Month: January 2022

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How to Improve Your Communications Skills

call-telephone-communication-phone-conversation-concept

How to Improve Your Communications Skills

Some of the information in this topic is adapted from the books Field Guide to Leadership and Supervision in Business
and Field Guide to Leadership and Supervision for Nonprofit Staff.

Sections of This Topic Include

Test – What is Your Preferred Style of Communications?
What’s Your Communication IQ?
Communications Tools to Use With Employees
Additional Perspectives on Communications Skills

Also consider
Appreciative
Inquiry
Communications (Organizational)

Communications (Writing)

Feedback
Interpersonal Skills

Interviews
(exit interviews, by media, for a job, selecting job candidate and research
method)
Listening
Non-Verbal
Communications
Presenting
Questioning
Storytelling

Related Library Topics

Test – What is Your Preferred Style of Communications?

Before you read more about how to communicate better, you might get an impression
of your naturally preferred style of communications. Take this online test.

Communication
Style

What’s Your Communication IQ?

© Copyright Marcia Zidle

Communication, which occupies approximately 70% of our waking hours, is what
many leaders find the most frustrating.

Many of us were never taught to communicate in ways that lead to positive outcomes.
Rather, we tend to experience annoyance, anger or just give up on the person
or the situation. Here’s how to communicate better to get better outcomes.

Take a Quick Communication Quiz.

Think of a recent important conversation How many of these questions can you
answer YES to?

  1. Did I prepare ahead of time for this conversation?
  2. Did I think about what’s the best way to approach this person?
  3. Was I aware of the other person’s communication style and spoke to it?
  4. Did I pay full attention, without multitasking, to what the other person
    was saying?
  5. Was the intent of my communication to discuss and understand rather than
    be right?
  6. Did I listen, without interruption, to the other person’s point of view
    even if I didn’t agree?
  7. If I was asking the person to take a specific action, did I make my request
    clear and concise?
  8. Did I summarize what I thought I heard the other person say before expressing
    my point of view?
  9. Did I follow-up to see if the conversation was successful – it led to a
    positive outcome for the other?
  10. If the outcome did not meet my expectations, did I reflect on how to better
    communicate with that particular person?

What’s Your Communication IQ?

8-10 Yeses indicate you’re the tops. Keep up the good work.

4-7 Yeses is OK. Brush up in certain areas.

0-3 Yeses. You have work to do.

To Raise Your Communication IQ:

1. Talk less, hear more.

We want to be heard and listened to but we don’t always concentrate on listening
to others. We focus more on our agenda than on the other person’s concerns or
issues.

2. Don’t shoot the messenger.

We want to understand but our ability is tainted by our perceptions of the
person speaking or the outcome we are looking for. So, we often pass judgment
on the speaker and disregard the message. Concentrate on the message not the
messenger.

3. Avoid mind reading.

We want some kind of action or response from another person. However, we don’t
let them know what we really want or how to achieve it. Before assuming the
other knows what you want, first inform and then ask for feedback.

4. Stop pushing.

We want agreement from others, so much so, that we often become consumed with
being right or proving our point. Rather, look for areas of mutual agreement.
Then work from there to create a greater outcome.

Career Success Tip

Steven Covey, author of Seven Habits of Highly Effective People, says; “Seek
first to understand, then to be understood.” Therefore, in your communication,
make sure to understand others before you start trying to be understood.

Are there situations in which you need to raise your communication IQ? What
do you need to do to get better outcomes? How will you know that you have been
successful?

Communications Tools to Use With Employees

© Copyright Carter McNamara

Effective communication is the “life’s blood” of an organization. Organizations
that are highly successful have strong systems of communication. One of the
first signs that an organization is struggling is that communications have broken
down. The following guidelines are basic in nature, but comprise the critical
fundamentals for ensuring strong ongoing, internal communications.

1. Each employee writes a one-page weekly status report to his/her supervisor.

These reports may seem a tedious task, but they are precious in ensuring that
the employee and supervisor have mutual understanding of what is going on. The
reports also come in very handy for planning purposes. They make otherwise harried
employees stand back and reflect on what they are doing. In the dated report,
include a description of:

  1. What tasks were done last week.
  2. What tasks are planned next week.
  3. Any current highlights, trends or issues regarding your activities.

2. Chief Executive Officer conducts employee-wide meetings.

Employees greatly appreciate that the CEO finds time to talk to them, and the
opportunity to meet their CEO in person.

  1. For clarity, focus and morale, be sure to use agendas and ensure follow-up
    minutes.
  2. Mention any significant events for employees, for example, birthdays.
  3. Review the overall condition of the organization.
  4. Consider conducting “in service” training about the organization where employees
    take turns describing their roles to the rest of the employees.
  5. Consider bringing in a customer to tell his/her story of how the organization
    helped them.

3. Each supervisor conducts meetings with all employees together.

Have these meetings even if there is not a specific problem to solve – just
make them shorter. Holding meetings only when there are problems to solve cultivates
a crisis-oriented environment where managers believe their only job is to solve
problems.

  1. Prepare for these meetings by reviewing the employee’s weekly status report.
  2. For clarity, focus and morale, be sure to use agendas, take minutes and
    ensure follow-up minutes.
  3. Facilitate the meetings to support exchange of ideas and questions.
  4. Use these meetings for each person to briefly give an overview of what they
    are
    doing that week. If the meeting includes 10 people or less, then have each
    person
    give a one-minute description of what they did last week and plan to do next
    week.
  5. Have each person bring his/her calendar to ensure the scheduling of future
    meetings accommodates everyone’s calendar.

Each supervisor conducts one-on-one, monthly meetings with each employee.

This ultimately produces more efficient time management and supervision.

  1. Review overall status of work activities.
  2. Hear status from both the supervisor and the employee.
  3. Exchange feedback and answer any questions about current products and services.
  4. Discuss career planning, training plans, performance review plans, etc.

4. Use memos.

It is much more effective if important day-to-day information is written to
people rather than said to people. Use of memos, or even e-mail messages, is
ideal in these situations. In your memos or e-mail messages, include:

  1. “Subject” line, with a phrase describing the topic of the memo.
  2. “To” and “From” lines.
  3. “Date.”
  4. “Summary” describing the highlights in a paragraph near the top of the memo.
  5. “Action” specifying what you want the recipients to do with the information
    in the memo, for example: to respond, to take note, to starting doing something
    or to stop doing something.
  6. “Signature” line, that includes the signature of who wrote the memo.

5. Every employee gets an Employee Manual.

The Employee Manual includes all of the up-to-date personnel policies of the
organization.

Additional Perspectives on Communications Skills

Managing By Walking
Around
Big
Dog on Communicating

Coaching Tip – The Art of Being Succinct
What’s Your Communication IQ?
Your Communications May Not Be Communicating
Best Practices: Your Approach to Great Communication
Five Keys to Clear Communication
When Facts Are Not Enough – 10 Tips for Communicating to a Non-Technical Audience
Dialing for Dollars: Telephone Skills that Matter

8 Coaching Tips to Enhance Interpersonal Communication
10 Question Quiz – How Do You Communicate Messages?
10 Tips to Communicate Messages Effectively
Can You See Me Now? How to Speak When Your Audience Is Remote
Introducing…You!
You Can Catch More Flies with Honey…Using Positive Communication Skills for Better Results
Fighting the Dreaded Upward Inflection, Right?
Useful Communications Skills — How to Paraphrase and Summarize
Online Communications for Change Presentations

Learn More in the Library’s Blogs Related to Communication Skills

In addition to the articles on this current page, see the following blogs which
have posts related to Improving Your Communication Skills. Scan down the blog’s
page to see various posts. Also see the section “Recent Blog Posts”
in the sidebar of the blog or click on “next” near the bottom of a
post in the blog.

Library’s
Coaching Blog
Library’s
Communications Blog
Library’s
Leadership Blog
Library’s
Supervision Blog

For the Category of Communications:

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.

Related
Library Topics

Recommended Books on Interpersonal Communications

Recommended Books on Business Writing


Posted on

How to Give Useful Feedback and Advice

A-feedback-evaluation-on-a-tablet-

How to Give Useful Feedback and Advice

Sections of This Topic Include

Also consider
Related Library Topics

Test – How Good Are You at Giving Feedback Now?

Before you read more about giving feedback, you might get an impression of how good you are at it now.

The Feedback Quiz

Based on the results of that quiz, what do you want to improve? Consider the many guidelines in this section.

Feedback: Negative, Positive or Just Right?

© Copyright Gail Zack Anderson

Some of us are really good at giving positive feedback. Others are really good at giving negative feedback. Not many seem skilled in providing both, what I call balanced feedback. Occasionally a client will tell me, “just tell it like it is. Be brutally honest.” Or, “you are just being nice.”

This makes me wonder if my feedback is too polite, or too subtle, even though I try to give it honestly and in a balanced fashion. Why? Let’s take a look at what can happen when you give feedback, either too positive or too negative.

Too little positive feedback.

While working recently with a manager, I noticed that he tended to give mostly negative feedback, and very little positive. This manager stated that he had been taught that giving negative feedback would be more motivational. He also thought positive feedback seemed “too soft” and unnecessary. As he added: “Why should we praise people for just doing their jobs?”

When most or all feedback is negative, people know what you don’t like, but they often have to guess at what you do like or want from them. They may feel overwhelmed and discouraged by the criticism, and they may take it personally.

They don’t ready minds, and so are often confused about what you really want. They may lose confidence, since everything they do seems wrong. In addition, if the only time they hear from you is when you have a complaint, they may soon begin to feel defensive, or try to avoid interactions with you.

That said, negative feedback has its place. To be effective it needs to be specific and non-judgmental. Compare these two comments on a written report:

  1. “I can’t believe you turned in such shoddy work. Don’t you know any better?”
  2. “One of your conclusions was faulty and you had 3 typos on the report.”

The first comment is shaming and demotivating. I feel bad, but I don’t know what I should do differently. The second comment seems deliberately unemotional, so it takes the shame out of it. It also gives me specific information about what I can do to improve.

Too much positive feedback.

If you are a big believer in positive feedback, or if you don’t want to hurt people’s feelings, you may be relying too much on positive feedback and fail to deliver the bad news. We have all heard about employees who received glowing performance reviews right up to the day they were let go for “performance issues.”

Obviously, there were problems that should have been addressed. If all you give is positive feedback, people can have an unrealistically high view of their worth and performance levels. Because they receive unbalanced feedback, they can have confidence above and beyond their actual performance levels.

Positive reinforcement certainly has its place, and to be effective it also needs to be specific and clear. Consider these two examples:

  1. “Good job. Keep it up.”
  2. “Your report was clear, your conclusions were on target, and the writing was crisp and accurate.”

The first comment may make me feel good, but I am not really sure what was right about my work. It might make me feel bad because you didn’t even take time to notice what I did. In other words, the easy compliment seems canned and can come across as insincere. The second comment is all positive, but it tells me what you valued, and clearly shows you read my report.

Balanced feedback.

Balanced feedback provides feedback on what is being done well as well as what could be improved. The positive feedback builds confidence and reinforces the “good” behavior you want to see more of. It clarifies expectations. It feels good. The negative feedback is given factually and preferably with suggestions for improvement.

Consider this example of balanced feedback:

1. “Your report was clear, your conclusions were on target, and the writing was crisp and accurate. There were several typos, and for that I suggest more careful proofing. And one of your conclusions wasn’t clear to me. Let’s talk it over this afternoon and compare notes. Overall, great job!”

If you lead, coach or develop people, I suggest aiming for balanced feedback that builds confidence, shows the direction you want the performance to take, and highlights areas for improvement in a clear, non-punishing way.

At the same time, note that people react differently. Some crave the honest feedback, and some crave the “feel good” aspects of positive feedback. Some remember and take to heart any criticism, and some live for it. So adjust accordingly, but always strive to be honest, sincere and matter-of-fact.

By being honest and straightforward, and by offering balanced feedback, the people you influence can build skills and confidence at the same time.

How to Share Useful – and Respectful – Feedback

© Copyright Carter McNamara, MBA, PhD

Feedback to employees is information regarding their performance and also is information they can act on. Feedback must be shared in a manner that is understandable to them and is perceived by them as being provided in a highly respectful manner.

Sharing feedback involves skills in effective listening, verbal and non-verbal communications, and working in multi-cultural environments. Consider the following guidelines, as well.

1. Be clear about what you want to say before you say it.

You might have already sensed what feedback you want to convey. However, you should be clear to yourself about what you want to convey and how you want to convey it.

2. Share your feedback in a concise and specific manner, then you can embellish.

People often lose specificity when they speak because they say far too much, rather than not enough. Or, they speak about general themes and patterns. When giving feedback, first share what you saw or heard, what you want instead, and how the person can achieve it. Then you can add more descriptive information if necessary.

3. Avoid generalizations.

Avoid use of the words “all,” “never” and “always.” Those words can seem extreme, lack credibility and place arbitrary limits on behavior. Be more precise about quantity or proportion, if you address terms
of quantities, at all.

4. Be descriptive rather than evaluative.

Report what you are seeing, hearing or feeling. Attempt to avoid evaluative words, such as “good” or “bad.” It may be helpful to quickly share your particular feeling, if appropriate, but do not dwell on it
or become emotional.

5. Own the feedback.

The information should be about your own perception of information, not about the other’s perceptions, assumptions and motives. Use ‘I’ statements as much as possible to indicate that your impressions are your own.

6. Be careful about giving advice.

When giving feedback, it is often best to do one thing at a time – share your feedback, get the person’s response to your feedback, and then, when he/she is more ready to consider additional information, share your advice with him/her.

Additional Perspectives on Giving and Receiving Feedback

Learn More in the Library’s Blogs Related to Giving and Sharing Feedback

In addition to the articles on this current page, see the following blogs which have posts related to Giving and Sharing Feedback. Scan down the blog’s page to see various posts. Also see the section “Recent Blog Posts” in the sidebar of the blog or click on “next” near the bottom of a post in the blog.

For the Category of Interpersonal Skills:

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.


Posted on

Non-Verbal, Interpersonal Communications (Body Language)

Communication-is-vital-in-crisis-management

Non-Verbal, Interpersonal Communications (Body Language)

Sections of This Topic Include

Also consider
Related Library Topics

Learn More in the Library’s Blogs Related to Body Language

In addition to the articles on this current page, see the following blogs which have posts related to Body Language. Scan down the blog’s page to see various posts. Also see the section “Recent Blog Posts” in the sidebar of the blog or click on “next” near the bottom of a post in the blog.

Non-Verbal Communications — Interpreting Other’s Body Language

Resistance, confusion, distaste and passivity all show up in the body language of others, regardless of what they are saying verbally. Experienced leaders have learned often to trust what they see more than what they hear. Body language is always present. Too many speakers and listeners are unaware of body language.

The nature of a person’s body language is highly dependent on the person’s nature. For example, some people are intent on sitting or standing upright with their hands at their sides in a stance of attention and respect. Other people might slouch in their chair or extend their legs, in part, to convey that they feel comfortable around others in the room.

It is difficult to make overall conclusions about body language because it is culturally dependent. However, people trust non-verbal communication more than they do verbal (spoken) communication, so learn to notice non-verbal communication, and be aware of your own.

In general, notice:

  1. Style of voice, for example, loud, soft, frequent, irregular.
  2. Movement of the body, for example, gestures, face, eyes.
  3. Distance, space and time between speaker and listener.

Specifically, notice:

  1. Eye contact. In the United States, this often conveys sincerity. In other cultures, though, it might convey aggressiveness or hostility.
  2. Frequent movements of the body. Frequent movements might convey nervousness, poor listening.
  3. Openness of the body.
  4. Arms crossed may mean defensiveness, which impedes communication.

Interpreting Your Own Body Language

Your body language is often the true “compass” about your impression of something. For you to remain authentic, you need to be in touch with your own non-verbal communication. Different people have different physical reactions in different situations. Consider the following:

  1. Are you moving your arms and legs a lot? If so, maybe you are afraid, frustrated or confused about something.
  2. Is your mouth dry? Then maybe you are afraid of something.
  3. Is your body position closed? Are your legs and arms crossed? Perhaps you feel attacked somehow?
  4. Is your brow furled? Perhaps you are confused – or you are really interested in what the other has to say.
  5. Are you looking away from the others a lot? Then there is likely something that is bothering you. Or, perhaps your style is to look away so you can think more clearly. If that is the case, realize that others might be seeing you as having poor eye contact.
  6. Is your heart racing? Perhaps you are afraid of others, or you are excited about a project you are undertaking.

Additional Perspectives on Non-Verbal Communications (Body Language)

For the Category of Interpersonal Skills:

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.


Posted on

Roles and Responsibilities of Chief Executive Officer of a Corporation

CEO-of-an-organization-in-his-office

Roles and Responsibilities of Chief Executive Officer of a Corporation

© Copyright Carter McNamara, MBA, PhD, Authenticity Consulting, LLC.

Adapted from the Field Guide to Developing and Operating Your Nonprofit Board of Directors.

Sections of This Topic Include

Also consider
Related Library Topics

Learn More in the Library’s Blogs Related to Roles and Responsibilities of Chief Executive

In addition to the articles on this current page, also see the following blogs that have posts related to the Roles and Responsibilities of Chief Executive. Scan down the blog’s page to see various posts. Also see the section “Recent Blog Posts” in the sidebar of the blog or click on “next” near the bottom of a post in the blog. The blog also links to numerous free related resources.

Roles of Chief Executive Officer

NOTE: References to a Boards of Directors in the following are in regard to chief executive officers of corporations, whether for-profit or nonprofit.

Leader

  • Advises the Board
  • Advocates / promotes organization and stakeholder change related to organization mission
  • Supports motivation of employees in organization products/programs and operations

Visionary / Information Bearer

  • Ensures staff and Board have sufficient and up-to-date information
  • Looks to the future for change opportunities
  • Interfaces between Board and employees
  • Interfaces between organization and community

Decision Maker

  • Formulates policies and planning recommendations to the Board
  • Decides or guides courses of action in operations by staff

Manager

  • Oversees operations of organization
  • Implements plans
  • Manages human resources of organization
  • Manages financial and physical resources

Board Developer

  • Assists in the selection and evaluation of board members
  • Makes recommendations, supports Board during orientation and self-evaluation
  • Supports Board’s evaluation of Chief Executive

Responsibilities of Chief Executive Officer

There is no standardized list of the major functions and responsibilities carried out by position of chief executive officer. The following list is one perspective and includes the major functions typically addressed by job descriptions of chief executive officers.

1. Board Administration and Support

Supports operations and administration of Board by advising and informing Board members, interfacing between Board and staff, and supporting Board’s evaluation of chief executive

2. Program, Product and Service Delivery

Oversees design, marketing, promotion, delivery and quality of programs, products and services

3. Financial, Tax, Risk and Facilities Management

Recommends yearly budget for Board approval and prudently manages organization’s resources within those budget guidelines according to current laws and regulations

4. Human Resource Management

Effectively manages the human resources of the organization according to authorized personnel policies and procedures that fully conform to current laws and regulations

5. Community and Public Relations

Assures the organization and its mission, programs, products and services are consistently presented in strong, positive image to relevant stakeholders

6. Fundraising (nonprofit-specific)

Oversees fundraising planning and implementation, including identifying resource requirements, researching funding sources, establishing strategies to approach funders, submitting proposals and administrating fundraising records and documentation

Return to Overview of the Chief Executive Role

For the Category of Leadership:

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.


Posted on

Overview of Role of Chief Executive

a-man-smiling-and-writing-out-ideas-business-strategy-plan-business-

Overview of Role of Chief Executive

The chief executive officer is the most important role in the
management of an organization. This topic in the library does
not go into great detail about each of the particular systems
and practices managed by the chief executive officer because those
systems and practices are explained in depth across many of the
other topics in this library. This library topic provides sufficient
overview for the reader to gain basic perspective on the typical
roles and responsibilities of the chief executive officer and
how those responsibilities are typically met.

Sections of This Topic Include

Gaining Broad Perspective on Role of Chief Executive Officer

What is the “Chief Executive
Officer”? (includes definition and major roles of position)
What Do Chief Executive Officers Do? (includes
major functions and example job descriptions)

Core Areas of Knowledge and Skills Required by Chief Executive
Officers

Basics in Management and Leadership
Planning
Organizing
Leading
Coordinating Activities/Resources (including
performance management)

Special Topics

CEO Development
Evaluating the CEO
Transitioning to New CEO (detailed procedure,
contracts, etc.)
Other Miscellaneous Topics (board relations,
executive pay, etc.)

Founder’s Syndrome

This syndrome occurs when the organization operates according
to the personality of someone in the organization (usually the
founder) rather than according to the mission of the organization.
The Chief Executive Officer can make a big difference in helping
an organization to detect Founder’s Syndrome and recover from
the Syndrome.
Founder’s
Syndrome — How Organizations Suffer — and Can Recover

Also consider
Related Library Topics

What is the “Chief Executive Officer”?

A “Definition”

The definition of “chief executive officer” (almost
always) depends on whether a business is a corporation or not,
that is, whether it (usually) has a board of directors or not.
In an organization that has a board of directors, the “chief
executive officer” is (usually) the singular organizational
position that is primarily responsible to carry out the strategic
plans and policies as established by the board of directors. In
this case, the chief executive reports to the board of directors.
In a form of business that is usually without a board of directors
(sole proprietorship, partnership, etc.), the “chief executive
officer” is (usually) the singular organizational position
(other than partnerships, etc.) that sets the direction and oversees
the operations of an organization.

Major Roles of the Position of Chief Executive Officer

The following link references the major roles carried out by
the typical chief executive officer.
Roles and
Responsibilities of the Chief Executive

Position Can Have Various Titles

This organizational position, whether in corporations or not,
is also sometimes called the President, Executive Director, Chief
Administrator, etc. Information in this topic will use the phrase
“Chief Executive Officer”.

What Do Chief Executive Officers Do?

Typical Responsibilities

The following link references a listing of the broad responsibilities
of the typical position of chief executive officer.
Typical
Responsibilities of Corporate Chief Executive Officer (nonprofit
or for-profit)

Job Descriptions

The following links reference additional overviews of the general
responsibilities of a chief executive, including listing of those
responsibilities in job descriptions.

“Generic” Job Description

Roles and Responsibilities

Job Descriptions of Nonprofit CEOs

Thanks to Betsey M. Noble, Internet Research Librarian, Global
Employment Solutions, Inc., for the following:
CEO Job Descriptions in Non-Profit Organizations
Sample Nonprofit Executive Director Position Description
TheCEO Role in Associations
Nonprofit Job Description Toolkit
Job Description for Nonprofit Executive Director

Job Descriptions of For-Profit CEOs

The CEO Job Description
The
CEO Job Description
What
do CEOs do? A CEO Job Description

Core Areas of Knowledge and Skills Required by Chief Executive
Officers





The chief executive officer is the overall, primary management
and leadership role in the organization. Therefore, it’s critical
that chief executive officers have strong knowledge and skills
in a wide variety of areas. However, there are certain basic areas
of knowledge and skills which provide the foundation from which
chief executive officers can add knowledge and skills customized
to the particular nature of their organization, its industry (service,
manufacturing, wholesale, etc.) and the current environment (political,
social, economic and technological).

Basics in Management and Leadership

Managing
Yourself
core skills in managing/a>
Core
Competencies for Leading
Boards
of Directors

Planning

Business
Planning (plan a new business organization, product, business
department, etc.)
Strategic
Planning (establish organizational goals and how to reach them)

Organizing

Human
Resources Management
Organizing
Staff
Organizing
Various Types of Groups
Organizing
a New Business (whether for-profit or nonprofit)
Guidelines
to Reorganize a Current Organization

Leading

Leading
Other Individuals
Leading
Groups
Leading
Organizations

Coordinating Activities and Resources (including performance
management)

Ethics
Management Systems
Finances
(For-Profit) or
Finances
(Nonprofit)
Fundraising
(For-Profit) or
Fundraising
(Nonprofit)
Employee
Performance Management
Group
Performance Management
Guidelines, Methods and Resources for Organizational Change Agents
Organizational
Performance Management
Policies
and Procedures
Product/Service
Management
Program
Management
Marketing
and Promotions and Public and Media Relations
Systems
Thinking

Special Topics

CEO Development

Leadership
Development Planning
Management
Development
Seven Surprises for New CEOs

Evaluating the CEO (Typically Referred to as “Executive
Director” if Nonprofits)

Guidelines
for Evaluating the Chief Executive
Sample
Form to Use During Evaluation of Chief Executive
Sample
of a Board’s Supervisory Skills Development Plan for CEO
The Dreaded E.D. Evaluation!
How
Can I Get My Board to Evaluate Me?
Founder’s
Syndrome (when the top executive is a poor manager)
Time for the CEO or Executive Director’s Annual
Performance Review by the Board
Firing the Executive Director

Transitioning to New CEO (including use of contracts)

Hiring
/ Transitioning to a New Chief Executive
Succession Planning
Contracts for Nonprofit Executives
CEO
Contracts
Meatloaf
or Tartare?

Also consider
Succession
Planning

Other Miscellaneous Topics

Founder’s Syndrome
(when the top executive is ineffective manager)
CEO
Education, CEO Turnover, and Firm Performance
Results
of New Daring to Lead Study on Nonprofit Leadership – What a Board Should
Know
Executive
Remuneration – A View from the UK

Learn More in the Library’s Blogs Related to the Role of Chief Executive

In addition to the articles on this current page, also see the following blogs
that have posts related to the Role of Chief Executive. Scan down the blog’s
page to see various posts. Also see the section “Recent Blog Posts”
in the sidebar of the blog or click on “next” near the bottom of a
post in the blog. The blog also links to numerous free related resources.

Library’s
Leadership Blog
Library’s
Supervision Blog

For the Category of Leadership:

To round out your knowledge of this Library topic, you may
want to review some related topics, available from the link below.
Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been
selected for their relevance and highly practical nature.

Related Library Topics

Recommended Books


Posted on

Suggestions to Enhance Working Relationship Between Board Chair and Chief Executive

Elderly Women in a Business Meeting

Suggestions to Enhance Working Relationship

Between Board Chair and Chief Executive

© Copyright Carter McNamara, MBA, PhD, Authenticity Consulting, LLC.

Inherent Struggles Between Both
Roles
Formal Practices and Procedures
that Can Minimize Conflict
Personal Practices to Minimize
Interpersonal Conflicts
If Worse Comes to Worse

Also consider
Related Library Topics

Learn More in the Library’s Blogs Related to Working Relationship Between Board
Chair and Chief Executive

In addition to the articles on this current page, also see the following blogs
that have posts related to Working Relationship Between Board Chair and Chief
Executive. Scan down the blog’s page to see various posts. Also see the section
“Recent Blog Posts” in the sidebar of the blog or click on “next”
near the bottom of a post in the blog. The blog also links to numerous free
related resources.

Library’s Leadership
Blog
Library’s Supervision
Blog

Inherent
Struggles Between Both Roles

Many experts assert that one of the most important ingredients
to a successful corporation (nonprofit or for-profit) is a high-quality
relationship between the board chair and the chief executive.
However, this relationship has several inherent struggles to overcome.
The chief executive was usually in the organization before the
chair was appointed and will be around after the chair will be
gone. In addition, the chief executive is also much closer to
the day-to-day activities in the organization. Lastly, the chief
executive usually knows far more about the organization’s customers.
Consequently, the chief executive may feel that he or she knows
far much more about the organization than the board chair. Yet,
the board chair is responsible to provide leadership to the board
to whom the chief executive is accountable. The board chair leads
the board which evaluates the performance of the chief executive.
Maintaining a high-quality relationship between the two roles
requires a high level of maturity and understanding from both
people filling those roles.

Formal Practices
and Procedures that Can Minimize Conflict

One of the most effective means to minimize conflict
between both roles is to set up formal practices or procedures
that help both people in the roles discern between an organizational
issue and a personal issue. The following suggestions are provided
to help ensure a high-quality relationship between the board chair
and chief executive by establishing formal practices and procedures.

1. Have clearly written and approved procedures for evaluating
the chief executive and in an approach that ensures strong input
from the chief executive.
2. Have regular board training sessions that include overviews
of the roles of board chair and chief executive.
3. When a new board chair or chief executive is brought into the
organization, the two of them should meet to discuss how they
can work together as a team.
4. Agendas for board meetings should be mutually developed by
the board chair and chief executive.
5. The board chair can consult with the chief executive when appointing
(or suggesting to the board) chairs for various committees.
6. Have clear written guidelines about the roles of staff when
they provide ongoing support to board committees.
7. Rotate the board chair position every few years to ensure new
and fresh perspectives in the role.
8. Develop board chairs by having vice chairs for a year who later
become board chairs.
9. Have a board-wide discussion about the frequency and nature
of meetings to be held between the chief executive and board chair.
Avoid frequent, one-on-one meetings that only include these two
people. While it might intuitively seem that meeting with only
these two to cultivate a strong relationship, the risk is too
high that the relationship could become highly personalized and
confusing to other board members. Always write down the highlights
of meetings between the chief executive and board chair and share
these highlights with the entire board.
10. Ensure all board members are trained about the role of the
board, its current committees and their charters and membership,
and that the board chair has basic skills in meeting management.
11. The chief executive and board chair should never conceal information
from the rest of the board. Board members pay prefer to keep certain
information confidential among board members and not tell the
chief executive, but these occasions should be very rare. The
chief executive should never conceal information from the board
— all board members have a right to any information about the
organization.
12. Celebrate accomplishments, including by naming the key people
involved in bringing about the successes. Often these people include
the board chair and chief executive.

Personal
Practices to Minimize Interpersonal Conflicts

In addition to formal practices to minimize conflicts,
the two people in these two roles can follow certain practices
themselves. If you’re a board chair or chief executive,
1. Practice at least the basic skills in interpersonal communications,
e.g., particularly in listening and giving feedback.
2. Whenever you feel conflict, identify to yourself what it is
that you’re actually seeing or hearing that might
be causing the conflict. This attempt helps to differentiate whether
the source of the conflict is the other person’s behavior or,
e.g., some remnant of a relationship or situation in the past.
(Note that whether the conflict is from the other person or not,
it’s still appropriate to work with the other person to address
at least your perception of a conflict with them.)
3. If you’re feeling uneasy, then say out loud what you’re feeling.
If you feel there’s conflict or tension between you two, name
it out loud. This doesn’t mean your “weaker” or out
of control — quite the contrary. It displays a great deal of
maturity and knowledge about interpersonal dynamics to recognize
and surface conflict in order to mutually resolve it
4. Recognize that conflict is inherent in any successful relationship,
particularly in a board if all members are actively meeting their
responsibilities. The important thing here, again, is to name
it if you think it’s becoming an ongoing problem.
5. Keep perspective that no one should have to continue to experience
continued conflicts with someone in their lives, including the
workplace. Know when to say enough is enough — this limit is
your own and you’re the expert at recognizing it.
6. Continue to try sense if the conflict is around an organizational
issue or is a matter of interpersonal “chemistry”, that
is, you both have such differing natures that you’ll probably
need some outside intervention to work together. (Note that if
this is the case, it will be a tremendous learning curve — but
a precious one — for you to learn to work with such natures that
are so different than your own. That’s one hallmark of diversity.)

If Worse
Comes to Worse

Obviously, the course of action for a situation such
as this depends to a great extent on the nature of the organization
and the two people involved. If you’re a board chair or chief
executive who continues to feel conflict in working with the other
person, then consider:
1. Approach the other person and ask for five minutes of their
uninterrupted time. Explain your concern, what you see and
hear that leads you to believe there’s continued conflicts
between both of you, what you would like to see or hear
between both of you in the future, and why continued conflict
can be so destructive to the organization.
2. If the other person says there’s no conflict that they are
aware of (whether there really is or not), then assert to them
that you would appreciate it if they changed certain behaviors
when working with you and specifically describe what behaviors
you’d like to see from them. They either will change their behaviors,
in which case things should improve, or they won’t. In which case,
you’ll need to escalate the issue up the organization, if appropriate,
or seek additional assistance about how you plan to handle the
problem, for example, avoid it, confront it further, negotiate
further, etc.
3. If the problem persists, ask to have time with the Executive
Committee to share your concerns. If this isn’t appropriate, consider
approaching two to three board members one-on-one. (At this point,
it’s critical to remember that any “badmouthing” or
“conspiring” against the other person will only end
up hurting the entire board and organization. Therefore, talk
with a friend or take careful time to reflect about what you want
to say and how to say it to the other board members.) Explain
the situation in terms of the behaviors in the issue, not the
personality or character of the other person. Explain what you’ve
done so far to address the issue. Describe your perception of
the results of your efforts with the other person — note that
it’s your perception. Ask for specific advice to address the issue.
At the end of the meeting, echo back to them what you hear them
suggesting. Attempt to follow their advice. Commit to follow up
with them about the results of your following their advice.
4. If the problems persists, you might consider getting outside
help. Note that this may be more constructive than posing the
problem to the entire board where it may cause great confusion
and unease with little or not clear course of action to resolve
the issue.

For the Category of Leadership:

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.

Related Library Topics

Recommended Books


Posted on

How to Write Your Resume

A-businessman presenting-his-resume

How to Write Your Resume

Sections of this Topic Include:

How Not to Write Your Resume

How to Write Your Resume

Also consider
Related Library Topics

Learn More in the Library’s Blogs Related to Writing a Resume

In addition to the articles on this current page, also see the following blogs
that have posts related to writing a resume. Scan down the blog’s page to see
various posts. Also see the section “Recent Blog Posts” in the sidebar
of the blog or click on “next” near the bottom of a post in the blog.
The blog also links to numerous free related resources.

Library’s
Career Management Blog
Library’s
Coaching Blog
Library’s
Human Resources Blog

How Not to Write Your Resume

There is a vast range of articles about how to write a resume. Some are included
later on below. So perhaps now it would be most meaningful to start by writing
about how NOT to write your resume.

by Sheri Mazurek

In a recent article, Forbes lists three things that will get your resume “thrown
in the trash.” The list includes three resume mistakes that will most likely
get candidates overlooked. The article provides good advice. I would recommend
giving it a read. The Forbes list includes the following:

  • You don’t meet the basic requirements
  • You are not a culture fit
  • You don’t pay attention to detail

In addition, be mindful of the following:

  • The resume doesn’t highlight the qualifications to the specific job for
    which you are applying. Look at the ad or description that is posted. It will
    most likely not only tell you the qualifications, but many times it will start
    with what is most needed or required. If you learned about the job from someone
    in the company or a recruiter, be sure to find out what skills are required
    and what are most important. Your resume will be scanned quickly, be sure
    your can show how your qualifications will fit this position.
  • The resume includes an objective statement that refers to another industry,
    position or company. This is in line with Forbes advice to pay attention to
    detail. I would recommend removing the objective statement all together. Use
    that space for a headline statement that highlights your skills and background.
  • The resume makes claims about your abilities or skills without communicating
    results. Be sure you can show what results you have achieved by using those
    skills. You have very limited space to display your qualifications and sell
    yourself to a recruiter. Use that space wisely.
  • Do not use creative fonts and formatting for your resume. The resume is
    often uploaded into an applicant tracking system. Those systems do not always
    display special fonts accurately. If it doesn’t convert well, the recruiter
    will not be able to read it and it will be skipped.

How to Write Your Resume

Resume
and Cover Letters
44 Resume Writing Tips
Free Resume and Job
Search Workshops
Sample resumes

How to Write a Winning Professional Resume
7
Ways to Impress Recruiters With Your Resume
Reference
in the Resume
What
is it like to work in HR
The
Definitive Guide to Submitting Your Resume in Sand Land
How to Improve Your Employment Application
8 Simple Ways to Customize Your Resume
How to Write a Resume: 6 Steps to Take Before You Write
Free
CV Examples & Templates
Free Printable Job
Applications Online
Don’t Wait Until Job Search, Think Resume In Everything You Do
Is your SHRM membership on your resume?
My Success Portfolio: Why Have One?

For the Category of Career Development:

To round out your knowledge of this Library topic, you may
want to review some related topics, available from the link below.
Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been
selected for their relevance and highly practical nature.

Related Library Topics

Recommended Books


Posted on

How to Plan Your Career

Man in suit holding up a finger

How to Plan Your Career

This topic is about planning your career, for example, to select the right career for you. If, however, you are interested instead in advancing in the same career field, then see Career Advancement. If you are interested in changing your career, see Career Change.

Sections of This Topic Include

Also consider
Related Library Topics

Learn More in the Library’s Blogs Related to Career Planning

In addition to the articles on this current page, also see the following blogs that have posts related to career planning. Scan down the blog’s page to see various posts. Also see the section “Recent Blog Posts” in the sidebar of the blog or click on “next” near the bottom of a post in the blog. The blog also links to numerous free related resources.

Who’s Responsible for Your Career?

© Copyright Marcia Zidle

Many think of it as a 50-50 arrangement. I carry 50% of the responsibility for my career development and my employer carries 50%. Yes, in theory, but not in reality. Here’s the rub.

What an employer considers 50%, you may consider only 10% and be dissatisfied. And what you feel is your 50% contribution, may be considered a measly 20% by your employers. This leads to mismatched expectations and employee/employer frustrations.

The Bottom Line:

If you are concerned about your career advancement, as you should be, then take complete ownership of it. These are some of the things you could do to take charge of your career:

1. Build your career capital.

Career capital consists of your qualifications, experience and reputation. It requires investments of time and resources to grow. Find workshops and trainings that would enhance your capabilities. Don’t assume your organization has no money for professional development – you won’t know unless you ask. However, you may need to do it on your own time or even with some of your own money. Realize this is an investment in your future.

2. Be known and be seen.

Take the initiative. Ask your manager for the opportunity to lead a task force or take on a project outside of your job duties. For example, head a committee recommending personnel policy changes, facilitate the next staff meeting or make a presentation to upper management or the board. It’s not only who you know or who knows you but, most importantly, who knows and is impressed by what you can do.

3. Find a mentor.

You need to have someone who can introduce you to people, give you strategic career advice and help you learn from his or her mistakes. Mentors don’t have to be in your organization. Look around your community. Who is doing interesting work? Who inspires you? Develop a relationship first before popping the mentor question.

4. Work with a coach.

While a mentor can help build your network and give advice, a coach can build your skills and help you develop a winning career strategy. That person can also work with you on the leadership or managerial challenges you’re currently facing so that you don’t make career fatal mistakes.

5. Above all, make sure you perform well.

You can do all the other stuff, but if you do not deliver, sooner or later you will trip up. So step number one in your career development is to do what you are currently doing to the very best of your ability and with all your energy – even if it is not yet what you ultimately want from your career.

Your career is your responsibility.

Yes, of course, you manager should have your best interests in mind, but your career development is not at the top of his her daily to-do list. It should be on the top of yours. So, to take charge of you career, set time aside to answer these questions:

  • What can you do right now to enrich your present job or assignment?
  • What career options can you start exploring for challenge, variety, or greater personal satisfaction?
  • What internal training courses or external seminars can you participate in for professional development?
  • Are there off-the-job experiences that could enhance your portfolio of skills and your reputation as a leader?

What is Career Planning?

© Copyright Marcia Zidle

To make it happen in your career, you need to plan your career.

Career planning is a process of understanding oneself, exploring career options, making wise decisions and moving forward. What complicates it is that people, careers and organizations are constantly changing.

Therefore, career planning is not something done one time early in your career. Rather, it’s an ongoing process throughout your life. It doesn’t matter what’s your profession, your industry or your place of employment.
The reality is lives change, professions change, industries change, organizations change and so your career will change. You can bet on it!

Who Am I?

The foundation of career planning, today and for the future is based on a very clear understanding of who you are as an individual and as a professional person. As a career coach, I’ve found that the greater the congruency between who you are – your skills, values, interests and personality – and your career choices, the greater personal career satisfaction.

Since everyone has a unique mix of skills, strengths and limitations that change over time, the first step in career planning is to look at who you are and what your career is all about. Also, gaining clarity about yourself will help you make better decisions in the future when challenges and opportunities emerge.

Identity Questions

Here are some simple, but profound, questions to start you on this journey. You may want to choose someone, or several people, to help you reflect and provide additional feedback.

  • What do I see as my personal strengths?
  • What are some of my personal limitations?
  • What are my core values – what’s important to me?
  • What are my abilities – things I’m good at and enjoy doing?
  • What have I done, or I am doing now, that makes me feel proud?
  • What are the significant influences on my life that have affected my career?
  • Do I have talents that I feel are underdeveloped – how can I start utilizing them?
  • What are my current obligations or commitments? How might they affect my career?
  • If I could turn the clock back, what career choices or decisions would I make differently?
  • If I could turn the clock ahead, what are some things I would like to accomplish in my life?

What Do You Know?

What have you learned about yourself from this self assessment? Perhaps you would like to have deeper insights. There are career assessment tools that provide personalized information on skills, interests, personality and values or career anchors. Would you like to know more, then let’s start a dialogue.

Career Stages: Which One Are You In?

© Copyright Marcia Zidle

Careers are like life, they don’t stand still. They progress from one stage to another.

Here are career stages that you are going through, have been through, or hope to go through. Pay attention to the potential roadblocks – they can make or break your career advancement.

Stage I – Apprenticeship: Learning the Ropes

You are fresh, most likely young or starting over in a new career. You are hungry for knowledge and seek out guidance from others. At first you are most likely part of a team with specific tasks. You may be closely supervised until your boss has confidence in your abilities. Your “job” is not only to do the work assigned but also to learn about the culture, the company, and the colleagues you work with.

Potential career roadblock: Settling into your current role.

As you develop your capabilities, you may become too comfortable. You’re no longer the new kid on the block. You know your way around. This is the most important time to grow in your career. Ask for more assignments that will expand your expertise and experience. Keep moving ahead.

Stage II – Independent Contributor: Establishing a Reputation

Now you are a doer. You are taking on more responsibility and developing technical depth in assignments. You re also given more autonomy – making decisions that you boss made earlier in your career. You may be part of a committee that makes recommendations on the best software or ways to increase customer satisfaction. This is an opportunity to stand out and shine.

Potential career roadblock: Indecision about your next career move.

Most of us in this stage could steer our careers in several directions. If you are not sure where you want to end up, you may never move toward the goal. So assess if you want to expand your expertise with more challenging assignments or start leading projects or teams in order to develop your managerial abilities.
See Generalist vs Specialist.

Stage III – Leader: Developing and Managing Others

You have the title of supervisor, manager or director. As you progress in this position, you have staff under you. It could be 5 people or even 50. You now get things done and get results through others. You are assigning tasks, managing their work efforts and coaching them to improve or enhance their performance. It may be difficult for you not to be so hands-on since your hands-on skills are what got you here.

Potential career roadblock: Not focusing on your interpersonal skills.

Management is dealing with all kinds and levels of people –subordinates, peers, boss or bosses, other departments or business units, even other companies and the list goes on. It’s important to have well developed communication, negotiation, team building skills. If you don’t, your career growth will
be in jeopardy.
Stage IV – Executive: Exercising Power

You have significant organization responsibility. Your focus is not on day to day operations but on strategy – the future of the organization. Your role is to be proactive – to anticipate change, plan for it, initiative it and lead the organization as it goes through it. That requires dealing more with the external environment and making tough, hard decisions.

Potential career roadblock: Not using the real influence that you have.

By being indecisive and not pushing strategy forward, you may appear wavering or lackluster. People look to their senior leaders for vision, guidance and encouragement especially in these very changing times.

Career Success Tip:

By knowing what career stage you are in, you can focus on the key tasks and avoid the key roadblocks so that you are most effective. Also by knowing the next career stage, you can anticipate and prepare for your next position. In that way you will be proactive, rather than reactive, in your career management.

Additional Perspectives on Career Planning

Using the Internet for Career Development

For the Category of Career Development:

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.


Posted on

How to Network for Professional Development

Networking concept

How to Network for Professional Development

This topic is about planning your career, for example, to select the right career for you. If, however, you are interested instead in advancing in the same career field, then see Career Advancement. If you are interested in changing your career, see Career Change.

Sections of This Topic Include

Also consider
Related Library Topics

Learn More in the Library’s Blogs Related to Networking for Professional Development

In addition to the articles on this current page, also see the following blogs that have posts related to Networking for Professional Development. Scan down the blog’s page to see various posts. Also see the section “Recent Blog Posts” in the sidebar of the blog or click on “next” near the bottom of a post in the blog. The blog also links to numerous free related resources.

Smart Networking: How to Advance Your Career

© Copyright Marcia Zidle

Do you play bumper car or smart networking?

Bumper car networking is when you show up at a meeting or social function, bump up to someone for a couple of minutes, talk about this or that, hand out your business card and say something like: “Let’s get together some time.”

Now smart networking is different. Its focus is on building relationships, not just contacts. Here are seven tips to help you connect with people, develop meaningful conversations and, most importantly, advance your career.

1. Come prepared.

Have two or three openers that you can use with a variety of people you meet. That way, you won’t fumble for something to say when you first meet someone.

Some examples: “What drew you here today? “Have you seen any good movies lately?” “What did you find particularly interesting about the presentation?”

2. Create an agenda.

People often dread small talk situations because they say, “I don’t know what to talk about.” Actually the problem is that there have too much to talk about—an entire universe of topics—not nothing to say. Narrow down your conversation options by making two lists.

  • On the “get” list put who you want to meet or what you want to learn more about.
  • On your “give” list put your areas of expertise, interesting information, people you know, etc.

3. Listen and learn.

Once you’ve asked your opening question, listen patiently to the person’s answer. Allow the speaker to elaborate without rushing to jump in. Be thinking, “What does this person need? What’s on my “give” agenda?”

4. Focus your attention.

Avoid the canned nod-and-smile approach with eyes roaming the room to see who else is there. Continue to ask engaging questions. If you’re friendly and genuinely curious, others will feel comfortable talking with you.

5. Find common ground.

Only after the person has told “his story”, then share your thoughts and experiences. If you find something you both can relate to, that establishes a bond that can lead to further exchanges. Be open to the magic of where the conversation can take you.

6. Ask for their help.

Most people enjoy helping others. Therefore what is it that you want to “get”? Use your agenda to find someone who has written an article you’ve enjoyed, or can introduce you to the speaker, or give you ideas for your upcoming project.

7. End with the next step.

If you want to continue the relationship, conclude with what you’re going to do next or what you expect of the other person.

“I‘ll send you the article we’ve been talking about. Let’s set up a time when we can get together to talk further.”

Preparation, a focused agenda and a genuine interest in others are the keys to smart networking that builds relationships, not just contacts. Think back to a recent networking event you attended. Did you play bumper car or smart networking?

Power Networking: How Well Do You Do It?

© Copyright Marcia Zidle

Relationships are the bread of career life. So make and break bread with others.

In times of change, contacts are the sources of information, opportunity and even power. Don’t let your everyday responsibilities isolate you from others. Move out from behind your desk. Move around in a variety of circles. Move quickly, eat hardy and often. Consider your current assignment as temporary and maintaining your networking as permanent. You never know who will play an important role in your evolving career or life.

Evaluate Your Network

You need to examine three factors: the size, the diversity, and the strength of your contacts. Here’s how:

  • List the key people who are in your career world inside and outside your company. How many people do you know? The greater the size or number, the more access you have to information and support.
  • Review that list and write down what they do or who they work for. Are most of your contacts in your functional area or profession? Or are there linkages to other parts of your organization and outside to customers, suppliers and others?
  • Assess the quality of those relationships. Are they strong or weak?
    One way to decide strength is: How soon will they return your phone call or email, if at all?) The stronger the ties, the more you can go to the well for water – the more you can ask for their time and contacts.

Career Success Tip:

Power networking is not just the number of contacts you have but the breadth of those contacts. If you have a diverse and strong network, you then can tap into a wide variety of resources and information. How well are you networked? How well do you connect for success?

Easy Networking Tips for the Non-Networker

© Copyright Lisa Chapman

Why is networking sometimes uncomfortable? For many people, it’s the expectation and pressure of ‘pushing’ your message. If you’re basically a shy person, this sales approach doesn’t come naturally.

Well, RELAX! With a simple shift in thinking, you can actually ENJOY networking.

Networking is NOT Selling

Effective, engaging and enjoyable networking is an important component of your marketing strategy. But it’s a marketing strategy that is NOT about using people for your gain. Rather, it IS about a win/win exchange of contacts, information, business referrals, and tips that usually help the other person.

When you learn something new that excites you, and the other person learns something interesting or hopeful, a successful networking relationship has begun.

First, Give a Referral or Helpful Tip

Effective networkers are eager to GIVE FIRST. By showing generosity without the expectation to receive, you create enormous goodwill. You also:

Diffuse any pressure related to ‘selling’ yourself or your business. Subconsciously establish a subtle “owe me one”. This will come back to you, whether or not it’s the same person – it’s good energy flow! Feel good about yourself, which leads to a relaxed, enjoyable encounter.

When Networking, First Ask to Help the Other Person

It’s as easy as this: Right after you exchange names and establish each others’ jobs/titles, ask the other person:

“I’m constantly meeting new people. What would be an ideal referral for you?”

This question is about GIVING first. It naturally leads to a great conversation about the other person. You may have a connection or referral to help them. But even if you don’t, just say:

“I’ll definitely keep my ears open and contact you when I have a referral.”

And guess what? Nine times out of ten, they will ask you the same question in return. Voila! You’ve just created a memorable networking exchange with positive goodwill.

Additional Perspectives on Networking for Professional Development

General Resources

For the Category of Career Development:

To round out your knowledge of this Library topic, you may want to review some related topics, available from the link below. Each of the related topics includes free, online resources.

Also, scan the Recommended Books listed below. They have been selected for their relevance and highly practical nature.


Posted on

How to Interview for a Job

Job applicant presenting resume to hiring manager

How to Interview for a Job

Sections of This Topic Include

Test – How Well Do You Get Interviewed?

Do You Know Why You Didn’t Get the Interview?

Additional Perspectives on Interviewing for a Job

Also consider
Related Library Topics

Test – How Well Do You Get Interviewed?

Take the following online test to see how well you would do in getting interviewed
for a job.

Interview
Quiz

Based on the results of the test, what do you want to improve? Consider the
guidelines in the following sections.

Do You Know Why You Didn’t Get the Interview?

© Copyright Sheri Mazurek

A recent article in Wall Street Journal discussed eight blunders made by job
seekers. The list included:

  1. Entitlement syndrome- asking for things such as free lunch at the conclusion
    of the interview
  2. Behaving rudely- examples included bringing a child to the interview or
    opening a sandwich during the interview
  3. Acting arrogantly-accepting a call during the interview
  4. Lies, lies, lies- a candidate falsely claimed a referral from a company
    employee
  5. Dressing down- wearing jeans or attire that doesn’t fit to an interview
  6. Over sharing- sharing personal information
  7. Saying thanks with gifts- sending gifts instead of a simple note to thank
    the interviewer
  8. Sporting a mom-and-dad complex- having mom or dad contact the interviewer

For those you who recruit regularly, you are can probably relate to this list
and can most likely share your own horror stories of things candidates have
done in the interview process. My list of recruiting blunders seems to be a
little more common than the WSJ list, but still equally as damaging and many
applicants seem to be oblivious to the fact that they ruin their chances of
being hired.

  1. Sending in a resume with the changes marked (track changes function in
    word still showing)
  2. Not completing the application
  3. Submitting an application full of grammatical, spelling or typographical
    errors
  4. Not following the application directions
  5. Lies or fabrications on the resume or application (although these will be
    found in the background checks, many candidates seem to forget their own lies
    and admit the falsehoods in the interview or show the inconsistencies between
    the resume and the application)
  6. Arriving late to the interview without an explanation or apology
  7. Knowing absolutely nothing about the company or the position

Additional Perspectives on Interviewing for a Job

There is an extensive amount of information on the Internet
about interviewing for a job.

College
Grad Job Hunter – Job Hunter E-Zine – How to Handle Illegal Interview
Questions
Social
Networking (Online)

Do
you know why you didn’t get the interview?
6 Signs Your Job Interview Went Well
Getting a New Boss? Interview Again for Your
Job
Why Do I Have to Interview For an Internal
Promotion?
How to Handle Rejection
The 6 Crappiest Interview Questions – The Oatmeal
Company Reorganization: How to Stay Employed
A Panel Interview: Create a Great Impression

Also consider
Interviewing Job
Candidates

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