Transitioning From Corporate to Non-Profit - Dave Addison

In the corporate sector, it's not always easy to find a job that you love. Dave Addison share his story of how he transitioned from the private sector to working for the not-for-profit organization, Toronto City Mission.

Before moving into the non-profit sector, Dave Addison did not believe that finding a job that he would love was possible.  When he considered non-profit options, he was unsure of if his current goals and skills would be transferable. Furthermore, he was concerned that to make a transition would mean starting over in an entry-level position and giving up a senior leadership role.

This was not the case and he now works as the executive director of the Toronto City Mission. To his surprise, sales, marketing and general management skills were exactly what Toronto City Mission needed. But most of all, he found a love, excitement and comfort in his role because his co-workers, as with most people in the non-profit sector, are helpers by nature. Everyone is there for a passionate purpose.

His advice on to how to transition from corporate to non-profit: be patient and seek the help of your professional network to find the not-for-profit work that matches your skill level, expertise and above all, your passion.

3 Steps To A Successful Cover Letter

Cover letters can be a chore to write for job seekers. Whereas the things that need to be in a resume are cut and dry, what to include in your letter is a little more ambiguous.

In article posted on Boxwood Tech’s Career Learning Center Marshall Brown, founder and CEO of Marshall Brown & Associates, explained that cover letters need to be tailored to the specific job for which you are applying. While it’s fine to have a template that you work from, Brown explained that you can’t simply copy and paste that template and call it a day. If you can, take the time to find out what the unique problems, challenges etc. of the organization might be. Show them how you have the qualifications to help them solve their problems.

When it comes to what you should include in your cover letter, Brown wrote that it’s okay to include information that already appears on your resume. Specifically, Brown states that the document should be no more than three paragraphs, containing the following information:

Paragraph 1: The “Hook”

• Introduce your qualifications up front.
• Tell them a story.
• Drop a name.
• Highlight something about their business.
• Jump right into your results.
• Ask a question that makes them think.

Paragraph 2: The “Pitch”

• Highlight your relevant qualifications and results.
• Target what the organization needs or wants.
• Make it clear and easy to read.

Paragraph 3: The “Close”

• Quick summary (one sentence).
• Call to action (request for a phone call or interview).
• Contact information.
• “Thank you.”

The Non-Profit Times is a leading business publication for non-profit management.

7 Secrets to Making Recruiters Find You

3 Ways to Spot a Fantastic Creative Candidate

By: infocux Technologies

No matter what field or position a candidate is applying for, they have to supply a resume that covers their background and expertise, however all recruiters know that intuition plays a key factor in selecting the right person for a role. When it comes to filling design jobs and other traditionally creative ones, there’s even more importance placed on identifying the right person to fit the role and within the existing team. They will often offer a portfolio of their work with their application, however that can only go so far to tell you how they think, and how they work.

Number one on my list when I’m applying for a job is to go in with tremendous amounts of enthusiasm. I’ve found that to be the greatest asset I can bring to the time I’m visiting with recruiters and hiring managers. With rare exception, they will choose to work with friendly and pleasant people. Enthusiasm and energy can be a game changer, especially when you might be an underqualified or fringe candidate and you’re looking to separate yourself from the pack. I recall several times being faced with questions during interviews I couldn’t quite answer, but rather than duck and evade them or highlight other positive qualities unrelated to the inquiry at hand, I turned them into chances to talk about how much I’ve learned and how quickly I can get up to speed.

Nobody will get hired on enthusiasm alone, of course, but it can be a characteristic that helps you leave an impression on someone. Here are three other things to look for in a candidate during the interview that will demonstrate whether they will be a good fit within the creative department at your organization: 

1. Collaborative:

Freelancers and consultants can work well alone, but the majority of us feel relief in being a part of a bigger company. There’s no end to the benefits that come with participating in conversations with colleagues that will ultimately highlight everyone’s strengths and make your final product better. During the interview, you can get a sense of how the candidate will function within the team they are looking to join. Give them a chance to show how they problem-solve with a situation that requires multiple people and lots of attention. How they envision their role in getting everything in order will illustrate what they might be like to work with on a day-to-day basis. It’s not just a role they’re filling; it’s a spot within a cohesive unit. 

2. Assertive:

They’ll need to get along with others, but also know when to hold their own and to speak for themselves. It’s important that workers take ownership over their projects whenever possible, and having someone who is meek or standoffish could jeopardize your enterprise. Find someone who will make sure that the assignment not only gets done but also in its best form. They should take pride in what they do, and also in the brand they represent with their work. Make it clear to them from the start that your company will reward them however possible as they show their prowess for motivating others and keeping up the positivity. Be sure to bring up incentives and what they see as top motivating factors. 

3. Humble:

Even if they are masters at their particular field, they should know how to keep any unflattering arrogance in check. They should be able to seamlessly join a team and find their place. During the interview, especially on a follow-up one, you can learn more about them by asking them to describe times they failed and what they learned from the experiences. How they respond will reveal a lot. Listen carefully to what they choose, but also pay heed to how they say they grew from it. Even at high-levels of a company, errors take place, many of them unexpected. Overcoming adversity is key to a successful group. If you have the right people in place, when those issues arise, they’ll be able to navigate around them together.

A word of advice: sometimes it’s the job descriptions that get things off on the wrong foot – if the list of responsibilities and qualifications reads flat, you’re likely going to get a set of candidates to match. When it comes to recruiting creative professionals, you’ll want to give them a glimpse up front of what you and your culture are like. Find ways to spice up the job listing to help yourself get in front of the right candidates. Don’t forget that interviews and application processes are two-way streets and you should make sure you are also at your best. Some of the techniques that go into hiring tech or business people might not work for creatives. You, too, will have to do your homework and adapt to the clientele and audience whom you wish to reach.

Author: Danny Groner is the manager of blogger partnerships and outreach for Shutterstock.

3 Rules for Creating a Beautiful Online Portfolio

If you're a creative professional — e.g. a designer, photographer, writer or advertising exec — you'll likely need to show an online portfolio as part of the application process for any job.

But no matter what field you're in, having a permanent link where people can access your work has other benefits, too. It's standard practice these days for recruiters to Google candidates' names to see what they can dig up. And when they do, having a website that shows off the articles you've written, campaigns you've been a part of or other past work you're particularly proud of can be a huge asset.

In addition, an online portfolio allows you to easily collect all of your clips or work samples in one spot. When you need to pull together materials to showcase in an interview, you'll be happy that everything is available and up-to-date. I've found my collection of clips that I keep on Tumblr to be a great way for others to see my latest articles all in one place and for me to assess the trends and topics that I cover best.

Of course, before you start throwing things up on a website, you'll want to make sure that this micro-homepage is visually attractive and dynamic. There are plenty of platforms you can use (Carbo, DripBook, Krop and Carbonmade are some of the best), but regardless of which one you choose, these tips will help you convey the right message in your portfolio. 

1. Get to the Point

Recruiters will usually make their hiring decision within the first minute of meeting you, and that same rule should apply when a potential employer views your online portfolio. From the second someone arrives on your page, you have to make sure he or she gets the best, most effective impression of you.

Besides having a clean and professional design, one of the easiest ways to do this is to have a single, compelling image to greet visitors at the top of your page. Even if you're not adept at shooting a camera yourself, you can use a stock photo that will represent you well. Just make sure that your selection matches the industry in which you're competing. For instance, if you're a PR professional, you'll want an image that shows activity and connectivity; if you're a writer, something that uses words, letters or writing tools.

No matter the industry, check out Curalate's infographic for guidelines on which types of images work best: Images that are reddish-orange, for example, perform better than images that are blue, and photos without people in them are shown to be more compelling. 

2. Keep it Simple

During the interview process, you will have plenty of time to talk about your best projects and greatest achievements. On your online portfolio, though, you just want to whet people's appetites. Think of it like an auction — you get to see the item in a catalog and fall in love with it beforehand. Then, during the live portion of the event, the auctioneer will give you more info about the object up for sale.

Sell yourself in this same way by telling the story with less on your portfolio. For example, include the front page of the brochure that you designed and created — -not all 16 pages — or links to your top 10 articles, not top 100. Wait for a prospective employer to request the rest. It's a good sign. And once someone is interested in your work, you will have plenty of time to give him or her more information. 

3. Give Your Interviewers What They Want to See

Found the perfect job to apply to? Great. Don't be afraid to adapt and adjust your portfolio from time to time, especially if you're interviewing for a specific position.

Pay particular attention to the skills advertised in the job description, then use that information to help guide you on what to put front and center on your portfolio. For instance, if you're interviewing with a healthcare company, make sure the work you've done for other healthcare clients is easily accessible — more so than say, your fashion, sports, and media work. It'll be comforting for the interviewers to see your relevant experience in action, and it could even help them carve out their vision for what they want for theirs.

Like your resume, your cover letter or anything else a potential employer might see, your online portfolio should showcase what you have to offer in a concise, compelling and interesting way. Keep these rules in mind, and you'll already be one step ahead of the competition.

Image by glassdoor.com
This article originally published at The Daily Muse here

Losing Talent? Here's Why... [Infographic]

Here they are!The Top 5 Reasons Why Top Talent Leave Their Jobs:

Unfortunately, many of these concerns are management or avoidable with intentional care to employees and workplace culture. What are you doing to protect your top talent from these disappointing factors?

Talking Succession with Trinity Western University

By Ashley Freedman, Trinity Western University

TWU and Hutchinson Group have a shared common goal: raising leaders for the marketplaces of the world. The Alumni Office is proud to have Hutchinson Group as the title sponsor of the Alumni Weekend 2013’s community stage.

We connected with David Hutchinson, President and CEO of Hutchinson Group, to discuss a hot topic in today’s non-profit sector: succession.

Succession is anticipated to be one of the greatest challenges faced by charities in the next ten years as the majority of Canada’s 86,600 charitable organizations struggle to find new capable leaders.
 

TWU business alumnus David Hutchinson (’88), is ready to take on this challenge. He has a vision for helping build strong non-profits in Canada that are led by capable and passionate leaders.

 
David’s executive search firm has a strong understanding of the needs and challenges faced by non-profits. They specialize in finding skilled professionals who can lead and build non-profit organizations.

David sees succession as the biggest, most important issue facing the charitable sector. In Canada, there is a need for more qualified candidates to fill the leadership positions at non-profits, particularly in fundraising. The reason for this is a generational gap in talent. The charitable sector has not always been considered a desirable career choice.

Current leadership is made up of baby boomers who didn’t study non-profit business, but are qualified through years of experience. Non-profit leadership specialization in higher education is a growing area of study.

As a result, though the next generation desires a profession in the charitable sphere and seeks formal training, it lacks any practical experience. Therein lies the gap between the two generational groups—one is ready to retire, the next isn’t prepared to take over, or is waiting for the opportunity.

While succession is a major issue, David recognizes that there is a solution. “The key to succession,” he says, “is succession planning—identifying and developing leadership potential internally. Organizations need to ask themselves who will be their next leader. Recognizing potential internal talent and nurturing it is essential for the longevity of a non-profit.” Proactively developing a talent pool of both internal and external candidates is key in order to identify the most qualified individual.

“At Hutchinson Group, we want to identify the best talent for our clients’ needs while being realistic and embracing the charitable sector’s evolving nature, compared to the corporate and private sectors,” says David. “We look for people with a heart for the cause.”

David encourages current students and new alumni of TWU’s School of Business to not underestimate the potential within the charitable sector. There is a growing convergence within business practice: money is no longer the bottom line—some investors value social impact as well as they do financial return. This is seen through organizations giving, creating, and partnering with charities. Consequently, there is room in all areas of business for strong Christian-value-based leadership and an understanding of charitable business practices. “An understanding of how to make an impact with hearts and souls is invaluable in today’s marketplace,” says David, “and that is not limited to charities.”

Currently, Hutchinson Group has partnered with the University to assist in the search for TWU’s next president—a big job, but one that it is very qualified to take on.

Should I Lie on My Résume?

As a professional resume writer, HR manager and career coach for over 10 years, I have come across this controversial issue more times than I can count. Let’s say you have been actively pursuing employment for over a year and keep being told you’re over qualified by recruiters, so you start thinking to yourself, “maybe I should remove some of my older jobs or change the job titles to something less managerial.” For example, if you wanted to effectively lie on your resume, you’d want to remove the job title of your previous employer from District Sales Manager to Sales Representative and remove any verbiage related to leading teams or managing daily operations. Obviously this might make you appear less “over qualified” and in return prompt the reader of your resume to consider you for the job. While this may actually happen, you must use caution and think about the long-term repercussions of such an action.

Can a job seeker be jailed for lying on their resume? The short answer is no, but there may be other serious consequences which I will explain below:
 
Scenario #1 – Lying on Your Resume:

You have been unemployed for quite some time and decide to lie on the resume by exaggerating your experiences, altering your actual job titles to read differently, removing dates from older jobs, leaving the dates of your most recent employer as (still presently working) even though you were laid off, eliminating jobs altogether, or even worse – including degrees from colleges that you never earned. Keep in mind that employers try to verify EVERYTHING before hiring you and it is very likely they will find out one way or the other. Not only are some of these tactics unethical and could get you fired down the road, but it is considered fraudulent and could hold some legal ramifications in certain situations. While it is unlikely someone could get jail time for lying on a resume, civil damages could arise if something happens at the job that causes harm to the business or a client of the business and they later find out you lied about your credentials on the resume. To put this into a more simple perspective, just don’t do it!
 
Scenario #2 – Being Truthful on Your Resume:

You are still unemployed after several months of hiring-manger rejection and job turndowns, but not selling your soul to the Devil is more important than deceiving your way into a new career. While this might subject yourself to some hard times ahead in the short term, the long-term benefits will be far greater because when you do get the job, you won’t get fired for lying! Yes, recruiters may be telling you over and over again that you are over qualified. However, this should not deter you from your better moral judgment. Instead, their discouraging words should motivate you to start targeting jobs where your qualifications balance with the level of requirements and set your sights a little hire. Doing this will not only help you find a more stable career path, but it will increase your chances at gaining a higher salary.

In today’s economy, we see many job seekers selling themselves short by applying for jobs they are over qualified for out of pure desperation. This is understandable if you were laid off unexpectedly, but if you are still employed and looking for a new career, plan ahead and keep your resume fresh. Effective career management strategies such as making sure you have at least a three month stash of funds to hold you over can greatly benefit the outcome of your job search. Anxiety during a job search is never good, and one should never succumb to lying on their resume to get a job. Prepare yourself ahead of time and I can almost assure you the process will go much smoother than expected.
 
Conclusion:

Is there any benefit at all to lying on my resume? The only benefit to lying on your resume would be getting a job that you are not really 100% qualified for. You are not only putting a business in a bad position by doing this, but you are harming career as well. While you may find employment much quicker by doing this, more than likely your boss will eventually find out and fire you. If you get into the habit of doing this and end up “job-hopping”, your resume will become even less effective in the future. How are you going to explain why you only lasted a few weeks at your last three jobs? Don’t even think about hiding these jobs from your resume because employers can always see who you worked for by using your social security number. If you’ve ever had a credit check done, you should know that the reports sometimes show the name of your prior employers. There are many ways for them to find out.

In summary, it is just best not to lie on your resume at all if you want a rewarding, long-lasting career.

Source: The UndercoverRecruiter.com

4 Ways to Show You’re Ready for Management

You’ve got several years of experience under your belt, you’ve put in your fair share of time, sweat, and tears, and by your calculations, it’s your turn to move up into a leadership position.

But, a job well done in the business world isn’t like a standardized test—your past performance doesn’t necessarily predict a successful future in management. And if your last official leadership role was coaching your intramural softball team, it might be time to start thinking a little more seriously about your plan to move up.

My advice? Start with the person who has the power to actually promote you: your manager. To prove to your boss that you’re management material, it’s all about your attitude and willingness to do more than just fulfill your basic job description.

To make sure you’re putting yourself in the right light, here are a few tips to impress your manager and prove you’re ready to climb that corporate ladder.

1. Be a Problem Solver

Leaders don’t just wait to be told what to do—they think strategically about what needs to be done, and then they do it. So, next time you’re faced with a challenge, don’t just tell your boss about the problem and wait for a solution. Instead, tell him or her how you’re going to fix it.

For example, let’s say your website’s traffic is down. It may be tempting to fall into the same routine of reporting it to your boss and simply waiting for direction—but to prove you’re fit to be a leader, kick your creativity into gear and start thinking of new solutions. Maybe you could develop a strategy to attract new audiences by hosting a contest on your Facebook, Twitter, or LinkedIn sites to attract more followers and further engage current ones to help you spread your message. When you present the problem along with its possible solutions, your manager will recognize your initiative and dedication to the company’s success.

And look at internal issues, too: If you think there are ways to do your job more efficiently, test those solutions and present them. You won’t only make your life easier—you’ll prove to your boss that you’re ready to improve the entire department’s operations.

2. Take on (Small) Management Opportunities

One of the best ways to show that you’re ready for a leadership role is to find small ways to manage people or projects. You’ll build your management skills, of course—but more importantly, you’ll start being viewed as a team leader.

To snag some of these opportunities, you first have to make it known that you’re ready for more responsibility. So, try asking your boss if there are any managerial tasks you can take off his or her plate, like training new hires, taking on a summer intern, leading meetings, or overseeing small project teams. Is your manager going on vacation before the summer ends? Check in before he or she leaves to see how you can step in during that time.

You can prove your leadership skills through more casual means, too: Offer to help plan the company picnic or volunteer with co-workers at a community event. As you take on more responsibility (and follow through with successful results), you’ll prove that you’re committed to your team and will do what it takes to get things done.

3. Understand the Whole Company—Not Just Your Role

To be an effective manager, you’ll need a 360-degree view of the company. With the right information, you’ll be better equipped to make informed decisions and develop the right strategies to push your department forward. So, spend some time learning as much as you can about your business as a whole.

First, nail the basics: Act as if you’re an outsider researching the company for an interview and (if you’re not 100% familiar with them already) read up on the business’ current vision and goals. Then, move on to the most recent annual report and press releases to delve into company operations, strategies, and challenges. And don’t forget to research your competitors, too, to see exactly where you rank in your industry.

Then, consider your personal knowledge of the internal workings of your company. If there’s an area you don’t know too much about—like finance, human resources, or supply chain management—introduce yourself to people in that department and ask if you can shadow them for an afternoon to learn a little about what they do on a daily basis. You’ll impress your boss by proving that you’re interested in more than own responsibilities—but you’ll also understand how other departments work together to contribute to the company’s overall success.



4. Be Professional

Finally, as you’re thinking about how to get to the next level, remember to make sure that you’re exemplary in what you do now. Would you want a manager who misses deadlines, forgets to answer emails, and gossips about other employees? Of course not—and even though you’re not a supervisor yet, you shouldn’t be displaying those behaviors, either.

Instead, demonstrate a good work ethic by being on time and courteous to other co-workers. Avoid office gossip, aim to have the reputation of someone who everyone can trust, and approach your everyday tasks with a positive attitude.

I know—it seems simple. But sometimes, it’s all about the basics. At the end of the day, if you’re the go-to person your boss and co-workers can always count on, you’ll be on the right track to move up.
Once you perfect the intangible qualities of a leader—like responsibility, initiative, problem solving, vision, and follow-through—you’ll prove that you can add value to your company in a management position. It might take time, but that’s OK: It’ll put you in the perfect light when the opportunity for a promotion comes up.

Source: The Daily Muse by Heather Schlichting,

How Philanthropic Contests Can Spur Innovation

Donna E. Natale-Planas

Willie Stewart, who created a music program for at-risk youths and communities, 

says that winning the 2010 Knight Arts Challenge gave him credibility that he could not get any other way.

By Allison Fine

The recently released “Why Contests Improve Philanthropy” [CLICK FOR INFOGRAPHICS] compiles lessons from the John S. and James L. Knight Foundation’s six years of offering open philanthropic contests.

In this episode of Social Change, listen to the report’s author and Knight foundation vice president for strategy and assessment Mayur Patel and 2010 Knight Arts Challenge winner Willie Stewart discuss why contests are an opportunity for foundations to step out of their comfort zones and reach “unusual suspects,” such as individuals and organizations without 501(c)(3) status.

Subscribe to Social Good on iTunes

Source: Chronicle of Philanthropy

More on Employee Engagement [INFOGRAPHIC]

How to Ensure Your Resume Gets Read By a Human [INFOGRAPHIC]

This infographic by CyberCoders gives you the top tips to make sure your resume doesn’t get rejected by an ATS [Applicant Tracking Software] and actually read by a human.

 

Source: The Undercover Recruiter

How to Create the Perfect LinkedIn Profile - INFOGRAPHIC

There are over 225 million users on LinkedIn – are you amongst them? Link Humans dreamt up the perfect LinkedIn profile and created this infographic of it – here’s the top tips for creating the perfect LinkedIn profile.

Takeaways:

• Make sure you have a professional photo and a catchy headline.
• Customising the website links and especially your profile URL is crucial for optimising your profile.
• Make sure you speak directly to your target audience and make it relevant to their needs.

Related: Top 5 Reasons Recruiters Won’t Click On Your LinkedIn Profile [INFOGRAPHIC]

Click image below for full view:

Source: The Undercover Recruiter

The Power of Everyday Leadership

Most of us think that in order to be leaders, we have to make some huge, obvious difference in the lives of others. Maybe it’s putting in hours and hours of time to motivate your team. Or maybe it involves starting a company that inspires millions of people around the world. When you look at it like this, leadership can seem unattainable, and many people are wary to call themselves leaders.

In this video, leadership coach Drew Dudley challenges us to think about leadership on a smaller scale. With a short story about how he changed a woman’s life with only a lollipop, Dudley shows how we may all be leaders every day—without even knowing it.

Source: The Daily Muse

How To Keep Your Best Employees

By: Kirill Kedrinski

You have a red hot performer, she is excelling at all the key performance indicators, loved by your clients – WOW!

So, what is the problem?

The problem, as often articulated to me is, that you are afraid of losing her. You cannot pay anymore, you are afraid your competitors are buttering her up. So, what do you do?

The reality is we have all been there. We have hired well, the candidate has proven to be successful and has delivered in bucket loads. She is at the maximum earning power and we get terrified that she will start looking elsewhere.

You are desperate to hold on to her. She is everything you want – bright, successful, dynamic and clients love her!

The mistake I have seen many make is to leave her to her own devices – “she is doing great, she doesn’t need any coaching, she is a free spirit (etc)”. That attitude normally has one outcome – she leaves!
 
So, how do you motivate your star performers to stay with you?

Firstly, you don’t avoid the obvious and not address it with her. Spend time with her, let her know how important she is to you. Tell her why you want her to stay and how important she is to the business. And, above all, acknowledge to her that other opportunities with your competitors will arise for her. Don’t be silly and pretend it is not the case – you know it and so does she!

Spend time coaching her to develop new skills, learn new techniques, expand her knowledge, and share the experiences you have had.

However, do not make promises you cannot fulfill. Don’t fall into the trap of promising more money at some time in the future because:
you are making it all come down to money, which is dangerous, but, even worse:
you have made yourself a hostage to fortune and if you cannot deliver, you have left the door wide open as now you are someone who does not keep their promises.

Keep in mind – people don’t leave organizations, they leave managers. That, fellow employers, is not one of those cute one-liners – it is an absolute fact and there is a load of research to back it up.

The managers who do not accept this, I am convinced, do so because to believe otherwise would demand of them to completely fulfill all aspects of their role as managers.
 
Support the development of their career:

Another area to really commit to is supporting her in the development of her own career. You should make it clear that you are not expecting her to sign up to the organization for the rest of her life – after all, have you? Demonstrate that part of your commitment to her is to help her achieve her goals – irrespective of whether those goals include staying where she is or not.

Show her that you care and are interested in her. Demonstrate how valuable you are as a mentor in her career. Work with her to map out the next couple of years – what she needs to do, to learn, to study, to experience, everything she needs to do to achieve her overall career goals.

I have seen managers stand off doing this on the basis of “I’m helping her to leave”. That is nonsense. You are demonstrating real care, fulfilling your duty as a manager and being the mentor that you promised when you took her on. The managers that stand out in all our memories are the ones that you learned most from, and if you fulfill that role, you will be a true mentor. 

Coach your star performers: 

By: Rob Orthen

The other area I mentioned earlier is coaching. Far too often I have seen managers spend an inordinate amount of time on poor performers to the detriment of the top performers – and then rationalize it on the basis that “they are doing fine” - big mistake! So often the high achievers will never, ever say they want coaching, but in reality, they do! They get irritated that the “boss gives all his time to those producing nothing, and ignores me who is producing so much” (maybe not in those words, but the sense of it will be). Don’t get caught out – continuously coach your high performers!
 
Conclusions:

So, the challenge is to all us managers – be outstanding! Be a brilliant and committed manager and spend time dedicated to improving the skills and the growth of your best people. They need you too!

Look for opportunities where she can shine. Coach her to support and help her to map out some long-term career goals and then do everything you can to create the environment that will help her achieve them.

Remember, this is one smart lady and she will recognize she is growing and developing, and she will also recognize that you are committed to her growth.

Will this guarantee that she stays with you forever? No, but you have certainly increased the odds in your favor. I know that I was once in that situation, and because of the manager I had, and how he coached me, I stayed a lot longer than I would have without him!

So, what are you going to do today for your star performer? 

Source: John Murphy on http://theundercoverrecruiter.com

New Hire vs. Retraining - INFOGRAPHIC

How Would You Score Yourself as a Manager of People?

By John Murphy on theundercoverrecruiter.com

So, how would you score yourself as a manager and a leader? Don’t know, or not so sure? Well, if you’re not sure, let me tell you that your people are – they are constantly scoring you! So, if you have not evaluated your own performance in a while, now is a good time to start!

I met recently with the CEO of a large company who wanted to discuss some issues that he was having with his team. He gave me a pretty good briefing about the team – their strengths and weakness, success, disappointments, how they performed individually, how they get on together etc – all great information and really important when working with the team.

However, there was one piece missing – feedback on himself as a manager a leader.

I asked him to rate himself as he would any other member of the team in terms of team management skills and leadership. Rather taken aback at such a question, he began to reflect upon this unexpected query.

Truthfully, he was pretty challenged to do this straightforward exercise – like many others I ask the same of, I have to say.

To give him a helping hand, I put a series of questions to him, which would give a fair indicator, and since he found the questions and the ensuing conversation so helpful I thought I would share the questions with you here so that you can do your own evaluation:
 
Question 1: How open are your people with you?

What I mean by that is, is the information flow from them on a “need to know” basis or is it free flowing? Do they admit mistakes even if the likelihood of you finding out are slim? Are they open, and I mean, without prompting,about any worries and concerns they have? Do you know what their personal, non work related goals are? What are they ambitious about? Do you know what goes on in their personal lives?
 
Question 2: Are they fully supportive, in a real sense, on team goals or are they only concerned about their individual ones?
When you talk to them, do they discuss how they can support other team members goals? Can you see them contributing to other team members, not just in words but in actions? Or are they only ever bothered when it impacts upon their own goals? Do they contribute to the achievement and success of others? 

Question 3: How supportive are they of each other?
Is it “I’m alright, Jack!” or will you see them supporting someone who may be struggling? Do you witness them helping each other out or does it only happen when asked?

At your meetings do you just go around the table to get individual reports about performance or do you spend more time discussing how everyone can leverage what is available to achieve the overall goal? Is everyone protective about their own resources or is there a real willingness to share? 

By: Idaliz Escalante

Question 4: Can you say that open and honest debate happens among your team members, or does the office politics prevail?
Is it safe, as a team, to have “that” discussion about the hot topics that need to be aired? Are the sensitive issues debated openly? ? Or is the atmosphere that an “attack” is happening and the truth does not get aired? Have you clear guidelines agreed for such conversations to take place?

Really take your time to reflect because the answers to those questions will give you a good picture of your team management skills.

I know that my client now has a much better picture of his skills and where he needs to focus to improve his own performance – and, as a consequence, his team’s too!

What would your answers be? Go on, and ask yourself these same questions – and then do something about it!

What to Do When You're Overqualified for A Job

By Jennifer Parris, Mashable.com
You’ve been a dutiful job seeker for a while, and finally, you’ve found a position ... that you could do blindfolded. But after you’re called in for an interview, the hiring manager utters the dreaded “o” word — overqualified. Still, you really want this position. Here’s what you need to do when you’re overqualified for a job.

Be Honest

It will be immediately obvious to your interviewer that you are overqualified for the position, and there’s nothing wrong in saying so. After all, if you don’t bring it up, the hiring manager surely will. So, have a game plan ready for when the question comes up. There are many reasons for someone to take a position that is considered below them. Maybe the job offers you the option to telecommute, which is what you need at this stage of your career. Or maybe it’s a fifteen-minute commute door to door, or a job with a company that you’ve always wanted to work for. Whatever the case, you should be honest about your intentions.
 
Focus On How You Can Help

All your extensive workplace experience can either help you or harm you during an interview. It’s up to you to offer some perspective to your potential boss by showcasing your skills, and then explain how those skills can help the company. Maybe you helped bring your previous company back from the brink of bankruptcy. Or, your business acumen helped seal a merger with a Fortune 500 company. Learn everything you can about the needs of your prospective company, and be ready to show how your expertise can help it accomplish those goals.
 
Modify Your Resume

Most people enhance some part of their resumes to make themselves look more qualified and skilled than they actually are. But when you’re already overqualified for a job, you need to do the exact opposite. Look for areas in which you can trim down some of your previous experience so that you are still qualified for the position, but not overqualified. That way, a hiring manager will most likely call you in for an interview without tossing your resume on the “pass” pile.
 
Offer A Commitment

The biggest fear that a potential boss faces when hiring someone who is overqualified is that he or she will get bored with the job after a while and then quit, leaving the company to start the time-consuming — and expensive — hiring process all over again. Ensure that you have no plans of leaving — sometimes employers may want you to sign a contract to confirm that you will work with the company for at least 12-18 months. But you should only sign an agreement if you’re truly willing to dedicate that time to the organization.
 
Take Salary Off the Table

With your expertise and experience, a hiring manager might assume you’ll want a higher starting salary than another candidates. Make it clear that your previous positions — and earnings — will not inflate your salary requirements. Stress that you are looking for a salary that reflects the job's current market value — and that you also are open to negotiation. That will help smooth the way to getting a second interview, and hopefully a cold hard job offer.

Marketing the Tough Mudder Way

by Joel Bentley, Peer Giving Ideas

Last weekend I drove up to Whistler to watch a friend of mine trudge through mud, jump into ice cold water, and submit herself to electric shock. Not only did she do so willingly, but she actually paid for the experience. This was all a part of “the world’s premier obstacle series” called Tough Mudder. You may have heard of it. Maybe you have friends who have completed the course or have done so yourself. And while after watching the race take place I still have very little desire to complete it myself, I am intrigued by how they convinced 20,000 people to do so last weekend, and over a million to do so worldwide. Here’s why I think it works:

It’s unlike anything else

Most races are some variation of the sport x distance formula. Run for 26 miles, cycle for 100. Tough Mudder is wholly different. While there is a distance involved (10-12 miles depending on the course) it’s more about the obstacles within that course: Arctic Enema, Berlin Walls, Cliffhanger, Fire Walker — these are all names given to the 20 Tough Mudder obstacles. And the time isn’t really the point. It’s more about just finishing the beast.

The appeal to cool

Everyone wants to appear tough, and what better way to prove it by completing the toughest race in the world? This appealed to both men and women: everyone wants that sense of accomplishment. Most of us like the prospect of a challenge — so long as the challenge is one that’s within our reach.

Team spirit

Almost everyone participating in this event is doing so as a team. You pretty much have to. Without somebody to help you out, you don’t have much of a chance scaling a 12 foot wall — especially if you’re only 5’3” as my friend is. That team spirit appeals to a lot of people — you’re not going this alone. You’ve got a team to help you along.



Not too serious

Contrasting themselves from their series counterparts, the Tough Mudder website says, “As hardcore as our courses are, we meet you at the finish line with a beer, a laugh, and a rockin’ live band.” Tough Mudder happily encourages silly team costumes and name’s their obstacles with humour. Though it’s tough, they keep it fun.

An experience over a cause

An easily overlooked factor of Tough Mudder is that it is essentially a fundraiser. The profits from the event go toward Wounded Warrior Project. To date they have raised over $5,000,000, but they spend more time talking about the experience of Tough Mudder. That’s because they know their event is more exciting than a donation. When they come up with their marketing strategy they think about it from the participants’ perspective and what they want to get out of it.

The takeaways

Think about your own events and ask yourself the following questions:

1. How is your event unique?

2. What’s the cool factor?

3. How will you foster a team mentality?

4. What makes it fun?

5. What will your supporters experience?

Human Rights, Technology and Movement Building Around the World

Most of us see technology an essential tool,something that helps us do our jobs, implement our programs and reach our supporters; it is a tool that allows us to influence change. But rarely do we stop to think about technology as more than a tool, but as itself a powerful mechanism of change.

Last week’s Net Tuesday, presented by Christopher Tuckwood of The Sentinel Project and titled “Human Rights, Technology and Movement Building Around the World,” delved into this topic and explored some of the ways that new technologies present both opportunities and risks for people working on social change.

Christopher began the session by introducing us to The Sentinel Project, an organization using innovative technology to connect with threatened communities worldwide in an effort to prevent genocide and other mass atrocities. Some of their projects include the world’s online repository of hate speech, Hatebase, and the Twitter monitoring tool, Hatebot. Using these tools and others, they are currently monitoring “situations of concern” in Azerbaijan, Burma, Colombia, Iran, Kenya and Indonesia.

After introducing the work of The Sentinel Project, Christopher, posed an interesting question to the audience - “Why is technology relevant to human rights?”

As it turns out, technology presents opportunities and risks for both defenders of human rights and violators of human rights which is why, as a defender, it’s important to know how to both leverage technology to your advantage and use it for protection. Defenders of human rights can use technology to achieve a number of important objectives, including:

• Mobilizing populations
• Documenting abuses
• Maintaining freedom of speech
• Understanding a crisis
• Giving a voice to the voiceless

Interestingly, Christopher pointed out that technology has always been the means by which oppressed populations have pushed back, even before the age of Facebook and Twitter. Long before Twitter and Facebook became important tools for opposing government oppression in Iran and Egypt, the French resistance was using underground newspapers to spread their message (1940-44) and leaders of the India Independence movement (1942) relied on secret radio stations to mobilize the masses. Although the tools have changed since then, technology continues to provide a critical path for oppressed population to achieve their objectives.

Christopher was quick to point out that there are some key principles to keep in mind whenever using technology to advance human rights objectives:
 
Consider your audience

In today’s world, even the most remote and isolated populations have access to some form of technology. What technology is prevalent within the population you are looking to support? Do they use mobile phones/SMS regularly? Or are they more likely to check Facebook messages?

Identifying prevalent technology is the first step however, it is also important to understand the level of trust associated with each technology. For example, if it’s common knowledge that a country’s government monitors Twitter and its citizens are uncomfortable using the technology for that reason, perhaps it’s not the best tool to relay your message or offer support. 

Behavior is more important than tools

Technology is a great way to mobilize large groups of people, but the only way that real change occurs is if behavior changes. Using of technology should be part of a bigger strategy to further change.
 
Assess and manage risks

In some cases, a tool may create more danger than benefits. Christopher used the example of Haystack, a tool that was intended to allow users to circumvent internet censorship in Iran. Unfortunately, the tool turned out to be full of security holes and could have put many Iranian dissidents at risk, had it been widely adopted.

Before using any tool ask yourself if you fully understand the vulnerabilities of the tool and take steps to ensure that users are protected. 

Take a people centred approach

It’s easy for technology to take centre stage, however it is critically important that technology never becomes more important than the people the technology is intended to assist. Keep the community at the heart of your campaign. 

Link technologies to real world action

We’ve all heard the term “slacktivist” - or slacker activism. Any campaign the users technology as a communication tool is bound to come up against a wall of slacktivism at one point or another. That’s why it’s important for any campaign you undertake to be grounded in the real world, with actions and outcomes that create true change. How you do this is up to you and will be completely different for each and every initiative; be sure to consider this principle early and revisit it often. 

Ensure redundancy, safety and security

Security, security, security. Ensuring user safety is paramount, especially when working in human rights, where the stakes couldn’t be higher.

Christopher’s presentation offered a number of fascinating examples that typify the principles mentioned above, from crisis mapping in Egypt to citizen journalism in Iran.

He ended the session with a quick overview of future technologies, including satellite imagery, unmanned aerial vehicles and big data, that are sure to have a huge impact in the human rights space in a few short years.

If you want to learn more about the intersection of technology and human rights Christopher is offering a course on the topic. Learn more at: www.facebook.com/stopgenocide

Presentation slides: http://www.slideshare.net/techsoupcanada/technology-human-rights-movement-building-around-the-world

Recording: http://www.youtube.com/watch?v=h9m1RW6Anrg

Source: techsoupcanada.ca