The Executive Update

Givers, Takers and Matchers

Lately I’ve been reading a number of articles about a new book by Adam Grant, “Give and Take: A Revolutionary Approach to Success.” Grant is the youngest tenured professor at Wharton and an expert in organizational psychology. The book examines the correlation between success and the way one approaches interactions with others.

Grant classifies people as Givers, Takers or Matchers based on their attitudes toward reciprocity. While noting that few people are purely givers or takers in every situation, most of us do have a default setting and it has considerable impact on our success in life.

As it turns out, nice guys do finish last. Across many occupations givers earned on average 14% less than takers, have twice the risk of becoming a crime victim and are judged as less powerful by about 20% as compared to takers.

But before you run out and try to take all you can get or at least take the quid quo pro approach of a matcher, the research shows that givers also dominate the top of the ladder. And, when they do, the organization benefits. There is a ripple effect. Success breeds success or in Grant’s words, “You’ll see the difference lies in how giver success creates value instead of just claiming it”.

Given that I spend a lot of my time talking to people about networking, I found it interesting to note how the dynamic plays out in that arena. It appears that both givers and takers have broad networks but for very different reasons. Takers have to keep adding to their network because they tend to churn and burn through their contacts. Givers have large networks because they tend to view relationships in terms of how they can add value. Matchers are most likely to have narrow, focused networks based on keeping score. 

Interested in seeing what your dominant style is? Visit http://www.giveandtake.com/ to register
and complete the assessment.

Related articles

Why givers (often) succeed: 5 questions for Adam Grant

Ask the Coach

Every week, NETSHARE hosts Ask the Coach, a phone-in coaching session with leading career management experts. Here is an excerpt from a recent session with Sue Hansen.

When it comes to opinions on your resume you can ask four people and get six
answers! On a recent Ask the Coach call Sue Hansen fielded a number of questions
regarding resumes.

Should your resume be tailored to each specific opportunity or do you rely on the cover letter to convey your “fit” for the position?

Sue’s comment: The problem with changing your resume for each application is making certain you know what you sent to whom! While chronological resumes are the “security blanket” that most recruiters rely on, she has found success with some clients using what is often called a hybrid resume.The hybrid form starts with your tag line/branding statement and summary. This is followed by key accomplishments divided into various “buckets”. For example one bucket might be operations management. Another could be marketing, etc. Then you adapt the order of the functional buckets depending on your understanding of the needs of the hiring company. Your information doesn’t change but you anticipate the “hot buttons” and modify accordingly. The rest of the resume is chronological.

How far back do you go in your job history before you summarize your
experience?

Sue’s answer: You should detail the last 10-15 years and then summarize. The exception would be if you have a major/unique accomplishment from an earlier position. You could then add it in the summary of accomplishments.

Should your resume and LinkedIn profile mirror each other?

Sue’s take: The summary on a resume and the summary on LinkedIn are different animals. The LinkedIn summary should be written in the first person and show more passion and personality. It’s also important to make sure that you are using current terminology for your skills - (Editor’s Hint: visit the Skills and Expertise section under the More tab) as this will have an impact on your
“findability”. Also you may not want to use specific numbers for achievements under each company – could be proprietary information – stick to percentages.

How much personal contact information should you include on resume?

Sue’s response: How do you want to be contacted? Obviously you need your name, phone number and email but leave off the street address. If you use an area code that is not where you are physically located, make sure to include your city and zip code as they may be screening for local candidates. And, no cute email addresses please! If you have interesting LinkedIn contacts and good recommendations, go ahead and add your LinkedIn profile.

From Polyanna to Positive Psychology

A recent op-ed piece in the Washington Post by Robert J.
Samuelson “Why job creation is so hard”  contends
that the real culprit behind slow job growth is the “psychological shift”
caused by the Great Recession and economic meltdown. The dramatic and “largely unpredicted” collapse created a pervasive psychology of restraint - consumers and companies alike are less willing to take a risk or try something new whenconfronted by uncertainty. Call it behavioral economics or “animal spirits”there is no question that attitude and perception can shape reality.

How is your attitude affecting your career or job search?
Many people I speak with are coping with uncertainty on a daily basis. Some
people view the future as full of opportunity while others struggle with a
sense that their best years are past. It's a choice that all of us get to make
every day of our lives.

From Pollyanna to Positive Psychology, the idea that we are shaped less by circumstances than
by our attitude toward those circumstances is not new. While I'm not going to
suggest that we all play the “glad game” every time life throws us a curveball, I do believe that attitude matters.

Take interviewing. No matter how qualified you are for the position, it’s your attitude that registers with the interviewer. And it's not just about your level of confidence. How do you feel about your search? Are you angry? Still have unresolved resentment about your situation? Don't kidyourself. That resentment comes through loud and clear in any interview.

So what can you do?

Start by paying attention. Observe your thoughts. Make a conscious decision about how you frame your circumstances. Recognize that while you cannot control everything in your life, you do have a choice in how you react.

 

 

 

Ask the Coach-Don’t Get Caught in the ‘Net

Every week, NETSHARE hosts Ask the Coach, a phone-in coaching session with leading career management experts. Here is an excerpt from a recent session with Christine Dennison, The Job Search Coach.

Chris started the call asking people to describe where they were in their job search and found that there were some newbies on the call who wanted to get off to the right start. She noted that for those just starting out in the process, it’s tempting to see Internet job postings as the only resource one needs.

Chris suggests that you view the Internet as the place to start your education, looking at job postings in your area of expertise to develop your list of keywords and a sense of what are the hot topics in your industry. Check out your alumni, trade and industry association websites as well.

Use the information to help build a list of target companies. Once you have that in mind you can make sure that your resume and your online profiles point you in the direction you want to go, rather than just rehashing where you’ve been.

Understanding where you want to go will inform your decisions on how best to build your network in a meaningful way – online and off. Start lining up advocates, people who will provide references for you when needed and recommendations on LinkedIn.

Then, don’t sweat it – get on with the people part and make those connections that will get you into your target companies.

Ask the Coach: How ATS Systems Affect Hiring Decisions

Every week, NETSHARE hosts Ask the Coach, a phone-in coaching session with leading career management experts. Last week we welcomed a new career coach to the team, Sue Hansen. Here is an excerpt from last week’s coaching session with Sue.

Applicant Tracking Systems (ATS) have become an integral part of the machinery that influences the hiring process behind the scenes, and if you understand their role you can better understand how to position yourself for your next job. ATS’s have come into common usage, especially among larger employers, as a means to both track candidates as they progress through the hiring process, and to objectively rank employees based on their qualifications against preprogrammed criteria. Here are the basics of how an ATS works:

ATS are designed to be sold to organizations as a means of providing a centralized tracking system to manage the recruitment process. Tracking candidate applications using software improves the workflow and reduces the cost to fill a position.

Candidate information is typically gathered through a job board or web application and then entered into the submission process. The ATS then tracks the applicant, gathering information about interviews, background checks, reference checks, etc. Once a hiring decision is made the system generates the offer letter, then tracks the candidate’s acceptance and the start date. Once the start date is set, the ATS is used to alert all necessary departments, such as IT, telecom, payroll, and HR operations and facilities, to ensure a smooth first day.

One of the real advantages of using an ATS is to prevent legal hassles over employment discrimination. The ATS has a built-in point system that provides an objective ranking of applicants. Sue cites one experience she had working with a large consulting firm. The ATS vendor working in collaboration with the firm preloaded the names of national and regional and boutique competing firms into the ATS system so any applicants with credentials referencing those competitors would rank higher in the ATS’s point system. This is common practice with ATS systems. Google, for example, tends to rank candidates with degrees from specific schools higher than other candidates.

What this means for job applicants is that you may not be perceived as visible by the ATS system unless you meet enough of their preprogrammed criteria. Rather than trying to “game” the ATS system by guessing at those criteria, your best defense is networking. Sue says that her experience shows that 60 to 75 percent of hires at every level come from employee referrals. Making referral connections and networking your way into the company is still your best bet to be considered as a serious job candidate.

Ask the Coach: Providing References

Here is the latest insight from our weekly Ask the Coach calls with NETSHARE members. This week’s session features career transition coach and career management consultant Randy Block.

One of the questions posed during this week’s Ask the Coach call had to do with job references: do you provide them when you first submit your resume or express interest in a position?

Randy’s response was a firm and resounding “No!” Do not provide the references until someone asks for them, and even then be judicious.

Whether you are dealing with an internal hiring manager or an outside recruiter, be sure to ask what types of references they want. Normally, they ask for managers, subordinates, and a few peers to get a 360-degree view of the candidate. When determining which references to provide, remember that there are two kinds of reference checks that are typically performed:

1. Fact – did you do exactly what you said you did? This will include information about titles, salary, and skill set, and also about your accomplishments. If you embellished your achievements, this is where you will be found out.

2. Fit – what’s your style? Part of the recruiter’s job is to determine if you are a good fit for the company’s culture. They will ask your references about your ability to work as part of a team, your temperament, and about other character traits that determine cultural fit.

If you are not sure about your references, you want to mitigate the “surprise” factor. Tell the recruiter that you had a difference of opinion, or a difference in approach to a problem. Be frank and be honest. Randy noted that in his recruiting practice, he found that references often reveal more about themselves than about the candidates.

Be sure to give as many references as have been requested – no more, and no less. Also be sure to prepare your references and give them a “heads up” to receive a phone call or email. Also be sure to tell your references what position you are applying for, what qualifications are expected, and, if you can, what types of questions or specifics the recruiter or hiring manager may ask about. You want to be judicious about using your references because you don’t want to burn them out with overuse, particularly if you prep them and they never get called.

You may also want to ask if the recruiter if they are using a third-party or independent agency for a background check. It’s become common practice to review a candidate’s background for a criminal record or financial problems, although there are new laws in some states that limit what types of financial information can be used in hiring decisions.

Your best approach to providing references is to provide what you are asked for and no more. Be honest with both the recruiter and your references. And try to make sure everyone knows what to expect.

Ask the Coach: Be Found, Be Flexible

Every week, NETSHARE hosts Ask the Coach, a phone-in coaching session with leading career management experts. Here is an excerpt from our most recent session with Christine Dennison, The Job Search Coach.

This week, career coach Chris Dennison fielded questions from NETSHARE members about their online profile, and how to position themselves for work either full time or on a contract basis. No matter what type of work you are seeking, your LinkedIn profile is extremely important. It serves as your online calling card, whether you are looking for full-time employment or contract work. You want to make sure your LinkedIn profile effectively represents your personal brand and that it’s structured so hiring managers can find you for all the right reasons.

Here is the advice that Chris fielded from callers regarding LinkedIn and finding the best job opportunities”

Question: What does a great LinkedIn profile look like?

Chris: When building out your LinkedIn profile, you need to think about it from the perspective of a recruiter or hiring manager who is looking through hundreds of profiles seeking just the right candidate. Your LinkedIn profile should be concise and readable, and it should focus on accomplishments rather than presenting a long chronology of jobs or a rehash of your resume. Think of your LinkedIn profile as if you were hanging out your shingle – you want to present your expertise. Emphasize your areas of specialization in the summary and the skill sets. Remember it’s what’s “above the fold” that sets you apart.

Question: I’m interviewing for two opportunities: one contract assignment and another full-time position. Both are with target companies. How do I handle this?

Chris: It’s important to evaluate each opportunity individually. Prepare a list of pros/cons for each position, being sure to eliminate any emotional and timing issues. That should give you a clearer understanding of which opportunity might be the best one. Also let each company know that you are interviewing for another position as a courtesy, but don’t try to play them off each other in a hardball way.  Keep the conversations positive – just be sure to keep each party informed and clarify where you are in the process. It’s important to express a strong interest in the position you want, but you want to make sure that all parties are kept in the loop.

Go Ahead! Lie to Me!

I am not a great fan of network television but up until last year there was an interesting crime show called Lie to Me, in which Tim Roth played Dr. Cal Lightman, a consulting psychologist who had the uncanny ability to be able to tell when people were lying through their facial expressions. I always thought such a super-human lie detector was wasting his abilities on crime solving; he should be a hiring manager!

This premise of the television series is actually based on science. The main character uses the Facial Action Coding System, which was developed by a team of psychologist to standardize the physical characteristics of emotion. There is a science to detecting lies, including in a job interview. For a better understanding of how to spot liars, I suggest you read Spy the Lie, which was written by three former CIA analysts. These three former interrogators have some real insights about human deception.

First of all, understand that most people are prone to believe everyone. No one likes to think of the other party as a liar. No one feels comfortable judging other people, and even law enforcement officials tend to take statements at face value. However, if you watch carefully, you can use telltales that may indicate when you shouldn’t trust what the other party is saying.

If you are looking to catch someone in a dishonest act or a lie, most of what you need to know comes out in the first five seconds of asking the hard question, “Did you do this?” If the person is innocent, chances are they will respond in straightforward language. If the other party is guilty, he or she will go to extremes to prove his innocence, such as the man who insisted he walk his inquisitor to the trunk of his car to see the carton of Bibles he had for his church as a way to reinforce his denial that he stole $40 from a coworker. (Her later confessed to stealing the cash.)

Then there’s the misdirection tactic, where rather than answering a direct question, the liar will provide the truth to a question that wasn’t asked. The example from the book cites Vice President Dick Cheney dropping the “F” bomb on Senator Patrick Leahy on the Senate floor. Although the legislative session was not recorded, a number of reporters heard it, and when asked about the incident later, Vice President Cheney replied, “That’s not the kind of language I usually use” – classic non-denial, denial. Liars also will repeat a question to buy time, or they will flip the question around and use it to accuse or misdirect the questioner.

Although there are many physical cues for lying, averting eye contact isn’t one of them. More telling are behaviors such as hiding the mouth or hiding the eyes, throat-clearing, swallowing, and biting or puckering the lips. There also is what the authors call “anchor point movement,” where the subject shifts his or her weight, such as fidgeting in the chair, to reduce anxiety. Grooming gestures like straightening a tie or brushing the hair can be a signal of anxiety. And, of course, nervous perspiration is also a dead giveaway.

So how can you apply these insights in a job interview? Here are some thoughts:

1. Ask some direct questions and watch for signs of deceptive behavior and responses within the first five seconds.

2. Remember that if they answer a question immediately and plainly, chances are they are telling the truth.

3. Liars will often respond to a question with another truthful statement that casts them in a more favorable light.

4. Liars also will repeat a question as a stall for time. They also will start attacking their inquisitor to cover up, or they will try to butter them up with compliments.

5. Nonverbal cues can be instructive, so watch for hiding the mouth and eyes, throat clearing or swallowing, grooming gestures, and fidgeting.

So try your own lie detector test the next time you find yourself interviewing a candidate. You might find the results enlightening.

Ask the Coach: Screening the Screeners

It’s been a while since we shared insight from our weekly hosts Ask the Coach calls with NETSHARE members. Here is an excerpt from this week’s session with career transition coach and career management consultant Randy Block.

When going through the interview process, you will have to run the screening gauntlet, negotiating your way past the various pre-screeners that stand in the way between you and the hiring manager. The first screener will more than likely be the third-party recruiter who will make the initial contact and conduct the initial telephone interview. If you are armed with the right attitude and the right questions, you can learn a lot about the prospective position and position yourself to move to the next step in the screening process.

When you get that call from the third-party recruiter, one of the first questions you need to ask is “How long have you been working on this search?” There are two answers that should immediately raise red flags for you:

1. We just started. This should be a red flag because the first few candidates are rarely hired. Early in the search process the company typically does not have a sufficient sense of urgency to make a hire. Chances are the hiring managers want to see what kind of talent is available first.

2. We have been working on this for a long time. Ask a follow-up question about how many candidates actually have been interviewed. If the number is high, then the position may be too difficult to fill for some reason, either because the criteria are too narrow or there is some other challenge. And if the search has been going on for a time, the recruiter may be about to be fired.

When doing an initial screening interview, you should ask about the recruiter’s track record with the hiring company. You want to get a sense of how close their relationship is with the company and if they have worked with them before. This will give you a better sense as to whether the recruiter really has an inside track into what the company is really looking for.

Be sure to ask if they have already presented candidates for the open position. If they have, ask in general terms about what the company liked and didn’t like about the candidates. Also be sure to ask about the screening process and how it progresses through phone screening to in-person screening with the recruiter, in person with hiring manager, and in person with hiring manager’s boss. The recruiter should have this information. Also be sure to ask about the next steps and when they will be done screening candidates. Be sure to schedule a follow-up call for the next day.

As an interesting side note, recruiters are using video screenings more frequently. Research shows that about 20 percent of screening interviews are now being done over Skype. Be sure to treat every interview, including telephone screenings, as if they were face-to-face interviews.

How Do You Find the Right Career Coach?

At NETSHARE we work with a number of career coaches to support our weekly Ask the Coach call and our monthly Experts Connection webinars. Over the years we have encountered a number of talented coaching professionals who have demonstrated their value to executive job seekers and career changers. What makes a good coach? It’s someone who challenges you to take a hard look at your goals and objectives and help you find new ways to become masters of your career destiny.

Career coaches can be invaluable if you are looking to make a career change or transition to a new profession. However, a good career coach will not find a job for you, but he or she will motivate you and help you uncover what you need to know to advance your own career. A coach is just that, a coach; someone who trains you to perform at your best. There are a number of reasons to hire a career coach or professional mentor:

· To help you uncover and quantify your strengths to make you more attractive to a potential employer.

· To help you improve your career skills such as interviewing and networking

· To help you set career goals and create a better life/work balance.

· To push you to work harder on your job search

The challenge is finding a skilled, reliable, and experienced career coach that can help you achieve your goals. As career counselor Katharine Brooks wrote in Psychology Today:

Compared to psychology and counseling, the coaching field is something of the Wild West. It is an unregulated field or, as it is sometimes called, "self-regulated." Coaches are not accredited or licensed by states-- there are no required standards or training in the field. Anyone can call themselves a coach-- and, in fact, many people do. In my field of higher education career services, I often encounter candidates who apply for career coaching openings in my office with a basic attitude of "I have looked for jobs, so I can help others look for jobs." That philosophy is fine in a self-help group or as a volunteer, but I wouldn't pay any money to such an individual.

So how do you find a coach that is qualified and offers the skills you need? You ask around. Check with your friends, family, and colleagues. Check with their former clients. And use your own checklist to determine if that career coach you are considering has the qualifications you are looking for. Here are 10 questions that Brooks suggests asking:

1. Does the coach belong to a professional coaching association? Do they adhere to a code of ethics?

2. What is their background? A bio or resume should tell you a lot about their experience, accreditations, and certifications. Although certification is not required, you can tell a lot by their experience.

3. Ask about costs and fees. Make sure there are no hidden costs. Remember that you are entitled to an “informed consent” form that lists the credentials of the career coach, their fees, includes a confidentiality clause. Be sure you both sign it.

4. Ask for client references. Be sure to talk to clients and former clients, not just look for client references on the web site. (Note: because of confidentiality issues, you may not be able to get references.)

5. Check them out. Check with the Better Business Bureau and other services to determine what the level of satisfaction is.

6. Ask about how the coach likes to work and what his or her coaching philosophy is. What approaches do they use? Good coaches will have a perspective developed from their training.

7. Ask about their specialization. Do they work with executives in transition, specific markets? If, for example, the coach specializes in recent college graduates they he or she may not be for you.

8. Ask for an introductory appointment, either for free or at a reduced rate. See if you have a connection with the coach. 

Once you find the right career coach, be prepared to invest the time and energy you need to get the most out of their knowledge and expertise. If the coach is good, you will become an active participant in the coaching process. You will learn more about yourself and your expertise, and ultimately you will find the job you are seeking.