Do you have an inner directive? by Barbara Babkirk – October 29, 2014

“Do you have any thoughts about what you might want to do?” I asked Alice who had recently been laid off from her job of 12 years.  Her former employer offered her career counseling (also called outplacement) with my company, Heart At Work Associates, to help her transition to new work.

“I was hoping you’d give me some ideas about what I’m qualified to do”, she responded. Fair enough I thought.

Alice’s expectation was not off base. After all, it’s my job as a career counselor to know the marketplace and help clients recognize where their skills fit. Most often, I base these ideas on clients’ interests and values as well as their competencies.

When I asked Alice what topics or activities engaged her, she leaned forward and without hesitation said “writing”.  “I just have to make time for it”, she added convincingly.

It wasn’t only what she said, but how she said it that made me realize that Alice was speaking about an “inner directive” – a compelling message that won’t go away or be ignored.

Not unlike many people who have given voice to this type of inner mandate, Alice had been thinking about writing for a few years. But, now, as she pondered a change, it seemed like the time was right to honor it.

We discussed how she might begin: find a writing class, a writing coach or both, buy a special journal. I could see the excitement in her eyes as her plan of action unfolded.

Over the course of our work together, Alice kept to her part of the plan and appreciated a sense of accountability she felt from her appointments with me.

Her writing practice began to take hold and it found a place amid her life commitments. Her job search also picked up momentum.

While a focus on writing could have been seen as a detour from her need to get reemployed, it actually had the opposite effect. Alice’s willingness to address her inner directive (which had been weighing on her for some time) put her mind and heart at ease and freed up attention so she could fully engage in her job search.

Do you have a “must do” that deserves your attention?

Dear niece…why your resume won’t work by Scott Woodard – October 21, 2014

My college-aged niece needed a resume to seek paid internships for the summer.

She had taken a template she found online and inserted her relevant information. She asked her mother to pass it along to me for approval. Here’s my response:

Hey kiddo,

Your mom forwarded your resume in which you asked for approval. Sorry, I’m not going to approve this version. Let me tell you why. Resumes are over rated. That’s not to say you can get away with not having one, but they tend to exist primarily for HR. As long as we have to adhere to HR requirements, we need to have one of the darn things.

You can probably guess that I’m a bit of a contrarian. While I hate the darn things, they are necessary.

So let’s look at the purpose of a resume. The primary purpose of your document is to obtain an interview. The way you get an interview is to separate yourself from the herd. DO NOT be like everyone else! Don’t be too far out there, but write a document that calls attention to your strengths, skills and qualifications….accentuate the positive, big time!

So what does your current document show?

  1. You’re a college student;
  2. You’re looking for a position in museum PR or marketing;
  3. You’ve taken some media courses;
  4. You know first aid;
  5. You’ve had some work experience.

Let’s talk about what you should be showing:

  1. LEADERSHIP! … I can’t stress this enough. You, my dear, are a leader. You’ve sought out leadership challenges in every role that I’m aware of. The most obvious, of course, is your Gold Award in Girl Scouts. You’re someone who steps up and assumes responsibility and leadership roles. You have to work on this message.
  2. Stories that demonstrate your leadership and showcase your abilities. I seem to recall a newspaper article your mom sent a while back about a resolution you convinced your local city council to pass. I’m not seeing it in your current document. Why not?! People remember stories Tell stories – briefly and crisply – about your leadership accomplishments
  3. A communicator…Communications majors communicate, darn it! Don’t just list course work. Oh, and by the way, check your spelling and tenses.

I know all this because I know you. But HR or a hiring manager won’t get it from this document. You’ll just go into a pile with everyone else. Low percentage job seeking. Be different – not weird – but stand out.

So, if you were my client, here’s what I’d suggest: Draft a document that showcases leadership and responsibility. Then get on LinkedIn.

I just did a search on LinkedIn for people who went to your college and got about 17,000 hits in my network, and you’re the only one I know there. When I filtered for your hometown, 1,378 people show up. Get on LinkedIn and connect with these people. Alumni networks are powerful resources for referrals.

The point is you need to tell the story you want heard. That’s not happening with the current document. Moreover, you can’t do just one thing. You have to use a variety of methods to find the job you want. Alumni networks are one of the best ways to reach out to people. Alums love helping budding young professionals from their alma maters. Take advantage of their networks.

So not what you expected, huh? Not to worry; all is not lost. You’ve got a good start, but it needs work. Let’s talk about the best way to make your resume stronger.

Cheers,

Uncle Scott

Are you ready to change your career? If not now, when? by Barbara Babkirk – October 7, 2014

Conclusions of a recent study conducted by the University of Phoenix was consistent with past similar survey results: over half of Americans want to change their careers.

Having spent two decades listening to people’s career stories, I have my ideas about why so many Americans are disenchanted with their professions.

First, most people don’t feel that they intentionally choose their career direction. Clients often tell me that “opportunities just fell in my lap” or “I took what was offered to me and it led me to this career”.

Our 20’s and 30’s set the stage for a lack of direction when most of us are trying to figure out who we are in the world and what value we could offer. We plod along and develop skill sets that may or may not be what energizes us or gets us up in the morning, but at least we begin to make contributions to the larger world.

Some of us follow in our parents’ footsteps or in the direction expected of us without regard to our own particular interests.

Embarking on a career path that is focused on the outer world rather than on our inner reality is neither wrong nor right. In fact, in some instances the end result can be a positive blend of our skills, interests and priorities. But, it’s a bit of a gamble.

A less risky way to establish a career (or change one) is to look at ourselves first before being influenced by the next shiny opportunity or clear expectation from someone important to us.

Here are questions to consider that will shift you from outer to inner priorities and encourage a real choice on your part:

  • What are your key strengths that call on your natural tendencies and talents? (Think about those things that you just can’t help but do no matter what job you’re in.)
  • What are the topics/interests/ideas that engage you? (What do you enjoy reading, thinking and talking about?)
  • At this stage of your life, how do you want to make a difference? (Identify priorities, values that are key to you and your life and think about where they are needed in the marketplace.

Once a career idea or direction comes into focus for you, it’s important to do a reality check that includes your finances and other factors that will determine your success.

Kerry Hannon wrote an excellent article in the September 2014 issue of Money Magazine titled “Map Out Your Next Act”. It includes good sound tips for evaluating a career change.

What’s next for you?

Are you an agent of change? by Scott Woodard – September 29, 2014

Last Friday, I attended the annual Agents of Change Digital Marketing conference, organized by Rich Brooks of Flyte New Media. This was my second time attending the conference, and like last year, was struck how digital marketing strategies closely resemble success in one’s career.
Key takeaways for me as a career coach…the importance of creating value for your audience; the importance of “raving fans” — people who will advocate on your behalf; the importance of small, quick wins; engaging our audience/community; and taking them to the next level with your content.
Regardless of where you are in your career — just starting out as a new grad, or seeking your last gig prior to retirement — these are issues you need to pay attention to.
The Importance of Creating Value
Creating value for an organization is the touchstone of today’s careers. Regardless of your field, if you rely solely on a body of knowledge; acquire, organize and interpret data; or provide functional, logical and rational products and services; then you are a commodity and in danger of being replaced. Regardless of your education or training, your skills are in abundance; your work can be automated and outsourced for cheaper, faster products.
Assets on the other hand, continually add value to an organization. Assets are creative, designing new products and services that improve the bottom line. Assets interact and empathize with clients to help define their needs and design solutions that fit. Assets are of continual use to their organizations. Strive to be an asset.
The Importance of “Raving Fans”
Pat Flynn, a thought leader in online entrepreneurship, was the conference keynote. He spoke about building a thriving community of fans, especially “Raving Fans.” Pat spoke about the Affinity Pyramid to build an audience. At the bottom of the pyramid was a broad base of the “Casual Audience,” people who occasionally or just one-time come into contact with the organization.  As the pyramid narrows to the top, interaction becomes more regular and intense, until finally, at the apex of the pyramid are the “Raving Fans.” These are the people who can’t live without your brand. They refer others to your brand.
In your career, Raving Fans are the people in your network who will refer you to potential employers. They will actively seek out opportunities on your behalf. They may be mentors, colleagues or clients. Take care of these people. Nurture these relationships.
The Importance of Small Wins
Flynn had a great quote: “If you want to change someone’s life, start by changing their day first.” He noted the power of achieving immediate results. They don’t have to be life changing, but they have to “move the needle;” move progress forward. Providing value is often just a matter of small changes that, over time, have significant impacts. You don’t necessarily have to save the company or the project, just make it easier for colleagues or clients to accomplish the tasks at hand.
The importance of Engaging Your Audience
One of the biggest takeaways from the conference was that to be effective in online marketing, you must engage your audience. Engagement is what moves people up the Affinity Pyramid, from casual interaction to Raving Fans. Flynn quoted Jay Abraham, “if you can define the problem better than your customer, you’re automatically assumed to have the solution.” In order to define the problem, you have to listen, to ask questions, to ask why and how. In other words, get the audience — or hiring manager or client — to engage in talking about the problems they’re challenged with. At Heart At Work Associates, we call these engagements strategic conversations and coach our clients on how to conduct them with people in organizations they’re interested in working for.
Taking Your Audience to the Next Level
Chris Ducker, another online entrepreneur, spoke about building your online brand and the significance of P2P relationships. P2P relationships are “people to people” relationships. P2P, Ducker believes, is where marketing is headed. People want to do business with people, not nameless organizations and brands.
To build your brand and take your audience (boss, client) to the next level, Chris suggests the following: Build more, better relationships: business runs on relationships; people hire people they know, or people they know know (referrals); Build your tribe: a group of people who are connected to one another, a leader and an idea; Build your platform: whether it’s blogging, podcasting, or your LinkedIn Profile, you need to create and curate content that is directly helpful to your audience — content that sparks new thinking or action.
So, over to you…Can you see how the key aspects of digital marketing apply to your career success. Can you be an Agent of Change?

Transitions call for trust – by Barbara Babkirk – September 15, 2014

The fear of the unknown that’s inherent in any transition can take its toll on the most courageous of us.

There’s just something about a blank slate of possibilities that prompts creative minds to conjure up lists of “what if” scenarios—most of which instill fear in our hearts and minds.

Not a week goes by that I don’t hear clients expressing trepidation about their career change that’s based entirely on what they fear will happen, as opposed to what they hope will occur.

Any transition involves facing the unknown and that typically triggers anxiety.

While you may believe that your negative projection into the future is necessary to feel prepared for anything that might occur, it actually works against you.

This often spontaneous and habitual thought process is a waste of time, energy and attention because it is likely to interrupt your momentum or stop you in your tracks.

Successfully maneuvering through a transition requires nimbleness and openness to possibilities. Fear elicits the opposite, and has you “pull in the wagons of your life” in anticipation of some threatening outcome.

Consciously thinking about what you desire is an effective alternative to the scenarios that typically make you want to hide under your bed covers.

I’m not suggesting that you just “think happy thoughts”, but rather, that you become clear about the intention and desired outcome(s) for your transition.

While you cannot control all aspects of any change, you can control your thinking and your response to your transition.

In doing so, you will shift your attention from what you don’t want to occur to more appealing prospects. With this shift to a more trusting mindset, you should feel calmer and more able to move forward and complete the tasks that will make you successful.

Phased retirement: an idea whose time has come – by Barbara Babkirk – September 4, 2014

“The American workforce is aging and this trend will reshape the U.S. workforce for the next decade and beyond.” AARP

In 2002, people over 55 accounted for 14% of the American workforce. Today, that percentage has jumped to a whopping 31%, with enormous implications for the nation’s employers.

Traditional retirement is fast approaching millions of Americans and there are inadequate numbers of younger workers behind them.

Consequently, employers will need to implement appealing and innovative work arrangements that attract and retain workers over 50 to stem the “silver tsunami” of those exiting the workforce, leaving employers with an estimated three trillion in losses.

One work arrangement that has the potential to address a number of issues associated with is “phased retirement”.

With no specific definition or set of standards, a phased retirement program allows employees to reduce work time in his or her job. It’s one strategy used to encourage hard-to-replace, experienced workers to postpone leaving the labor force all at once.

Across the United States, there are dozens of companies and organizations that have successfully implemented phased retirement programs. A few of them include: Cinergy (OH), Scripps (CA), Mercy Health Systems (WI), Securian (MN), Kelly Services (MI) and here in Maine, The University of Maine System.

Boston College’s Sloan Center on Aging and Work, SHRM and AARP have teamed up to provide information and resources to organizations wanting to explore this option.

Does your organization offer a phased retirement program? Please let me know.

Developing your professional brand: Strategy and Execution – by Scott Woodard, August 27, 2014

Your professional brand “is about figuring out who you really are and what you do best, and then living that brand out. It’s the essence of authenticity.” ~ Dorie Clark
Over the past few weeks, I’ve written about the cornerstones of your professional brand. So far I’ve addressed Purpose, Clarity and Focus. Today, I’ll address the final cornerstone: Strategy.
You will recall that  Purpose is about your why — the cause or belief that inspires you to do what you do. Clarity is about determining what you’re good at; what you like to do; and where — or with whom — you would like to do what you’re good at. Focus is about the stories you tell that conveys the value you bring.
Strategy then, is how to get to where you want to be. It’s the execution phase of developing your professional brand.
Strategy is about identifying opportunities — organizations and the people in those organizations — that will help you realize your professional brand. It’s about leveraging your professional (and, in many cases, personal) relationships. It’s about networking, informational interviews and strategic conversations.
Above all, strategy is about people: “People hire people they know, or people they know know.” Key decision makers and hiring managers tend to meet with those who have been referred by trusted sources. And it’s access to these decision makers and managers that will generate the requisite action you’re seeking — a role that optimizes your professional brand.
One of the best tools to use in executing your strategy is LinkedIn. LinkedIn is the key platform for conveying your professional brand and for executing your strategy in connecting with those all important decision makers. There are over 300 million individual members and over 100 million corporate members on LinkedIn. It’s the major recruiting tool for organizations seeking new talent. So, if you’re not there…you’re not there.
The trick in using LinkedIn effectively is to have a strong profile that conveys your professional brand and to leverage your network to gain access to decision makers. Use your first-level connections to gain face-to-face introductions to significant second-level connections, i.e., referrals.
Once you meet with those selected decision makers, ask key questions that will convey information you can use to align your brand with their needs. Such questions include:
  • What’s the biggest challenges your organization is facing over the next six-to-nine months?
  • What are the implications of not meeting those challenges?
  • What are the resources that can prevent you from meeting those challenges?
Within the responses to these questions lie the opportunity to be the solution to their problems. Decision makers hire people to solve their problems. Show them that you’re the solution they’re looking for.
So, over to you…Can you execute an effective strategy that aligns your brand with an organization’s needs. Can you convey your value? Can you be the solution they need?

What’s your post retirement plan? by Barbara Babkirk – August 20, 2014

I overheard a conversation at a restaurant recently that went like this:

“Jenny is retiring from her teaching career next year, but she doesn’t have a clue about what she’ll do next, because she doesn’t want to stop working altogether.” Does this sound like you or someone you know? Chances are the answer is “yes”.

Boomers, born between 1946 and 1964, comprise 30% of the population in Maine—a significant slice of the workforce.

Research shows that the majority of boomers expect, for a variety of reasons, to work at least until they are 72—but not necessarily in their primary career and definitely not in the same way.

Boomers who retire from careers of many years may return to the workforce, but want to have more control over their time at work, less responsibility, flexible hours, opportunities to learn on the job and to make a difference.

From my perspective as a career counselor who works primarily with this demographic, I’m noticing the following:

  • Just entering their 50’s, the younger boomers have not begun their exodus from primary careers, but they are starting to think about what’s next.
  • Middle boomers seem to be floundering as they prepare to enter retirement and leave positions, organizations and careers that have been a significant part of their identity. They are floundering, in part because they are pioneers reinventing this life stage and because they are not clear about options since employers have not yet figured out a way to incorporate them back into the work place.
  • The older boomers seem the most ready to end working altogether and focus on family, travel and leisure time pursuits, while still interested in being of value in their communities.

Here are a few great resources to help you explore your options in retirement:

The Third Chapter by Sara Lawrence Lightfoot, The Big Shift: Navigating the New Stage Beyond Midlife by Marc Freedman, and Claiming Your Place at the Fire: Living the Second Half of Your Life on Purpose by Richard Leider.

How is your personality impacting your career? by Barbara Babkirk – August 12, 2014

Once very happy with her company and career progression, Jane was now rethinking her career direction because of how she related to her new manager.

“I just can’t seem to get my point across to him”. “He is very different from me and I feel intimidated and as though I can’t meet his expectations.”

That was how Jane recently reported her frustration and concern about her relationship with her new boss. She was on the verge of quitting and wanted to explore options beyond her current job. One of my tasks as her career counselor was to help her determine her options and ultimately decide if a move was in her best interest.

After hearing examples of difficult interactions with her manager, I decided that she would benefit from a different perspective on her situation—one that considered differences in personality type between herself and her boss.

Developed to better understand the personality theory of Carl Jung, the Myers Briggs Type Indicator (MBTI) is a widely used assessment that’s been translated into 21 languages and administered to over 1.5 million people annually. The MBTI is a way to better understand ourself and develop greater appreciation and tolerance for other’s differences.

Jane took the assessment and felt confident about her four-letter type after reading about characteristics and behaviors associated with it. With her newfound knowledge of personality type, she began to understand how she differed from her boss and how those differences impacted her interactions from communication to expectations.

Through the lens of the MBTI and her personality type, Jane was able to consider her less-than-stellar performance review in a way that allowed her to see her work from his perspective.

She acknowledged that her boss was expecting her to stretch beyond her comfort zone in several areas. Type knowledge helped her understand why this was difficult for her, but also helped her see how she could do this in a variety of ways, not just how her boss would do it.

As a result of her increased understanding of personality type, Jane felt determined to stay with her company and challenged to improve her performance.

For those who have taken the MBTI and want to explore its relevance to work, read Do What You Are, by Paul and Barbara Tieger for an in-depth view of how knowledge of one’s type can help clarify appropriate options and shape career decisions.

Bring Focus to Your Professional Brand: The story you tell about yourself and your value – by Scott Woodard – August 3, 2014

In his book, The Power of Story: Change Your Story, Change Your Destiny in Business and in Life,” Jim Loehr notes that we tell stories to help us navigate through life because they provide structure and direction. The stories we tell give our lives meaning.

Loehr argues that the most important story we tell is the one we tell ourselves: “if you aren’t the author of your own story, you’re the victim of it.” At the heart of our story is purpose. Purpose gives our life story meaning, it is never small, but grand, heroic and epic, it’s our ultimate mission in life, that which continually renews our spirit. Our ultimate mission spells out our most overarching goals and how to achieve them.

As one of the four cornerstones of your professional brand (the others being PurposeClarity and Strategy), Focus is about the stories you tell that conveys the value you bring.

Are you telling the story about your career that you want people to hear? Are you telling it in a way that they can hear it?

Regardless of where you are in in your career – looking to achieve the next level, from tactician to strategic decision maker; or as a senior leader to an organization – you need to tell a story that demonstrates value.

If you’re relying on old stories, you won’t be successful in achieving your goal. If you’re a subject matter expert that wants to rise to a leadership role, and you are telling stories of your technical prowess, you’re not showing how you can exercise leadership. If you’re a senior leader that relies on stories emphasizing 25 to 30 years experience, you’re telling potential employers that you’re too old, too experienced, too expensive.

Your story needs to convey value. Stories that speak to responsibilities don’t show accomplishments; stories that begin with 20 plus years experience, don’t demonstrate current value.

So how do you tell a story that conveys value?  This is one of the most difficult challenges for people seeking new positions.  What you do well, you do intuitively.  You don’t think about it.  You come into a situation, size up the challenge and act.  While you’re often relying on past experience, you’re also influencing outcomes, that is, creating value.

Your story needs to show how you have influenced positive outcomes; how you’ve improved the situation.  This is not reflected in technical competence or in past responsibilities.  It’s reflected in accomplishments.

Tell your story in a way that can be heard by the potential employer.  First, it needs to be relevant to their situation.  If you’re telling a story that’s not relevant, you’re not conveying value.  Second, your story needs to be concise.  Briefly outline the challenge; describe your actions to resolve the challenge and conclude with results – the impacts of your actions.  Sometimes, these results are expressed quantitatively – revenues generated, cost savings, increased sales.  Other times they’re qualitative results.  Regardless, make sure you convey their significance.

So can you tell stories that reveal accomplishments; that show how you’ve influenced positive outcomes; that demonstrate value?  Can you tell them briefly and succinctly?

What’s your story?

Heart At Work Associates offers career counseling and outplacement services for your life stage in Portland, Maine and globally.

career counseling • outplacement & career transition services • relocation services • retention programs