses the specific interests and concerns of the audience.

9. Conversational: Rather than being to close the deal, the goal of an elevator pitch is to just get the ball rolling; to start a conversation, or dialogue, with the audience.

Todd: What's the most important consideration in "pitching" your elevator pitch?

Chris: Next to not explaining what problem their solution solves, the biggest mistake I see people make in their elevator pitches is not establishing their credibility. They never explain what qualifies them to see the problem and to solve it.

This is a major problem because experienced investors, managers, and other backers know that most ideas for new products and services have some fatal flaw. That's why 75 to 90 percent of new businesses fail. You have to convince the audience that you have some special knowledge, insight, and/or that will allow you to succeed where most
will fail.

Todd: With the pitch being so short in duration, why do so few people have a well-developed and practiced pitch?

Chris: It's precisely the short duration of an elevator pitch that makes it so hard to come up with a good one.

First, most entrepreneurs and project champions are fountains of information and could literally talk about their solution for hours. What's hard for them is cutting down all of that information into something that can fit into just a few minutes of time.

Second, most people tend to make a mistake that I call getting lost in the HOW. Because they spend so much time dealing with issues of HOW they are going to bring their solution to life, most people get right into the HOW of their solution without first just establishing WHAT it is and WHY people need it.

Third, there's also the issue that too few people actually take the time to practice and develop their pitch. They tend to just wing it.

Todd: You're working on another book, The Paradox Of Pain. Can you give us a sneak peak?

Chris: The Paradox Of Pain explains the relationship between pain, change, and innovation.

The premise of The Paradox Of Pain is that if you want to improve your ability to generate, evaluate, and communicate ideas for innovations, you must put pain at the center of the process. The logic is that only the existence of significant amounts of physical or psychological pain will ensure that people will overcome the pull of the status quo and actually change and adopt your solution.

~~~~~~~~~~~~~~~
Thanks for the interview, Chris.

If you would like to learn more about Chris and his projects, check out his website. Get more information on his book here. You can purchase your own copy of Elevator Pitch Essentials on Amazon.

A Toast To Fear

Todd Rhoad — Wed, 13 May 2009 21:14:00 GMT

She stood in front of the room. Cleared her throat. She took a quick scan of the room before uttering a word. Then, it happened. Her mouth opened, only to let a shriek of indiscernible sound.

It was obvious. Adrenaline and Cortisol were flowing freely through her blood stream. Her heart was racing. Her muscles tightened. Her pupils were growing larger. Sweat was beginning to bead up on her brow.

Yet, she pushed through the words she had memorized. After only 4 minutes, she concluded. The audience stood and applauded loudly. The applause seemed to go on for minutes, only to cease as she took her seat. A small came across her face. I’m not sure if it was from relief or a sense of accomplishment. Regardless, she was done and it was over.

“Do one thing every day that scares you.”—Eleanor Roosevelt

This was my first experience with Toastmasters, an organization dedicated to building speaking skills through a structured program in a supportive environment.

This got me to thinking. Fear is an instinctual response. It can paralyze. Yet, here she was. Staring her fear right in the face.

I talked with her afterwards and she mentioned she was nervous. That was obvious. The strange thing was that she was speaking to friends. These were people she knew. There were no strangers in the room. Yet, she could not control her response to the fear.

This young lady was not a high level executive. She was just a regular hourly worker.

If she can stand up there, battle her fears for the sake of improving her own skills and abilities, why can’t I?

As you tackle your own career, remember that FEAR is only an indication that you are lacking information and confidence.

THE KEYS TO FIGHTING FEAR:

• Surround yourself with people that will support you, no matter what.

• Tackle your fears.

• Beat them one at a time.

Now, imagine the world you can create for yourself and others.

Job Hunting: Virtual Connections or Real Connections?

Todd Rhoad — Fri, 08 May 2009 01:57:00 GMT

It’s interesting that despite all of the new virtual tools we have for social networking, such as LinkedIn, Facebook, etc., we still find ourselves going back to the old face-to-face interactions to get any ‘real’ benefit from our connections. Thus, the major benefit for individuals seems to be that it allows them to connect with those they may not normally have access. However, just being connected or Linked doesn’t mean you’ll get any benefit from it.

Some research suggests that it takes at least 9 exchanges with someone to create a relationship. Let’s say you went on LinkedIn with the hope of finding someone who works at a GE.   You’d like to work for GE as a project engineer. So, you find a few names of engineers in similar positions in that company. Then, you find their email address format and send them an introduction letter that tells them who you are, how you found them and why you are contacting them. Do you think the first email you send to them will accomplish your goal? Probably not.

While this is a good approach, it will take many exchanges to build a relationship conducive to the support you need. I’m not suggesting you shouldn’t use virtual connections. For best results, you must combine the Virtual world with the Real world. Here are some suggestions.

1. Do the Virtual thing. Send an email. Keep it informal and sincere. If you’ve done a little homework on them, you may have something in common, such as college degree, alma mater, kids, or hometown. Use this connection as a reason for reaching out to them. Make the first interaction about that bond. Learn as much as you can about them. Take notes so you don’t forget.

2. Do the Real thing. Face to face is the best method of communication. If you feel that asking for a meeting of this type won’t work, such as lunch or coffee, then suggest a telephone call. Speaking is the next best method for connecting. Once you begin talking, try to avoid email. Call whenever you can. This allows them to learn about you by listening to your voice inflections, timber, tone, attitude and other things. You don’t get that from email. After a few calls, you should suggest the face to face meeting.

3. Lead with your hand out. Not in asking but giving. Find out what they like and support it in some way. I had a friend once that send a high level executive an autographed baseball from a player on his favorite team. The executive was so happy to get the baseball that he arranged an interview for my friend at his company. You never know what a little kindness can do. By the way…he got the job and did well for years.

4. Connect with their network. You’ll be amazed how easy it is to get into someone else’s network. How? Just ask. If you are resourceful and learn about some of their connections, through the Internet, you can work your way into an introduction to a particular contact. You could ask leading questions to that connection or the particular aspects about the connection you’d like to make. In working on my next book, I talk to lots of MBA graduates. I ask each graduate if they know other successful graduates who’ve had the success they have. This almost always leads to a referral.

5. Work the whole network.   All of this takes time and effort. But it’s worth it. Once you get a referral, you must respond. Follow up with them. Keep everyone in the loop on the conversation. Take your new connection back to step #1 above. Don’t lose the connections. Follow-up with each one as often as you can.

As you go through the process, note what works and what doesn’t. Optimize your skills and methods. Failures will come. Don’t worry too much about them. Just learn from them and keep on moving. The results you want will come. It once took my 18 months to make a connection with a world renowned expert. Sure, I felt like giving up at times but I really wanted that connection. And….I got it.

Questions to ask a retained job search company

Todd Rhoad — Wed, 15 Apr 2009 13:24:00 GMT

One of the biggest challenges for those seeking a career change is in the determination of the resources to use. If you are currently employed and seeking a job change, you likely don't have the time or skills to find a better opportunity. So, you could use the help from someone else. If you are unemployed, you need to perform a massive search to get some options quickly. Trying to do the search yourself is time-consuming because you must learn the current trends in resumes, networking, interviewing and so on. Using a recruiter seems like a good option but they aren't necessarily motivated (or incentivized) to help YOU. They are paid by companies to fill a slot and that's what they do.

The dismal results job searchers get from trying to perform the search themselves or using a recruiter forces many to the question of using a retained job search company. There are many such companies in business today. Some good. Some bad. So, you need to do some research before hiring a company. This can simply be done by asking a few questions. To help you find the best deal, ask the following questions to the company you are considering hiring. Note their responses. Then, decide what makes the best sense.

Questions to ask a retained job search company

1. Who actually performs the job search? Most companies DON'T perform the job search. That is, they coach you. If a company doesn't do the search, how good do you think they are at finding jobs? Surely you don't want to do your own search while you are paying someone else to do it.

2. Who creates all of the documents? Most companies show YOU how to create your resume, cover letters, thank you letters, etc. They may even critique it for you. If they don't do the job searches but do resumes, are you sure they are up-to-date on current practices? A company who performs job searches will know what the current practices and formats are since they'll see the responses from the employers.

3. Do you have a database of company contacts or previous customers I can contact? Most companies don't have a database of contacts (or employers) to share with you. Most just advise you on how to find your own contacts.  You know, like using LinkedIn or Facebook. If they don't have a database of connections, is their advice on making them efficient and effective? Sounds like an academic exercise, doesn't it?

4. Who does the company research? Most companies do provide interview coaching. This is important, especially if you feel you need it. BUT, most companies don't provide you significant info on the company itself or the individuals you will interview you. That's critical info for performing well in an interview. Also, with the rapid pace of buyouts, mergers and acquisitions, you'll want to know if the company you are interviewing with is about to be sold or file Chapter 11.

5. Who sends out the resumes, intro letters, etc.?  Most companies make you send out your resumes, letters, etc. While most of it is done on-line today, it's still time consuming. If you are already out of work, sending out a lot resumes is what you want but will be difficult.   And, of course, you don't want to just blanket email companies. That mass marketing technique isn't very efficient. Since most resumes are never seen by a real person (9 out of 10), you'll want someone with experience sending them for you.

6. Is there an opt-out period or refund available if I don't like the service?    Find out if you have to sign a contract at the start. If so, is there an opt-out or trial period to see if you like their service.  Some companies force you to sign a contract with no way out. So, once you buy in, you're in and there's not much hope for getting out.   That means that if you don't like what they are doing, they still keep your money. However, there are a few ways to approach this if you ever get in that situation.

7. Do you help negotiate and evaluate the offers? Many companies do very little to help you negotiate or evaluate a job offer. You'd think a company that helps people find jobs would be effective in getting a job. This is a skill that takes practice and must be done often to keep pace with current trends.

8. Do you help develop a career strategy once I find a job? Most companies don't help you build a career plan or strategy once you've found a new position. Once you get a job, they'll say "call me if you need anything." Many people want more than just a new job, they want a place where they can be more successful. But how do you be more successful in a new company? Is the new culture one you can be effective in? Do they already have a lot of high performers? How can you compete?

These questions are great for your first discussion with a retained company. Don't let them spend a lot of your time with their marketing speeches. They are entertaining but not real useful. Before they dive off in their spill, ask these questions. Take charge of the conversation. You're the customer and deserve to know what you are buying. If you get the right answers, then by all means proceed. Otherwise, you could be wasting your time. This is your career and your money. Take charge of it.

The key to career success: Networking....but not the networking we normally think of today!

Todd Rhoad — Mon, 30 Mar 2009 02:29:00 GMT

In studying the career paths of many MBA graduates from the top tier schools for my new book, I've found
that networking has been instrumental to their continued success. IVY League graduates have an unusual
but strong dedication to one another. Lower tier schools don't have this. The IVYs hold networking events where
they meet face-to-face to share a bit of themselves with other IVYs. They meet for lunch, dinner and many
informal gatherings. They arrange these events themselves without a direct connection to their schools.
It's a bunch of professionals with a single bond, working together to promote each other's success. They
form book clubs, present to one another and draw in top executives from major companies to share their
insights.

They've found that, as an MBA graduate, they have most of the skills they need to be successful. As one
participant told me, "MBAs don't get fired for being stupid, they get fired for their personality." This is
a great point. Relationship management in the workplace is key to continued success. Most of us know that
making enemies in the workplace isn't helpful. In fact, it can be detrimental. So, instead of avoiding
making enemies, the IVYs focus on making a powerful network.

Many of my clients struggle with networking. Finding groups to attach themselves to is difficult. The first
place to look is on the web. Most groups have posted access to their calendar of events and officers on
their website. A simple search should bring up a list of groups to join.

For now, you must network! I don't mean spend a lot of time on the Internet making connections through
LinkedIn, Facebook, etc. These are important too but the real social interactions that allow you to really
know someone will be the relationships that will get you into their company, get your referred to their
friend who may be hiring, or simply get you recommendations from key organizational members. These
relationships will help you all throughout your career, not just the beginning.

Pick a group and become an active member. Networking is making personal connections and you can't do that
over the internet. Here a few groups to join:

1. http://www.mbaalliance.com/
2. Your alum group
3. Other alum groups, like http://www.hbsclubchicago.org/groups.html (yes...this is Harvard but don't let
that stop you. Contact the head of the group and ask to join). There are many in your city. Find them. Join
them.

If you aren't getting results for face-to-face groups, network online to find more places to network in
person. Consider some of these sites:

http://www.foreignmba.com
http://www.mbafocus.net
http://www.mbahighway.com
http://www.associationofmbas.com
http://www.mbaconnect.net

Once you have gained graduate level education, you have the credentials and skills to be successful. Now,
you just need the network. If you don't have one, make one.

Lights...Camera....Job Change!

Todd Rhoad — Tue, 17 Mar 2009 22:19:00 GMT

Lights...Camera...Job change!

One of the defining characteristics of the American economy is the quest for profits. Most of us
knows what that really means. However, let's look at this from a different perspective by first
looking at the unemployment numbers for February 2009.

Large businesses (500 or more employees) saw unemployment decline by 121,000.
Medium businesses (50 to 499 employees) saw unemployment decline by 314,000.
Small businesses (less than 50 employees) saw unemployment decline by 262,000.

These numbers indicate greater instability in medium to small companies. Now, consider the fact
that many of these companies are private and owned by Venture Capitalists and investors. The
ownership of one of these companies has a huge impact on every employee's career.

Have you ever worked for a small or medium sized company that was owned by VCs. They held a contract
to fund the company for 2-3 years with the guarantee of a certain return on investment. At the end
of the contract, they have the option to keep on supporting the company or sell it off to someone else.
If the VCs aren't getting what they feel they should, they often sell the company, sparking a wave of
cost saving activities for the new owner. I don't have to tell you what this implies. Layoffs.

Now as this trend continues to grow, we begin to see the shaping of a new mobile workforce. New owners
take over a company, reduce headcount, work the business for a few years and then sell it. During this
time, the workforce can grow or reduce further. In either case, the labor force fluctuations are in
response to the need for fast returns.

So what does this mean to you? It means that you can expect to have more jobs in your career. This
will eventually create new expectations for employees. Employment will begin to be seen as temporary.
Durations will last only a few years and then you'll move on to the next project. It will be just like
a movie set. The crew comes in to setup the scenes. Then, the big actors comes and do their thing, leaving
the cleanup to the crew. Once they are done, they move on to the next movie.

While planning for a career never has been an easy task, it will certainly get more difficult. You'll need to
consider the following ideas to maintain a sufficient level of success.

Transferable skills. You'll need to ensure you are building skills that will elevate you in the next job
change. Parallel moves are good but you'll want to be build skills that will put you in the driver's seat of
the negotiation. Moving up the ladder can only be accomplished by jumping companies.

Networking. We've always known this was important. Well, if this isn't on the top of your list for new
skills to develop, you better put it there now. Ivy League graduates have always been good at this and use
it often to create more success for themselves. It's the best way to plan that next jump (or any jump).

Planning. If you've never considered building a career plan, the future will give you the opportunity to
build one. Once you get into a company, start tapping your network to know what's available. You don't have
to jump right away but you'll want to have a few landing spots identified, especially if you're tossed out of
the plane instead of jumping.

One last tip...when you interviewing for that next job, ask the company how they are funded and what that contract
looks like. Is it up in one or two years? This can give you an idea of when change will come. If they are
a public company, then you can just review their performance by searching sites on the web.

Cut....that's a rap!

Managing emotion and gaining vision

Todd Rhoad — Thu, 26 Feb 2009 03:12:00 GMT

Stocks are down. Companies are selling. Jobs are scarce. Well, except for high performers. Those with high levels of education and a great track record within corporate America are usually safe in turbulent times. Managers are always seeking those with unquestionable talent. It would seem that for a select few, they have little to worry about when it comes to employment. Right? Maybe not.

Over the years, I’ve talked with many professionals about the steps they’ve made along the path of their career. Mostly, I just wanted to learn what others have learned. At first, I thought many of these super achievers had everything all planned out, working the system like a professional. They knew what to do at every turn. However, that was simply not the case. Even the best and brightest suffer unexpected consequences.

After reviewing many of these discussions, I realized that most of these career mistakes, or mis-steps, were caused by one of two factors: vision and emotion. Both of these essentially blind them of the situation, relieving them of the ability to make logical moves. Hopefully, by reviewing both of these factors, we can gain some insight that will allow us to avoid their gravitational pull.

Vision. Ben was a talented engineer with ten years of successful creation of technology. His dreams of becoming one of the best technical minds had been born from his thoughts and grew into a great career. Having cleared the big hurdles in his path, he was ready to take on new ones. These would have to be different. They would push his skills in ways he never imagined. Much like a great right-handed baseball pitcher who decides to become a left-handed pitcher. Ben’s challenge was to learn more about the business side of corporate life. He felt the quickest way was to cram as much information into his head as he possibly could. Ben decided to get an MBA. This would allow him to get into investment finance. So, he enrolled in a top university. He continued to work in the corporate world until he graduated. With resume in hand, he set out to get that new job. After a few interviews, his new career path was becoming clearer. But it wasn’t we he expected. The big investment houses were telling him that he needed experience before they could hire him. They asked about college internships or previous investment experience. He didn’t have it. This was the most critical element in getting hired. The MBA was just part of it. How could he have missed it? Somehow, he did. Now, it was too late. Ben never made it into investments. He couldn’t see two years out. He expected the degree would be sufficient. It wasn’t.

Ben eventually found a good position in another industry and has done well since. But he wonders what it would have been like if he could have just understood how far his degree would take him. Ben could have contacted several people in the investment industry to find out what the real requirements for employment were. Networking is a requirement. It’s the easiest way to learn. It’s little effort with big returns.

Emotion. Jenny was one of the best managers in her company. She had proven herself many times over in the 6 years she had dedicated to the company. Yet, somehow she didn’t feel she was rewarded for all she had given. The late nights. The long days. The many accomplishments. Her hard work and energy went out but nothing seemed to come back in. These feelings began to drive her attitude. She still did great things but she wasn’t devoted like she once was. This attitude gave birth to new behavior when she heard the rumors about the sell of the company. Thinking that things wouldn’t get better if the company did sell, she began to search for a new job. After all, if they were selling the company, things were bad and opportunities would be scarce. So Jenny found another company. She interviewed with them 4 times before getting the offer and taking the job. She had done her research. This was the company, or so it seemed. About 6 months after she started, the honeymoon was over and the rumors had begun. Jenny had fallen right back into the situation she had left at her last company. Except this time, she didn’t have enough time to create to create her defining star performer reputation. Another 6 months after the purchase, Jenny was unemployed. The two situations drained her energy, drive and passion for her work. In an almost self-destructive manner, Jenny’s emotion drove her decision to change.

Jenny eventually found work again but learned that emotion is a powerful force. Her feelings controlled her view of the situation around her. So much so that it blinded her abilities. She was ready for a change, even if it only appeared to be better. Career decisions, like many other decisions, are best made when you aren’t in a state of heightened emotions.

These are stories from my clients. They are highly educated people. Most are high performers that accomplish great things. They are survivors and find ways out of difficult situations. But they still hit bumps along the path of their career. The things that they experience are very similar to what many of the rest of us experience. They learn from their mistakes. Hopefully we can learn from them too.

Surviving Unemployment

Todd Rhoad — Fri, 06 Feb 2009 02:46:00 GMT

Surviving Unemployment

I still remember it like it was yesterday. The day my manager, whom I had served for a about one week (since we restructure so often), came to my desk and asked me to meet with him in his office. As I entered the room, I saw the HR manager. I immediately knew what was going to happen. They talked with me for a while but I’m not sure I heard anything. My heart was pounding so hard and my mind was racing wildly. What was I going to do now? My paycheck was the only one I have to support my family. I took my letter from the company and headed home.

.. ..

This all took place at the beginning of the economic downturn. The housing market was declining and unemployment was climbing. It was the perfect storm. Focusing on being positive, I began to prepare my plan for getting that next gig. As I put everything together, I felt more positive about myself. I was focused and determined.

.. ..

But alas, two months later, discouragement set in. So, I reached out to my close friends for support. I didn’t ask them for a job at their company. I just wanted encouragement. They often reminded me that I didn’t appear to be extremely happy in the job anyhow. Maybe this was the only way to get out of a bad situation. If I had been released, I may have stayed in it and eventually affected my personal life. After a few sessions with my friends, I came up with a new plan and was running again.

.. ..

Entering month five, I started to feel hopeless. I didn’t think I would ever find a job. Feelings of anger would fill my head as I reflected on the events that put me in this whole situation. I did what they asked me to do and look what they gave me in return. If this is the way organizations worked, I didn’t want to be a part of it anymore. Essentially, they have free reign and can do whatever they want. Me, I had to have the job, so I guess I had to take it. This is what I fought for some time. It was destructive thought and I had to get rid of it.

.. ..

I got over it by changing my focus again. I created a list of things I wanted to do that couldn’t be accomplished while I was working. One thing that I did was to join a gym, talk with a trainer and put myself on a rigorous exercise program. This kept the stress down, allowed me to make new friends and connections and most importantly, got me out of the house. Getting my mind off of the situation was the only way to save my sanity.

.. ..

It took over nine months for my story to end. I was exhausted. My emotions kept me on a roller coaster ride. However, changing my focus kept me from dwelling on the negative. Here are a few things I found that were extremely beneficial in maintaining a positive attitude during such troubling times.

Create a job search plan. Initially, the novelty in searching for work will be stimulating. You’ll be hopeful that people who will be reviewing your credentials will be impressed and will want to talk with you. You’ll also be learning a lot about others and what they do. Most importantly, you’ll be figuring out how you could fit into their business. Enjoy this. The better you get at it, the more successful your search will be.

.. ..

Note: You’ll need to change your plan from time to time. Maybe you try searching online for two weeks. Then, you work with recruiters or local government services. Other sources could be job groups, career fairs or even a career coach. Some people may tell you to try everything at once but that could get daunting. Change things up by focusing on one method at a time.....

.. ..

Create a support network. Unemployment is a tough ordeal that strains your emotions, self esteem and self image. Use your friends to support and motivate you. Let them know that’s what you need. Arrange special meetings that pick you up. Consider sporting activities, dinner, hanging out at a club or a movie. These are the times where you can get ideas on what to do while enjoying the camaraderie of your friends.

.. ..

Note: Get your friends to include you in their network. Meet their friends and go to their events. You never know when the next person you meet may be your next employer.....

Build your dream list. This is the list of things you’ve always wanted to do but never had time for. A job often takes up most of our time. Now you have some. Don’t focus all day of every day on getting the job. Spend some time in the morning sending out resumes and making contacts. Then, do one of the items on your dream list. I went to the gym to exercise every day. It was my stress relief. Don’t let unemployment totally rearrange your life. Have a little fun too.

.. ..

Maintain a positive attitude. This is critical. A bad attitude will spill over into everything you do, especially an interview. While your support network may support this, you’ll need more than one source if unemployment is prolonged. Go to the library and check out some audio books by great motivational speakers. Carry this with you everywhere (in the car, on your IPOD, etc). I would listen to Anthony Robbins and Les Brown. Find your favorites and dive in.

.. ..

Note: The lessons you learn from these experts are great for stories in the interview. Questions like “how do you motivate others?” become extremely easy to answer. ....

.. ..

Build new skills. I’m not talking about going to a college to get a degree or certification, although, it’s not a bad idea, if you can. While you are at the library getting your motivational fix, pick up a few books on something you’d like to learn about. I chose team-building. I must have read and listened to 100 books on it. I made myself an expert on it by learning what all the others experts thought, then adding my own experience and thoughts. You can imagine how I could dazzle interviewers on team related questions.....

.. ..

Forget the past. If you had a bad experience that left you unemployed, learn from it and forget it. Put enough thought into to understand what went wrong and what you could have done to improve the situation. Companies are made of people and people make mistakes. Come to grips with this understanding quickly. No matter what happened, you are where you are. End of story. Focus on building yourself a better place to be.

.. ..

Note: I learned to get over my situation by helping others who experienced something similar. Give. Give. Give. You’ll feel much better about the past if you help others avoid similar situations.....

.. ..

The bumps in the road of our lives are great for putting things into perspective. Treat them as learning experiences and opportunities for making your life better. After all, when we are working, we have little time to change things, even those we know we should. This is your time to get things back on track.

Thoughts from my man Chuck

Todd Rhoad — Wed, 28 Jan 2009 15:55:00 GMT

Although President G.W. Bush denied it for some time, many economists certainly feel as if the economy has finally reached a serious state of recession. Unemployment is at an all-time high and everything else is going with it. But this has a special mark on the average American struggle to climb the "corporate ladder."

Large corporations are downsizing, merging, acquiring, converging and a whole bunch of other -ing words that aren't good for the average American worker. A task that was already nearly insurmountable, succeeding in today's corporations has been increasingly more difficult. There are too many questions looming over the heads of young professionals.

Where do I go to succeed?
Who will help me?
What will be expected of me?
How will my performance be judged?
Insert your question here.

This doesn't have to be an endless list of questions.

Blitz the Ladder – A Team Based Approach to Getting Ahead in Business is the back pocket Bible for those that have hit that glass ceiling or those who just want a no holds barred look at the corporate structure. Blitz goes into great detail and examines the results from some of America's top business resources and brings home an approach for the average man. It gives a unique, common sensical formula for success.

Blitz guides the reader through the quagmire that is the corporate structure from finding your definition of success to the management mindset to overcoming career obstacles. To often, "self help" books claim to give readers insight on achieving their wildest dreams of corporate and financial success. Those books paint the corporate structure as a place where hard work always pays dividends and dreams come true with a little determination. The real corporate structure is overlooked and summarily ignored. These books offer vague strategies that apply to everyone and no one simultaneously.

It's difficult to succeed when the advice you are given comes from someone who has no idea where you are or where you want to go. This is where Blitz the Ladder breaks from the mainstream. Blitz gives readers a candid and stark look at the real workings of corporate structure from individuals who have actually navigated it. The only advice that will help you is from those who have been in your current state. Those who have hit that glass ceiling. Those who have initiated the group-based Blitz approach and shattered that ceiling. This book gives the determined businessperson a method for success and the keys to manage their own perception.

Blitz the Ladder is not for those who have no idea what they want from their career. Blitz is a real-life handbook for those with the desire to break from the norm and write his or her own ticket.

Chuck Shumpert, Newspaper editor

Plan for a Layoff

Todd Rhoad — Sat, 10 Jan 2009 19:06:00 GMT

Why plan for your layoff?

The Department of Labor tracks layoff events. An event is a situation where a company lays off 50 or more employees. Unless you are a hermit, you have noticed the continual bombardment of layoff announcements in the paper and on the news. Layoffs seem to be picking up steam. Over the last few months the quantity of layoff events have steadily increased.

Why plan for a layoff?

In putting together a plan for your career, it's useful to consider your career from many aspects. A layoff is one such event. Preparation is key during such an emotional time. Upon receipt of such bad news, your mind will be filled with so many questions, you'll hardly be able to focus on anything. Once you get over the shock, the questions will roll in like a wave over you. Where do I search? Who is hiring? Does my resume look good? How do I prepare for an interview? Should I use a recruiter? Do I need to update my skills? On and on it will go.

The last thing you will want to do is to try and answer all of these questions. It can eat up valuable time. Time you can spend on getting back into the game. In an effort to do just that, we suggest you plan for the layoff. Then, if it happens, you just pull out the plan and start implementing.

Here are some of the items that should be in your plan.

Financials:
What are your income sources? Savings, 401k, unemployment benefits, etc.
How do you get these sources in your pocket so you can use them?
Where do I get Health Insurance?
How much do you need each month?
What payments can be deferred?

Job Search:
Who are some good recruiters to contact?
What job sites are the best?
Do you have a list of close friends and business contacts?
Is my resume ready?
Who are my references?

Job Dream List:
What job would you want?
What employer would you like to work for? Are they hiring?
What else are you qualified for?

PMA (Positive Mental Attitude):
How do I maintain a positive attitude?
What methods can reduce stress?
What methods can you use to improve motivation?

New skills:
What skills are promotable?
What do I need to develop? How?

These are just a few of the considerations you should include in your plan. While this takes a little time to prepare, it's best performed when there is little pressure on you. If you're interested to learn more about this plan, send us an email to
info@blitzteamconsulting.com.

On The Mic

Todd Rhoad — Fri, 02 Jan 2009 04:27:00 GMT

I'm finally getting out on the airwaves. Here's a recent discussion on my team-based approach to career development with Chris Russell of

Here's the link:

http://jobradio.fm/2008/12/15/nuevo-shows-for-dec-15th/

Stay tuned for more......

NO HEADLIGHTS

Todd Rhoad — Thu, 18 Dec 2008 05:02:00 GMT

My friend, Sean, has been contemplating obtaining an MBA. He is intelligent and technically gifted, so much so that he successfully runs his own consulting business. As we sat discussing some technical issues, he asked me if I thought getting an MBA would be a worthwhile activity. Assuming he was asking because I had one, my response was that it was for me but I couldn’t say it would be for him. Curiously, I asked him why he wanted an MBA. His response wasn’t too shocking for me since I’ve heard many times. In short, he had no plan for the MBA; that is, he didn’t know what he was going to do with it. This raised two concerns in my mind: 1) no career plan and 2) no plan for how to use the MBA.

Seeing Is Believing

Later that night, we were driving to a local restaurant for dinner. We were driving through a rural area. You know those dark, winding roads with one street light about a country mile apart. Taking the conversation back to his original question, I asked him to turn off the headlights. With eyes wide open, he asked what I was thinking. I insisted he turn the lights off. Quickly he flashed them off and then back on. So, he begged “what was the purpose of that?” I explained that those who carelessly seek a career, which is something separate from a job, see what we saw when we turned the lights off. That is, nothing. A career needs purpose and direction. Without a career plan, you can’t see very far into the future. How can you be sure your actions are getting you closer to your desires if you don’t have a goal? If Sean had plans for his career, then it would outline the need for the degree and what it would do for him. My answer to his question was that he first needed to turn the lights on so he could see where he was going.

Vision is a critical factor for achieving success. To illustrate this point, I told Sean about my close friend, Darren. Darren is an avid marathon runner. If you looked at him, you may not think he could successfully complete such a test of endurance. He’s short and a little chubby. Yet, he ties on his shoes and runs 26.2 miles in less than 4 hours. Completing a marathon is something I’ve always wanted to do but never had the nerve to try. Darren had always told me that it’s not really a 26.2 mile race. It’s actually a lot of little races. Trying to focus on a 26.2 mile race is daunting and intimidating because you can’t see the end. So, Darren breaks it down into shorter races where he can see the end. It gives him a focal point that he can concentrate on. Once he reaches a goal, he sets another one. So, on and on it goes until he reaches the finish line. By setting many short goals, he can better gauge his progress and the energy he needs to put into it. The key is to break your activities into visible pieces.

The House That You Built

As for how to use an MBA, that’s simple. It is a tool. It’s not a house that provides safety, security, warmth and shelter. It’s a tool. It gives you nothing. If you want a house, you have to pick up your tool, put some energy into it and continually use to drive in each nail until you create the success you want. Put it down on the table or back in the tool box, it just sits there. The important thing to consider is that it is not designed to just be mounted on the wall and admired (although you might enjoy that a little). It is a collection of skills and knowledge that can be used to create a masterpiece. Just like most things of value, it can take a lot of time and energy to build the future you desire.

While the MBA is a great addition to your career, it won’t get you where you need to go without a clear vision of where that is, time and hard work. Many hold the perception that the MBA alone holds great reward and a free ride on the success elevator. This is far from the truth. Seeking higher rungs of the ladder is aided by the development of higher personal value. This is what you build, not what is given to you.

The Future of Salaries and Job Stability

Todd Rhoad — Tue, 25 Nov 2008 15:58:00 GMT

Here's a recent article I posted on Brazen Careerist.

GEN Y: Expect Corporate Change But Not Pocket Change

Todd Rhoad | 11.24.08

Earlier this year, Robert Half and Yahoo! Hot jobs commissioned a survey to investigate the professional priorities of the GEN Y’s most senior members. When asked about their top career concerns for the future, respondents identified salary and job stability. In just a short time on the job, GEN Y has already begun to share the same concerns of the older generations.

Learning Today's Carreer ABCs

Todd Rhoad — Mon, 17 Nov 2008 00:38:00 GMT

As I sat and listened to Lou Dobb's on CNN, I begin to wonder if many people understand what it takes to be successful in such trying times. On this program, a Harvard professor explained that it is likely that this crisis will be equivalent to the Great Depression in the 1930's.

In light of our current situation, I thought it might be useful to recap what happened in the Great Depression. It all started with Black Tuesday, where the DJIA dropped 12%. Stocks dropped to about 20% of their previous value. A large percentage of banks failed (11,000 of 25,000). Unemployment ranged from 25-30%. The Great Depression lasted 10 years, from 1929 to 1939.

Much of the unemployment experience of the depression can be accounted for by workers who moved in and out of periods of employment and unemployment that lasted for weeks or months. These individuals suffered financially, to be sure, but they were generally able to save, borrow, or beg enough to avoid the severest hardships. Their intermittent periods of employment helped to stave off a psychological sense of failure. Yet there were also numerous workers who were unemployed for years at a time. Among this group were those with the least skills or the poorest attitudes. Others found that having been unemployed for a long period of time made them less attractive to employers. Long-term unemployment appears to have been concentrated among people in their late teens and early twenties and those older than fifty-five.

We aren't sure what we can expect from our current crisis, but it is evident from all of the failing organizations, that employees will bear much of the burden; that is, they will likely pay with their jobs to reduce the cost of operations. Whether you are currently employed or not, these ABCs are extremely critical to your future.

is for ACTION. Organizational change is occurring everywhere and likely to hit your organization before its all over. Failing to prepare for change will land you in a more difficult financial crisis. This crisis has put most people into 'survival mode.' Risk will be something that people will avoid. However, change also brings opportunity. Sitting back, protecting yourself may feel safe but it may also create the perception that you don't care. Taking action, stepping up and meeting the organization's challenges head on are good ways to actively impact your career and future. It difficult times, a great attitude is the sign of a great leader. In such times, people need a great leader. So be a great leader and impact your future by taking ACTION.

is for BREAKAWAY. Today's environment isn't like anything many of us have ever experienced. Even executives are seeking unique ways to manage the change they are incurring. So why shouldn't you? The activities that gained you success during more stable times may not be effective at all now. You must breakaway from the 'main stream mentality' and become a change leader. Rarely does engaging in the activities and mindset of the main stream set you apart and identify you as an up-and-coming leader.

is for COLLABORATION. This is the best way to manage your career. Too often we manage our career through a limited view of the organization and our impact on it. Individually, we build the skills we think we need, we do the things we think should be done and connect with the people we think are influential. Unfortunately, we view the business world with only a single set of eyes which leaves a lot unnoticed. Building a team of career supporters is the way to overcome all of these barriers. Sharing success with people who can help you build skills, create a larger network, build a better strategy and accomplish great things is a way to ensure success is present in your future.

These times are unique and so should your approach in making it successful times. The survival instinct is expected. However, you don't have to give in to it. Engage in a team-based approach and put your career on a completely different track that will sustain you even when times stabilize.

Lessons From Corporate Titantics

Todd Rhoad — Tue, 07 Oct 2008 18:38:00 GMT

The list of recently failed companies is long and includes some of the biggest players on the market. As I listened to NPR driving back and forth to work, it made me reflect upon how these failures relate to my work and whether or not such oversights put me at risk. Here’s what I gathered as the most important concepts to employ into your career strategy.

1. Seeking help a little too late. Interestingly enough, organizations have a tendency to ask for help when it’s too late to recover from their often self-induced dilemma. Apparently they fail to heed the warnings. On the individual level, such oversight can put you out of work. If you want to avoid major setbacks in your career, don’t wait until you’re out of the plane to look for your parachute. Most of us check our parachute many times before we jump. We don’t overanalyze things but we do check them enough to establish a good comfort level since the thought of hitting the ground like a dart provides some incentive. Why don’t companies check their gear? Simple, the top brass are guaranteed a parachute so they don’t suffer the consequences of poor decisions. They are in a tandem jump with a few million dollars that will pull the cord in time for a safe landing. Unfortunately, this is a luxury that few of us have.

While we all have some hope that this will change one day, corporate history provides sufficient evidence to contrary. Prior to the 1980’s, layoffs were considered a sign of struggling organizations. As times got better, these employees were recalled. Then, in the 1990’s, there was a break from these historical trends as highly profitable organizations continued mass layoffs which were usually initiated by reengineering and restructuring activities. Today, primary causes of layoffs and downsizing initiatives incorporate just about everything. Some examples include rapid technological change, increased international competition, changing customer demands, regulatory changes, regional economic downturns, and poor company leadership.

As an individual employee, you shouldn’t feel like your career is top secret, not to be shared with anyone else. In fact, it should be just the opposite. Just imagine watching TV with no commercials. How strange would it be if companies weren’t shoving their products in your face all time? In less than a minute, they are filling your mind up with their product’s functions, capabilities and advantages. Now, consider what work would be like if you were creating situations where you could be communicating your skills, knowledge and abilities. You could even capture a few celebrity endorsements to build more interest in yourself. This is where you can use your friends and colleagues to help create a little hype about you. They could verbally promote you to the company’s informal trust, advice and communication networks which permeate the entire company. Then, as managers got themselves in certain situations and needed someone to solve the problem, the first person that would come to their mind would be you.

So why wait until you pull the cord to verify your chute will work? Use networking, friends and colleagues to help you build your career and develop a feasible strategy. By using others to help you pack your chute, you reduce the risk of it failing when the cord is pulled.

2. Failing to manage risk. There’s no doubt that our actions have consequences. As many companies have been learning lately, consequences may take some time to come to fruition but they will come. So, what motivates organizational leaders to manage risk? The driver for this behavior (hedge or speculate) is in how they assess the amount of personal career risk they must manage. These are private actions, not visible to anyone else. Organizations are full of managers with high and low career concerns. Those with low career concern feel comfortable in their position and don’t feel pressure to speculate or hedge in the management of risk. The only time they will hedge is after poor performance. Managers with high career concerns, common early in their career, must work to produce really good results to convince shareholders and outsiders of their quality, they are likely to engage in speculation. Now imagine companies are led by managers who are feeling considerable pressure to perform. They worry about their job security (high career concern). Naturally, these managers will begin to speculate more; that is, engage in riskier behavior. Too much of this can result in disastrous results, as the most recent wave of failures have shown us.

Maintaining a healthy balance between hedging and speculating is difficult, especially under the current circumstances where organizations are seeking to reduce cost of operations to keep the ship from sinking. Companies are likely to begin to reduce the size of the workforce. This will push you to focus heavily on managing your career risk. To reduce your risk, focus on three areas: primary investment (your main job), volunteer investment, and lifelong learning investment. With regards to your primary investment, your reputation, or brand, has a major impact on your future. If you have a good reputation, you don’t have to do very much. However, if you feel your reputation indicates less than par performance, you may consider hedging to avoid further defamation. For your volunteer investment, you can offset previous risky moves to improve your position by volunteering, especially if a “shake-up” is expected in the near future. You should take a proactive role in the change and become part of it. Try to get on the assessment team or even just support one of the members of the team. Lastly, don’t forget your lifelong learning investment. You should always invest time and energy in training, workshops, degrees, mentorship, etc.

3. Withdrawing too much from the trust account. As many of the recently failed organizations have learned, taking too much risk can result in a loss of trust among those around them. As they bought and sold securities, people began to lose trust in the stated value of those mortgaged-backed securities. Eventually, the complete lack of trust left the securities with little to no value. Your career works just the same. Similar to the “Emotional Bank Accounts” Stephen Covey introduced in The 7 Habits of Highly Effective People, we all have trust accounts that we make deposits and withdrawals. Once company leadership takes a risk and their goals aren’t achieved, they make a withdrawal from the trust account. Withdrawals and deposits aren’t equal. It takes a lot more effort to build trust than it does to lose it. In your career, taking a lot of risk can grow trust faster but failing to capitalize on the risk could result in losing it just as fast. Keeping a high balance on your trust account is critical in today’s dynamic corporate world.

Building trust isn’t easy and requires consistent behavior. To improve your trust in relationship, you should:
• Focus on being responsive to others and following through on commitment
• Use facts and data rather than your reputation
• Admit mistakes, fix them and move on
• Gather feedback and act on it
• Be trustworthy….ensure confidentiality when others ask for it.

These three lessons are vital to surviving corporate dynamics. Failing to heed these could land you, just like many of the recently failed company employees, in another organization.

Handing Out Opportunities

Todd Rhoad — Fri, 05 Sep 2008 13:48:00 GMT

Recently, I've been working with a small company that is undergoing a restructuring of sorts. They are basically trying to define their business processes. In the past, they've been able to support their customers without the need for any of the traditional business processes. However, they've began to grow and now are suffering from this lack of detail which has reared its ugly head in the form of late deliveries, poorly managed budgets and high turnover. The company is struggling to get the processes developed but have taken an unusual approach by allowing many employees to become part of the change.

Now, it's natural that employees feel the pressure of this change and take it as a threat to their current way of doing things. After speaking with many of the employees, it became clear that this change is perceived as a roadblock for their career. Much of this thought is driven by the perception that the transformation is indherently designed to reduce opportunities and benefits.  Since the company's leadership is striving to reduce costs and improve efficiencies, the employees felt that these benefits would come from them.


While a defensive response is natural, it's not the best one to have. A reorganization or restructuring is an opportunity for the participating employees to improve the operation of the organization and potentially elevate their own position. Many of these employees were asked to help redefine the way they accomplish their work, redefine responsibilities and, in some cases, the reporting structure.



In looking at what these employees have the power to modify, one would consider such changes to be extremely beneficial to a career. Such opportunities are a great way to build your career position. In the past, I've seen employees engage in reorganizations and come out with a higher level position. These scenarios seem to fit in with the old saying that "he who has the gold, makes the rules." If the company is giving you the power to improve your position, you should take them up on it. While companies change often, most yearly, you won't always be asked to be a part of it. Therefore, maximize the opportunity by becoming a big part of the change.