“I am one of the people who love the why of things.“ Catherine the Great
This is going to be a riff on the importance of knowing “why.”
1. I worked for the State of Wisconsin for ten years, primarily in the area of human resources. It became clear to me very quickly that managers generally told their employees what to do, how to do it, and when to do it. But they rarely, if ever, told them why it was important.
If you don’t know why something needs to be done, what its purpose might be, or what the consequences could be if it isn’t done- then it is very difficult to:
(a) be invested in performing the specific project,
(b) make useful decisions to further the success of the project, or
(c) make the necessary adjustments if things go differently than the
manager expected.
2. This is particularly pertinent to the issue of change management. If we really want people to change behavior, they need to see why it will benefit them. It is neither compelling nor engaging to tell them that management wants it or that the law mandates it. They need to understand why choosing not to change will adversely impact them in ways that truly matter to them.
3. For this reason, I stress the importance of having two goals for every learning program: what the participants will learn and why they will care about it. Our learning objectives evolve from our training goals. If we don’t focus in on why the participants will want to learn what we are teaching, we may have great difficulty getting their buy in.
4. Little children continually ask “why?” It is not enough for them to see that the sky is blue, they want to know why it’s blue. They seem to have an innate understanding that everything has a purpose. They want to learn the reason for things and thoughts and behaviors- and they often stump adults, because many of us have set aside our curiosity. We have lost our sense of wonder at life. I wonder why?
5. However, there are adults who retain their sense of wonder and curiosity about the world. Scientists spend their lives trying to discover the why behind natural phenomena.
6. Actually, I think that anyone who cares about doing a good job wants to find the answer to why: Why do children drop out of school? Why does a rocket booster fail? Why do plants grow in one place and not another? There are an infinite number of questions that start with why?
7. Why is ultimately a politically charged word. Unless we question why things are the way they are, we won’t be able to understand them. If we don’t understand their origin and purpose, we will have no benchmark to judge whether or not the purpose is being achieved. My guess is that all changes: all inventions, all creativity, all revolutions began with someone asking “Why?” Why is it this way and not that way? Why do some people have everything while many people have nothing?
8. I used to have a friend who responded to every why with a why not? So often, we ask someone why they are doing something- and implicit in our question is a clear judgment that they should NOT be doing that something. The flip side of asking why is looking at alternatives- why this, why not that?
9. Someone long ago responded to my question why? by saying that “Y is a crooked letter.” It is a clever way to distract someone so that you don’t have to give him or her a real answer. However, it is terribly frustrating to receive that response when you really want to know something.
10. There are times we ask “why?” without any expectation that we will receive a satisfying answer: Why me? Why do bad things happen to good people? Sometimes there is no obvious reason why. That is even more demoralizing.
However, a wise woman once told me that when sad things happen, why? is the wrong question. What we need to ask is how? How will we handle this situation? How will we help those who suffer?
Perhaps if someone had stopped to ask How will we handle an oil drilling disaster? or How will we handle it if the levees don’t hold? we might have been better prepared to respond quickly and effectively. Why didn’t anyone anticipate these issues? And if they did, why didn’t they have a plan in place?
May your learning be sweet.
Deborah
Monday, June 14, 2010
Monday, June 7, 2010
Tip #326: Start With “Why”
“Those who are able to inspire give people a sense of purpose or belonging that has little to do with any external incentive or benefit to be gained.” Simon Sinek
I recently watched a TED presentation by Simon Sinek in which he stressed that people are inspired by Why we do what we do rather than by What we do.
He explained this through his concept of the Golden Circle. Imagine three concentric circles:
* The center circle represents Why we do it.
* The middle circle represents How we do it.
* The outermost circle represents What we do.
According to Sinek:
Why is the “single purpose, cause or belief that serves as the unifying, driving and inspiring force for any individual or organization.
For an organization, the why inspires the products, services, marketing, culture, hiring profile and partnerships the organization makes or performs.
For an individual, the why guides the ideal and most fulfilling decisions- finding a job you love, maintaining friends you trust and buying the brands to which you’re most loyal.”
How is the “guiding principles or actions an organization or individual takes to bring to life their why. Hows are written as verbs as they are actions to be performed and not just inactionable values to be admired, e.g., do the right thing vs. integrity.”
What is the “results of actions taken to bring the why to life; tactics; everything tangible an organization says or does. Everything outsiders can see, hear or experience, e.g. products, services, partnerships, marketing, etc.”
Sinek says that the three levels of certainty in the decisions we make are based on the levels of the Golden Circle. The levels of the Golden Circle relate to the Triune Brain:
In the outer (What) circle, rational decisions [made in the neocortex] are justified on the basis of facts and figures. Although rational decisions are the lowest level of certainty (“I think this is the right decision”) they are easily explained.
In the middle (How) circle, gut decisions [made in the limbic system] are justified on the basis of a “gut feeling” (“I feel this is the right decision.”) Gut decisions have a higher level of certainty than rational decisions, but the reasons that justify the decision are not entirely clear or easily explained. Gut decisions are highly individual.
In the center (Why) circle, Why decisions [also made in the limbic system] “feel right” and can be justified with facts and figures (“I know this is the right decision.”) Why decisions are the highest level of certainty. Multiple people who are driven by the same belief will all agree that the decision feels right and will agree with the facts to justify the decision.
According to Sinek, “People don’t buy What you do, they buy Why you do it. What you do- your products and services- and how you communicate serve as the proof of what you believe.
When you communicate with What, people can understand the facts, figures, features and benefits- but it doesn’t drive their behavior. When you communicate from the inside-out, starting with Why, you influence behavior, and the tangible things you say and do enable people to rationalize their decisions.”
He uses Apple as an example of a company that “follows the principles of the Golden Circle, which is what earns them the ability to inspire innovation and loyalty. If Apple were like everyone else, a marketing message from them would start with What, then try to differentiate with How. But here’s how Apple actually communicates: ‘In all we do, we believe in thinking differently- we challenge the status quo by making our products beautifully designed and simple to use. We just happen to make great computers.’”
Interestingly enough, Apple has just topped Microsoft in market value...
Over twenty-five years ago, I remember visiting the Small Business Development Center at UW-Madison. I wanted to go into business, but I was very concerned about the number of training consultants already in the marketplace. I’ll never forget what Steve Pinkowitz, the Director at that time, told me. He said, “It doesn’t matter how many other training consultants there are, as long as they’re good so that the industry has a good reputation. People will choose to work with you because of who you are as a person and what you stand for.”
I didn’t realize it at the time, but Steve was essentially saying the same thing as Simon Sinek. People (employees, customers, friends) are initially attracted by your beliefs and ideas (your Why). They rationalize their decision to work with or spend time with you based on how you deliver on those beliefs and ideas (your What and How).
You can watch Simon Sinek’s 20-minute presentation at
May your learning be sweet.
Deborah
I recently watched a TED presentation by Simon Sinek in which he stressed that people are inspired by Why we do what we do rather than by What we do.
He explained this through his concept of the Golden Circle. Imagine three concentric circles:
* The center circle represents Why we do it.
* The middle circle represents How we do it.
* The outermost circle represents What we do.
According to Sinek:
Why is the “single purpose, cause or belief that serves as the unifying, driving and inspiring force for any individual or organization.
For an organization, the why inspires the products, services, marketing, culture, hiring profile and partnerships the organization makes or performs.
For an individual, the why guides the ideal and most fulfilling decisions- finding a job you love, maintaining friends you trust and buying the brands to which you’re most loyal.”
How is the “guiding principles or actions an organization or individual takes to bring to life their why. Hows are written as verbs as they are actions to be performed and not just inactionable values to be admired, e.g., do the right thing vs. integrity.”
What is the “results of actions taken to bring the why to life; tactics; everything tangible an organization says or does. Everything outsiders can see, hear or experience, e.g. products, services, partnerships, marketing, etc.”
Sinek says that the three levels of certainty in the decisions we make are based on the levels of the Golden Circle. The levels of the Golden Circle relate to the Triune Brain:
In the outer (What) circle, rational decisions [made in the neocortex] are justified on the basis of facts and figures. Although rational decisions are the lowest level of certainty (“I think this is the right decision”) they are easily explained.
In the middle (How) circle, gut decisions [made in the limbic system] are justified on the basis of a “gut feeling” (“I feel this is the right decision.”) Gut decisions have a higher level of certainty than rational decisions, but the reasons that justify the decision are not entirely clear or easily explained. Gut decisions are highly individual.
In the center (Why) circle, Why decisions [also made in the limbic system] “feel right” and can be justified with facts and figures (“I know this is the right decision.”) Why decisions are the highest level of certainty. Multiple people who are driven by the same belief will all agree that the decision feels right and will agree with the facts to justify the decision.
According to Sinek, “People don’t buy What you do, they buy Why you do it. What you do- your products and services- and how you communicate serve as the proof of what you believe.
When you communicate with What, people can understand the facts, figures, features and benefits- but it doesn’t drive their behavior. When you communicate from the inside-out, starting with Why, you influence behavior, and the tangible things you say and do enable people to rationalize their decisions.”
He uses Apple as an example of a company that “follows the principles of the Golden Circle, which is what earns them the ability to inspire innovation and loyalty. If Apple were like everyone else, a marketing message from them would start with What, then try to differentiate with How. But here’s how Apple actually communicates: ‘In all we do, we believe in thinking differently- we challenge the status quo by making our products beautifully designed and simple to use. We just happen to make great computers.’”
Interestingly enough, Apple has just topped Microsoft in market value...
Over twenty-five years ago, I remember visiting the Small Business Development Center at UW-Madison. I wanted to go into business, but I was very concerned about the number of training consultants already in the marketplace. I’ll never forget what Steve Pinkowitz, the Director at that time, told me. He said, “It doesn’t matter how many other training consultants there are, as long as they’re good so that the industry has a good reputation. People will choose to work with you because of who you are as a person and what you stand for.”
I didn’t realize it at the time, but Steve was essentially saying the same thing as Simon Sinek. People (employees, customers, friends) are initially attracted by your beliefs and ideas (your Why). They rationalize their decision to work with or spend time with you based on how you deliver on those beliefs and ideas (your What and How).
You can watch Simon Sinek’s 20-minute presentation at
May your learning be sweet.
Deborah
Monday, May 31, 2010
Tip #325: How to Make a Good Impression During an Interview
“Relationships of trust depend on our willingness to look not only to our own interests, but also the interests of others.” Peter Farquharson
How well do you perform in interview situations? The following steps will help you make a good impression and handle interviews more effectively so that you get the job.
1. Study your qualifications and abilities and arrange this knowledge in your mind so that you can present it briefly and clearly during the interview.
2. Learn as much as you can beforehand about the company and the position. Do not be afraid to ask questions about the company or the position.
3. Be certain that you like and can do the work for which you are applying.
4. Be prompt. Keep your appointments to the minute. As a matter of fact, make sure to get there early. This will ensure that you will have time to get acclimated to your surroundings, and you will not be late if you have trouble getting there.
5. Be presentable. Be neat, clean and dress appropriately. Do not overdress or wear showy clothes. You want them to remember you because of your answers, not what you wore.
6. Watch your posture. Do not slouch or yawn or display signs of nervousness.
7. Answer all of the employer's questions accurately, honestly, frankly and promptly. Never brag.
8. Be able to give a continuous record of all of your jobs, dates of employment, wages received, the exact nature of your work and the reasons you left. This information is important to the employer.
9. When asked, point out the value derived from your training and past experiences which will carry over to the job you are seeking.
10. Be able to give as references the names of three responsible and reliable people who know you well and will speak positively about you and your abilities.
11. Speak with a feeling of confidence and enthusiasm. Do not bluff or exaggerate. Use good English, speak distinctly, but be careful you do not talk too much.
12. Avoid any arguments with your prospective employer.
13. Do not criticize others, including past employers or associates.
14. Avoid mention of your personal, domestic or financial troubles. The employer is interested primarily in your ability.
15. Show proper respect for the person interviewing you.
16. Do not become discouraged if, during your first interview, you become nervous and fail to present yourself favorably. You will improve the next time.
17. Even if the prospect of an immediate job is not possible, the interviewer's advice regarding future openings can sometimes lead to a job later on.
Bob Beaudine says that there are four questions that employers think about when they interview you: 1. Do I know you? 2. Do I like you? 3. Do you understand my needs? and 4. Are you the best for my situation?
Make sure that the interviewer will be able to answer all four questions with a resounding “Yes!” when you leave the interview.
If you need additional help, please visit my website for a copy of the white paper on: Typical Interview Questions (and how to answer them when they are intended to screen you out).
May your learning be sweet.
How well do you perform in interview situations? The following steps will help you make a good impression and handle interviews more effectively so that you get the job.
1. Study your qualifications and abilities and arrange this knowledge in your mind so that you can present it briefly and clearly during the interview.
2. Learn as much as you can beforehand about the company and the position. Do not be afraid to ask questions about the company or the position.
3. Be certain that you like and can do the work for which you are applying.
4. Be prompt. Keep your appointments to the minute. As a matter of fact, make sure to get there early. This will ensure that you will have time to get acclimated to your surroundings, and you will not be late if you have trouble getting there.
5. Be presentable. Be neat, clean and dress appropriately. Do not overdress or wear showy clothes. You want them to remember you because of your answers, not what you wore.
6. Watch your posture. Do not slouch or yawn or display signs of nervousness.
7. Answer all of the employer's questions accurately, honestly, frankly and promptly. Never brag.
8. Be able to give a continuous record of all of your jobs, dates of employment, wages received, the exact nature of your work and the reasons you left. This information is important to the employer.
9. When asked, point out the value derived from your training and past experiences which will carry over to the job you are seeking.
10. Be able to give as references the names of three responsible and reliable people who know you well and will speak positively about you and your abilities.
11. Speak with a feeling of confidence and enthusiasm. Do not bluff or exaggerate. Use good English, speak distinctly, but be careful you do not talk too much.
12. Avoid any arguments with your prospective employer.
13. Do not criticize others, including past employers or associates.
14. Avoid mention of your personal, domestic or financial troubles. The employer is interested primarily in your ability.
15. Show proper respect for the person interviewing you.
16. Do not become discouraged if, during your first interview, you become nervous and fail to present yourself favorably. You will improve the next time.
17. Even if the prospect of an immediate job is not possible, the interviewer's advice regarding future openings can sometimes lead to a job later on.
Bob Beaudine says that there are four questions that employers think about when they interview you: 1. Do I know you? 2. Do I like you? 3. Do you understand my needs? and 4. Are you the best for my situation?
Make sure that the interviewer will be able to answer all four questions with a resounding “Yes!” when you leave the interview.
If you need additional help, please visit my website
May your learning be sweet.
Monday, May 24, 2010
Tip #324: Tricks to Answering Interview Questions
“We wanted a responsible man for this job,” said the employer to the applicant. “Well, I guess I’m just your man,” said the young fellow. “No matter where I worked, whenever anything went wrong, they told me I was responsible.” Bill Adler
There are tricks to answering interview questions so that the interviewers hear what they need to hear to know that you are the best candidate for the job.
When you hear an interview question, always answer the question behind the question. Think about what the interviewer really wants to know.
For example, a common interview question is “Why do you want this job?” The question behind the question is “Why would we want you in this job?”
Don’t explain how you expect the job will benefit you: “It will give me a desired challenge or promotion or opportunity to use my skills.”
Instead, tell the interviewer how you will benefit the job and the organization: “I’ve worked in organizations with similar services and challenges and feel that my experience will help this company anticipate and respond more quickly and effectively when faced with similar challenges. For example,....”
Another common interview question is: “What do you consider to be your greatest weakness?” The question behind the question is “What have you done to recognize and address this weakness?”
Don’t hand the interviewer a very good reason to dismiss you as a viable candidate: “Well, my greatest weakness is how long it takes me to get things done.”
Instead, show the interviewer what you have done to constructively address this weakness: “My greatest weakness is my need to do work as deliberately and perfectly as possible. However, I have realized that my standard of quality has frequently limited my work performance. As a result, I find out the level of quality expected by my supervisor or my client and work to that standard. This way, my work product meets everyone’s expectations and is always on schedule.”
There are some questions we worry about because we’re not sure we have an acceptable answer. For example, “Why did you leave your last job after just one month?” If you were fired from that job, this can be a frightening question. Before you plan your answer, keep in mind what the interviewer will not want to hear: answers that blame others, especially the prior employer.
This is NOT the place to respond: “Well, my supervisor at that company was completely incompetent and always blamed me for his mistakes. I couldn’t take that kind of harassment, so I left.”
If an interviewer hears this response, it immediately raises concerns about what you might say about the supervisor here when you leave the job- and also that you might have a chip on your shoulder that could end up in a harassment complaint against the company.
This is also NOT the place to respond: “Well, I made some terrible mistakes that cost the company a lot of money, so they had to let me go.”
If an interviewer hears this response, you know what concerns it will raise!
Instead, be diplomatic and gracious: “After I started the job, I discovered that it was not what I had expected.”
There is nothing in this response that would raise unnecessary red flags. Interviewers are human and know that some jobs just aren’t the right fit.
There are other questions that are commonly asked for which you need a clear strategy for answering.
For example, “Tell me about yourself.” The question behind the question may be, “What are all the things I can’t legally ask that you can now tell me about?”
Do NOT provide personal information: “Well, I was born in South Carolina and have twelve brothers and sisters. I’m now a single parent with three children, so I really need this job.”
Instead, keep your answer professional and work-related: “I’ve always been interested in teaching at the elementary school level and made sure that I could practice teach in that environment. I got my degree at....”
Another example, “Where do you expect to be in five years?” The question behind the question is: “Do you plan to use the training and experience you get in this job as a springboard to a job in a different company?”
Since no one really knows what they will be doing in five years, it’s not a very fair or useful question. But please don’t tell the interviewer that!! Instead, provide an honest and diplomatic answer: “I would plan to stay with this company as long as there is a good fit with my skills and abilities.”
Most interviewers are interested in screening out unacceptable job applicants, so they choose questions that will accomplish that. However, if you follow these guidelines for answering interview questions, they will know that you are the best person for the job.
To help those of us who facing a job interview, I have posted a white paper on Typical Interview Questions (and how to answer them when they are intended to screen you out) my website at http://www.laurelandassociates.com.
In next week's Tip, we will look at how to make a good impression during an interview.
May your learning be sweet.
There are tricks to answering interview questions so that the interviewers hear what they need to hear to know that you are the best candidate for the job.
When you hear an interview question, always answer the question behind the question. Think about what the interviewer really wants to know.
For example, a common interview question is “Why do you want this job?” The question behind the question is “Why would we want you in this job?”
Don’t explain how you expect the job will benefit you: “It will give me a desired challenge or promotion or opportunity to use my skills.”
Instead, tell the interviewer how you will benefit the job and the organization: “I’ve worked in organizations with similar services and challenges and feel that my experience will help this company anticipate and respond more quickly and effectively when faced with similar challenges. For example,....”
Another common interview question is: “What do you consider to be your greatest weakness?” The question behind the question is “What have you done to recognize and address this weakness?”
Don’t hand the interviewer a very good reason to dismiss you as a viable candidate: “Well, my greatest weakness is how long it takes me to get things done.”
Instead, show the interviewer what you have done to constructively address this weakness: “My greatest weakness is my need to do work as deliberately and perfectly as possible. However, I have realized that my standard of quality has frequently limited my work performance. As a result, I find out the level of quality expected by my supervisor or my client and work to that standard. This way, my work product meets everyone’s expectations and is always on schedule.”
There are some questions we worry about because we’re not sure we have an acceptable answer. For example, “Why did you leave your last job after just one month?” If you were fired from that job, this can be a frightening question. Before you plan your answer, keep in mind what the interviewer will not want to hear: answers that blame others, especially the prior employer.
This is NOT the place to respond: “Well, my supervisor at that company was completely incompetent and always blamed me for his mistakes. I couldn’t take that kind of harassment, so I left.”
If an interviewer hears this response, it immediately raises concerns about what you might say about the supervisor here when you leave the job- and also that you might have a chip on your shoulder that could end up in a harassment complaint against the company.
This is also NOT the place to respond: “Well, I made some terrible mistakes that cost the company a lot of money, so they had to let me go.”
If an interviewer hears this response, you know what concerns it will raise!
Instead, be diplomatic and gracious: “After I started the job, I discovered that it was not what I had expected.”
There is nothing in this response that would raise unnecessary red flags. Interviewers are human and know that some jobs just aren’t the right fit.
There are other questions that are commonly asked for which you need a clear strategy for answering.
For example, “Tell me about yourself.” The question behind the question may be, “What are all the things I can’t legally ask that you can now tell me about?”
Do NOT provide personal information: “Well, I was born in South Carolina and have twelve brothers and sisters. I’m now a single parent with three children, so I really need this job.”
Instead, keep your answer professional and work-related: “I’ve always been interested in teaching at the elementary school level and made sure that I could practice teach in that environment. I got my degree at....”
Another example, “Where do you expect to be in five years?” The question behind the question is: “Do you plan to use the training and experience you get in this job as a springboard to a job in a different company?”
Since no one really knows what they will be doing in five years, it’s not a very fair or useful question. But please don’t tell the interviewer that!! Instead, provide an honest and diplomatic answer: “I would plan to stay with this company as long as there is a good fit with my skills and abilities.”
Most interviewers are interested in screening out unacceptable job applicants, so they choose questions that will accomplish that. However, if you follow these guidelines for answering interview questions, they will know that you are the best person for the job.
To help those of us who facing a job interview, I have posted a white paper on Typical Interview Questions (and how to answer them when they are intended to screen you out) my website at http://www.laurelandassociates.com.
In next week's Tip, we will look at how to make a good impression during an interview.
May your learning be sweet.
Monday, May 17, 2010
Tip #323: How to Ace a Job Interview
“One important key to success is self-confidence. An important key to self-confidence is preparation.” Arthur Ashe
Spring is a time of new beginnings, so what better topic than interviewing for a new job? No, this is not meant to suggest that entrepreneurs who experience burnout symptoms should leave their businesses and go work for someone else. And don’t worry, that is not my plan, either. But there are many people looking for jobs right now and so this topic is very timely.
Whether they are interviews for a consulting project or a job, all interviews are ultimately concerned about what you can do for the company, not what the company can do for you. If you really want the job, you need to know what the company needs, how your knowledge and skills can meet those needs, and what you have to say in the interview. The following tips will help you plan and implement an effective interview strategy.
1. Plan your interview strategy. Research current issues and concerns, so that you can anticipate the needs of the position and the company and how you can benefit them in the position. Identify the information you feel they need to receive. If they do not ask you the necessary questions to draw that information out, you will need to add the information before the close of the interview.
2. Before you enter the room, get relaxed. Breathe deeply, do a full body yawn, smile and get ready to enjoy the experience. If your throat tends to get dry when you are nervous, bring in a glass of water to sip.
3. Accept your responsibility to relax the interviewer. Smile, shake hands, and show that you are comfortable and interested. You will be an oasis of calm in a sea of the other candidates' terror. The interviewer will be able to relax and enjoy you.
4. Anticipate the interviewer's expectations and address them if you do not feel that you initially appear to meet them. For example, you are interviewing for a supervisory position, but you have a quiet voice and laid back manner. Before you answer the first question posed to you, indicate that you are aware of how important it is for a supervisor to be firm and assure the interviewer that you are fully capable of making your expectations known and getting them met.
5. When a question is asked, repeat it out loud. That will give you time to think about it as you form an answer. It will also help you avoid any misunderstanding if you did not hear the question correctly. The interviewer can correct you before you proceed to answer the wrong question.
6. If you were given an opportunity to review the questions and jot down notes prior to the interview, make large outline notes on the paper and place it in your lap- not on the table in front of you. You want to avoid the tendency to read your answer rather than speak directly to the interviewer.
7. Answer each question from the standpoint of how you can help the company, not what the company can do for you. Someone in the company chose those questions because they have a problem to solve. Make sure that your answer shows them that you understand the problem and have the necessary knowledge and skill to help find a good solution.
8. Make sure that you answer all questions completely. Never assume that the interviewers will draw forward the answer from one question to a related question. They need to hear the answer both times. Also, especially if you know the members of the panel, do not assume that they will give you credit for knowledge or experience that they know you have but you do not specifically mention during the interview.
9. If you forget a point that you planned to make, don't worry about it. Apologize for the cliffhanger. You will remember the point later and be able to bring it up it either before you answer another question or at the end of the interview, when you are asked if you have anything to add.
10. Try to maintain eye contact with the interviewer. If there is an interview panel and eye contact with all of the members is uncomfortable for you, then address the questioner. If you cannot get eye contact with that individual, then look at whomever is looking at you.
11. Do not make any assumptions about the body language of the interviewers. For example, just because someone is nodding his or her head while you answer a question, it does not mean agreement with your answer. Some people nod simply to indicate that they are listening to you.
12. Never negatively label yourself or talk yourself down. Keep in mind that the interviewers’ primary goal is to screen you out if there are any red flags. Do not hand them a reason to discount you as a viable candidate for the position.
13. Be prepared to explain why you want the job- in terms of the benefits you can bring to the position and the company. Make sure you can show how your training and/or experience prepare you to address specific current issues and concerns.
14. Always have something to add when you are given the opportunity at the end of the interview. If they have asked enough questions to obtain all of the information you feel necessary, then simply highlight and briefly summarize this information. If they have not drawn out sufficient information from you, then provide it. If you say nothing, you give the impression that you do not really care about the job, and that will cue the interviewers not to take you seriously, either.
15. If you do not get this position, contact the interviewers and cordially ask them if they would be willing to give you feedback that would help you be more successful in future interviews.
16. Remember that supervisors talk to each other. If you do well in an interview but are not selected, you may still be called to interview for another position through the use of related registers.
If you follow all of these tips, you should make an excellent impression on the interviewer.
To help those of us who facing a job interview, I have posted a white paper on Typical Interview Questions (and how to answer them when they are intended to screen you out) my website at http://www.laurelandassociates.com.
In next week's Tip, we will look at the tricks to answering typical interview questions, particularly those that are intended to screen you out.
May your learning be sweet.
Spring is a time of new beginnings, so what better topic than interviewing for a new job? No, this is not meant to suggest that entrepreneurs who experience burnout symptoms should leave their businesses and go work for someone else. And don’t worry, that is not my plan, either. But there are many people looking for jobs right now and so this topic is very timely.
Whether they are interviews for a consulting project or a job, all interviews are ultimately concerned about what you can do for the company, not what the company can do for you. If you really want the job, you need to know what the company needs, how your knowledge and skills can meet those needs, and what you have to say in the interview. The following tips will help you plan and implement an effective interview strategy.
1. Plan your interview strategy. Research current issues and concerns, so that you can anticipate the needs of the position and the company and how you can benefit them in the position. Identify the information you feel they need to receive. If they do not ask you the necessary questions to draw that information out, you will need to add the information before the close of the interview.
2. Before you enter the room, get relaxed. Breathe deeply, do a full body yawn, smile and get ready to enjoy the experience. If your throat tends to get dry when you are nervous, bring in a glass of water to sip.
3. Accept your responsibility to relax the interviewer. Smile, shake hands, and show that you are comfortable and interested. You will be an oasis of calm in a sea of the other candidates' terror. The interviewer will be able to relax and enjoy you.
4. Anticipate the interviewer's expectations and address them if you do not feel that you initially appear to meet them. For example, you are interviewing for a supervisory position, but you have a quiet voice and laid back manner. Before you answer the first question posed to you, indicate that you are aware of how important it is for a supervisor to be firm and assure the interviewer that you are fully capable of making your expectations known and getting them met.
5. When a question is asked, repeat it out loud. That will give you time to think about it as you form an answer. It will also help you avoid any misunderstanding if you did not hear the question correctly. The interviewer can correct you before you proceed to answer the wrong question.
6. If you were given an opportunity to review the questions and jot down notes prior to the interview, make large outline notes on the paper and place it in your lap- not on the table in front of you. You want to avoid the tendency to read your answer rather than speak directly to the interviewer.
7. Answer each question from the standpoint of how you can help the company, not what the company can do for you. Someone in the company chose those questions because they have a problem to solve. Make sure that your answer shows them that you understand the problem and have the necessary knowledge and skill to help find a good solution.
8. Make sure that you answer all questions completely. Never assume that the interviewers will draw forward the answer from one question to a related question. They need to hear the answer both times. Also, especially if you know the members of the panel, do not assume that they will give you credit for knowledge or experience that they know you have but you do not specifically mention during the interview.
9. If you forget a point that you planned to make, don't worry about it. Apologize for the cliffhanger. You will remember the point later and be able to bring it up it either before you answer another question or at the end of the interview, when you are asked if you have anything to add.
10. Try to maintain eye contact with the interviewer. If there is an interview panel and eye contact with all of the members is uncomfortable for you, then address the questioner. If you cannot get eye contact with that individual, then look at whomever is looking at you.
11. Do not make any assumptions about the body language of the interviewers. For example, just because someone is nodding his or her head while you answer a question, it does not mean agreement with your answer. Some people nod simply to indicate that they are listening to you.
12. Never negatively label yourself or talk yourself down. Keep in mind that the interviewers’ primary goal is to screen you out if there are any red flags. Do not hand them a reason to discount you as a viable candidate for the position.
13. Be prepared to explain why you want the job- in terms of the benefits you can bring to the position and the company. Make sure you can show how your training and/or experience prepare you to address specific current issues and concerns.
14. Always have something to add when you are given the opportunity at the end of the interview. If they have asked enough questions to obtain all of the information you feel necessary, then simply highlight and briefly summarize this information. If they have not drawn out sufficient information from you, then provide it. If you say nothing, you give the impression that you do not really care about the job, and that will cue the interviewers not to take you seriously, either.
15. If you do not get this position, contact the interviewers and cordially ask them if they would be willing to give you feedback that would help you be more successful in future interviews.
16. Remember that supervisors talk to each other. If you do well in an interview but are not selected, you may still be called to interview for another position through the use of related registers.
If you follow all of these tips, you should make an excellent impression on the interviewer.
To help those of us who facing a job interview, I have posted a white paper on Typical Interview Questions (and how to answer them when they are intended to screen you out) my website at http://www.laurelandassociates.com.
In next week's Tip, we will look at the tricks to answering typical interview questions, particularly those that are intended to screen you out.
May your learning be sweet.
Monday, May 10, 2010
Tip #322: Avoid the Vicious Cycle of Entrepreneurial Burnout in a Depressed Economy
“I’m living so far beyond my income that we may almost be said to be living apart.” e.e. cummings
A depressed economy is very hard on those of us who are solo entrepreneurs. With business slow or nonexistent, our incomes drop to depths we thought we would never see again. It is understandable if we start to burn out. Unfortunately, as we become more worried, depressed and stressed, it is much harder for us to do what we need to do to keep our businesses afloat.
The vicious cycle begins with a lack of income. In response, we begin to define our necessary operating costs more narrowly. However, most solo entrepreneurs must rely on outside expertise and services. Cutting out some of those services can be highly detrimental to the health of our businesses.
For example, if we decide not to renew our membership in professional organizations, we may save money initially. However, in the long run, our lost opportunities to network with other members and stay current on the issues in our profession will most definitely cause us to lose money. The contacts, referrals, exposure, and additional expertise are really essential for the growth of our businesses.
If we decide we can no longer afford professional bookkeeping, accounting, or marketing services, we run the real risk of errors or omissions that may be very costly. Our decision will have also have a detrimental impact on the professionals who provide such services to solo entrepreneurs, because they are often either solo practitioners or small business owners themselves.
When our income is insufficient, we can easily become overwhelmed with worry. We worry whether we should try to stay in business or instead try to find a job with a larger more established business or organization. We worry if we are using our time wisely when we experiment with different marketing approaches. We worry that we will annoy them if we ask our customers if they might have additional work for us to do. We worry about paying our bills and meeting our obligations.
This situation can lower our self-esteem. Many entrepreneurs define ourselves on the basis of the work we do and what we accomplish. When work stops coming in and we go for weeks without a tangible professional achievement, our sense of self worth suffers. We start to question our own capabilities and worry that we no longer have what it takes to run a successful business.
When we have trouble trusting in our own competence, we can fall prey to a sense of futility. We feel trapped in our business, because we doubt that any other employer will want us. We feel trapped by our circumstances, because we doubt our ability to do anything constructive to better them.
Our lowered self esteem, coupled with our sense of futility, can cause us to isolate ourselves from family, friends, colleagues and customers. We are not able to provide for our family in the manner that we desire, so we avoid talking with them. Our lack of income directly impacts our ability to participate in recreational activities with our friends or colleagues, so we stop calling them. We are ashamed to have them know about our failure.
As a result, we isolate ourselves from the very people who would be willing and able to provide the support we desperately need. Our family and friends would offer emotional support, if we gave them the chance. Our colleagues could provide professional suggestions and business recommendations, if we brought them into our confidence. We deny ourselves what we most need at such a time- a sounding board and a sense of community and support.
It is no wonder that our stress spikes. The more stressed we feel, the less we are able to remain professional and effective in our business-related activities and communications. Whether we tend to get highly emotional or completely withdrawn when we are very stressed, the outcome is the same. When we are not very pleasant or we make ourselves inaccessible, people eventually get frustrated and choose to avoid interacting with us. Their avoidance reinforces our negative perception of ourselves and makes us feel even more isolated and abandoned.
We get angry with ourselves for failing and ending up in this seemingly futile situation. We feel betrayed by our incompetence and inability to help ourselves. We also feel betrayed by family, friends and colleagues because they do not persevere in breaking down the barriers we ourselves erected. We can become profoundly depressed, which deadens our initiative and stifles our ability to pull our businesses and ourselves out of the dumps.
Our depression makes it very difficult for us to effectively serve the customers we already have or to attract and retain new customers. This in turn negatively affects our income. The vicious cycle of entrepreneurial burnout begins again.
Don’t allow yourself to get on this burnout track. Do what you can to keep a positive attitude. Remember who you are, what you have accomplished, and what you have to offer. If you have trouble remembering, ask your family, friends and colleagues. They can certainly remind you.
Nothing lasts forever, including a depressed economy. Stay conscious of your situation, but not paralyzed by it. Set a plan in place.
Update your resume, in case you want to seek part time or even full time work with another employer. You may never choose to use it, but it’s nice to have one handy should an opportunity arise. Updating your resume is also a great way to validate yourself and your achievements.
Review your income streams and focus on what brings you the most income for the least effort. Cease unnecessary effort that generates little return.
Instead of cutting necessary professional services, see if you can barter skills that those businesses might need.
Broaden your scope or approach to doing business. Consider e-trade. Write articles and speak at professional events to market your business.
Don’t hide. Instead, become even more active in professional organizations and community activities. Who knows what the next formal or informal networking occasion may bring in terms of referrals and new business.
Keep your community of support close- and trust that they will want to be part of your journey, whether it is smooth or rocky.
Look for creative ways to succeed rather than giving in and giving up. It is your business and your life. You choose.
To help those of us who are highly stressed or facing burnout, I have posted a white paper on Hot Tips for Good Mental Health on my website at http://www.laurelandassociates.com.
In next week’s Tip, we will turn to a more uplifting topic better suited to a beautiful spring.
May your learning be sweet.
A depressed economy is very hard on those of us who are solo entrepreneurs. With business slow or nonexistent, our incomes drop to depths we thought we would never see again. It is understandable if we start to burn out. Unfortunately, as we become more worried, depressed and stressed, it is much harder for us to do what we need to do to keep our businesses afloat.
The vicious cycle begins with a lack of income. In response, we begin to define our necessary operating costs more narrowly. However, most solo entrepreneurs must rely on outside expertise and services. Cutting out some of those services can be highly detrimental to the health of our businesses.
For example, if we decide not to renew our membership in professional organizations, we may save money initially. However, in the long run, our lost opportunities to network with other members and stay current on the issues in our profession will most definitely cause us to lose money. The contacts, referrals, exposure, and additional expertise are really essential for the growth of our businesses.
If we decide we can no longer afford professional bookkeeping, accounting, or marketing services, we run the real risk of errors or omissions that may be very costly. Our decision will have also have a detrimental impact on the professionals who provide such services to solo entrepreneurs, because they are often either solo practitioners or small business owners themselves.
When our income is insufficient, we can easily become overwhelmed with worry. We worry whether we should try to stay in business or instead try to find a job with a larger more established business or organization. We worry if we are using our time wisely when we experiment with different marketing approaches. We worry that we will annoy them if we ask our customers if they might have additional work for us to do. We worry about paying our bills and meeting our obligations.
This situation can lower our self-esteem. Many entrepreneurs define ourselves on the basis of the work we do and what we accomplish. When work stops coming in and we go for weeks without a tangible professional achievement, our sense of self worth suffers. We start to question our own capabilities and worry that we no longer have what it takes to run a successful business.
When we have trouble trusting in our own competence, we can fall prey to a sense of futility. We feel trapped in our business, because we doubt that any other employer will want us. We feel trapped by our circumstances, because we doubt our ability to do anything constructive to better them.
Our lowered self esteem, coupled with our sense of futility, can cause us to isolate ourselves from family, friends, colleagues and customers. We are not able to provide for our family in the manner that we desire, so we avoid talking with them. Our lack of income directly impacts our ability to participate in recreational activities with our friends or colleagues, so we stop calling them. We are ashamed to have them know about our failure.
As a result, we isolate ourselves from the very people who would be willing and able to provide the support we desperately need. Our family and friends would offer emotional support, if we gave them the chance. Our colleagues could provide professional suggestions and business recommendations, if we brought them into our confidence. We deny ourselves what we most need at such a time- a sounding board and a sense of community and support.
It is no wonder that our stress spikes. The more stressed we feel, the less we are able to remain professional and effective in our business-related activities and communications. Whether we tend to get highly emotional or completely withdrawn when we are very stressed, the outcome is the same. When we are not very pleasant or we make ourselves inaccessible, people eventually get frustrated and choose to avoid interacting with us. Their avoidance reinforces our negative perception of ourselves and makes us feel even more isolated and abandoned.
We get angry with ourselves for failing and ending up in this seemingly futile situation. We feel betrayed by our incompetence and inability to help ourselves. We also feel betrayed by family, friends and colleagues because they do not persevere in breaking down the barriers we ourselves erected. We can become profoundly depressed, which deadens our initiative and stifles our ability to pull our businesses and ourselves out of the dumps.
Our depression makes it very difficult for us to effectively serve the customers we already have or to attract and retain new customers. This in turn negatively affects our income. The vicious cycle of entrepreneurial burnout begins again.
Don’t allow yourself to get on this burnout track. Do what you can to keep a positive attitude. Remember who you are, what you have accomplished, and what you have to offer. If you have trouble remembering, ask your family, friends and colleagues. They can certainly remind you.
Nothing lasts forever, including a depressed economy. Stay conscious of your situation, but not paralyzed by it. Set a plan in place.
Update your resume, in case you want to seek part time or even full time work with another employer. You may never choose to use it, but it’s nice to have one handy should an opportunity arise. Updating your resume is also a great way to validate yourself and your achievements.
Review your income streams and focus on what brings you the most income for the least effort. Cease unnecessary effort that generates little return.
Instead of cutting necessary professional services, see if you can barter skills that those businesses might need.
Broaden your scope or approach to doing business. Consider e-trade. Write articles and speak at professional events to market your business.
Don’t hide. Instead, become even more active in professional organizations and community activities. Who knows what the next formal or informal networking occasion may bring in terms of referrals and new business.
Keep your community of support close- and trust that they will want to be part of your journey, whether it is smooth or rocky.
Look for creative ways to succeed rather than giving in and giving up. It is your business and your life. You choose.
To help those of us who are highly stressed or facing burnout, I have posted a white paper on Hot Tips for Good Mental Health on my website at http://www.laurelandassociates.com.
In next week’s Tip, we will turn to a more uplifting topic better suited to a beautiful spring.
May your learning be sweet.
Monday, May 3, 2010
Tip #321: The Catch-22 of Burnout- The More You Worry, the More You Have Reason to Worry!
"Sometimes I worry about being a success in a mediocre world." Lily Tomlin
If you own your own business, it is very easy to burn yourself out. There are three tracks that lead to the stress and the feeling of powerlessness that create extreme exhaustion, otherwise known as burnout. One track begins with worry. This article looks at the steps along that track and what you can do to help yourself before you get burnt out.
There are so many things that can go wrong when you run your own business. How many times have you lost sleep because a contract fell through, you couldn’t make payroll, a big box store was moving into your market, or employee morale or productivity was low, etc.?
There are also many things that can go well when you run your own business. Some of us worry about success, too much incoming work, too much income leading to higher taxes, too many golden opportunities, or expanding the business. If we are prone to worry, we can easily find something to worry about!
Unfortunately, the more we worry, the more we have reason to worry. Worry can cause us to overextend ourselves. We may work longer hours, take greater financial risks, promise faster turnaround on projects, take on more responsibilities, or make more commitments than we have the time to fulfill. Worry can fatigue our minds and overextension can fatigue our bodies. Between the two, we have a disaster waiting to happen, which gives us additional reasons to worry.
When we overextend ourselves, we aren’t able to meet deadlines, follow through on promises or fulfill expectations. We have even less time to plan, monitor, and trouble shoot so that we can get off of this downward spiral. The quantity and the quality of our work suffer. Who said: The faster we go, the behinder we get? Now we really have something to worry about!
When worry causes us to overextend ourselves and fill every waking hour with work, we have no time to rest or replenish ourselves. This lack of balance in our lives can be devastating on many levels. If we work to provide for our families, the more we work, the less time we have to spend with our families. Our relationships begin to suffer. If we pride ourselves on being a good parent, spouse, life partner, sibling or child, this will take a huge toll on our sense of self worth.
Without balance in our lives, when bad things happen in our business we have nothing else to bolster us up. We lack sufficient resources to respond to business troubles in a constructive, problem solving fashion. Exhausted, we easily fall prey to worry and fear.
When we worry so much that we overextend ourselves, filling every available hour so that we have no balance in our lives, exhaustion and fatigue cannot be far behind. The more we push ourselves, the more exhausted we become, and our health will suffer. Inadequate rest, meals eaten on the run or not eaten at all, long hours spent hunched over a computer, at a desk, or on the road- will all eventually impact our health.
Now there’s another worry nightmare: if we are too sick to work, deadlines won’t be met, clients won’t be served, everything will fall to pieces and our business will fail. Let’s not even consider the cost of health care, particularly if we don’t have health insurance coverage.
We quickly start to stress about everything because we are so exhausted and driven that we have no objectivity. Fatigued, in poor health, dealing with ruined family relationships, we end up with no coping mechanisms in place. As a result, a pervasive feeling of powerlessness can further paralyze us.
It may be human nature to worry, but worry never solved anything. Anonymous said it best: “Don't tell me that worry doesn't do any good. I know better. The things I worry about don't happen.”
When we worry so much that it paralyzes us with fear, we have a real problem. Don’t let it get to that point. When worry starts to take over your life, take a step back and take a deep breath. Be thankful for all of the gifts, both large and small, in your daily life. Then make a plan.
I won’t insult you by telling you, don’t worry, be happy. I think that a more useful mantra is: don’t worry, take action!
To help those of us who are highly stressed or facing burnout, I have posted a white paper on Hot Tips for Good Mental Health on my website at http://www.laurelandassociates.com.
In next week's Tip, we will look at the third track to burnout that begins with insufficient income.
May your learning be sweet.
If you own your own business, it is very easy to burn yourself out. There are three tracks that lead to the stress and the feeling of powerlessness that create extreme exhaustion, otherwise known as burnout. One track begins with worry. This article looks at the steps along that track and what you can do to help yourself before you get burnt out.
There are so many things that can go wrong when you run your own business. How many times have you lost sleep because a contract fell through, you couldn’t make payroll, a big box store was moving into your market, or employee morale or productivity was low, etc.?
There are also many things that can go well when you run your own business. Some of us worry about success, too much incoming work, too much income leading to higher taxes, too many golden opportunities, or expanding the business. If we are prone to worry, we can easily find something to worry about!
Unfortunately, the more we worry, the more we have reason to worry. Worry can cause us to overextend ourselves. We may work longer hours, take greater financial risks, promise faster turnaround on projects, take on more responsibilities, or make more commitments than we have the time to fulfill. Worry can fatigue our minds and overextension can fatigue our bodies. Between the two, we have a disaster waiting to happen, which gives us additional reasons to worry.
When we overextend ourselves, we aren’t able to meet deadlines, follow through on promises or fulfill expectations. We have even less time to plan, monitor, and trouble shoot so that we can get off of this downward spiral. The quantity and the quality of our work suffer. Who said: The faster we go, the behinder we get? Now we really have something to worry about!
When worry causes us to overextend ourselves and fill every waking hour with work, we have no time to rest or replenish ourselves. This lack of balance in our lives can be devastating on many levels. If we work to provide for our families, the more we work, the less time we have to spend with our families. Our relationships begin to suffer. If we pride ourselves on being a good parent, spouse, life partner, sibling or child, this will take a huge toll on our sense of self worth.
Without balance in our lives, when bad things happen in our business we have nothing else to bolster us up. We lack sufficient resources to respond to business troubles in a constructive, problem solving fashion. Exhausted, we easily fall prey to worry and fear.
When we worry so much that we overextend ourselves, filling every available hour so that we have no balance in our lives, exhaustion and fatigue cannot be far behind. The more we push ourselves, the more exhausted we become, and our health will suffer. Inadequate rest, meals eaten on the run or not eaten at all, long hours spent hunched over a computer, at a desk, or on the road- will all eventually impact our health.
Now there’s another worry nightmare: if we are too sick to work, deadlines won’t be met, clients won’t be served, everything will fall to pieces and our business will fail. Let’s not even consider the cost of health care, particularly if we don’t have health insurance coverage.
We quickly start to stress about everything because we are so exhausted and driven that we have no objectivity. Fatigued, in poor health, dealing with ruined family relationships, we end up with no coping mechanisms in place. As a result, a pervasive feeling of powerlessness can further paralyze us.
It may be human nature to worry, but worry never solved anything. Anonymous said it best: “Don't tell me that worry doesn't do any good. I know better. The things I worry about don't happen.”
When we worry so much that it paralyzes us with fear, we have a real problem. Don’t let it get to that point. When worry starts to take over your life, take a step back and take a deep breath. Be thankful for all of the gifts, both large and small, in your daily life. Then make a plan.
I won’t insult you by telling you, don’t worry, be happy. I think that a more useful mantra is: don’t worry, take action!
To help those of us who are highly stressed or facing burnout, I have posted a white paper on Hot Tips for Good Mental Health on my website at http://www.laurelandassociates.com.
In next week's Tip, we will look at the third track to burnout that begins with insufficient income.
May your learning be sweet.
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