Leadership: If You Want To Change Things, You Might Have To Break Them First…If you Want Your Company to Be Innovative, it’s Going to Take More, Much More, than Just Saying the Words

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“The problem with this company is it lacks an innovative culture,” said the CEO while asking his secretary to print out his emails for that day so he could check them, pulling out a pen at the same to sign the minutes of a meeting…

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Okay, I made that up, but the scene is played out all too often in the business world: managers who say they want an innovative culture in their company, a proactive approach toward what they still call “the new technologies” —when in reality they are talking about products and services that have generally been around for several years… how long does a technology have to have been in used by us before some people stop calling its “new”? — but who are unable to even consider giving up some of the oldest and outdated aspects of their own culture.

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The first thing you must have clear in your mind when talking about innovation is whether you really want your organization to be innovative. Managing genuinely innovative companies is a headache of the first order. Compared to the classic concept of a company where everybody has their job and their responsibilities are clearly defined, as well as their place in the hierarchy and roles properly assigned, managing an innovative company is like trying to herd cats, where just about every day, some nutcase keen to discuss the latest idea they’ve been reading about who knows where or has heard about from who knows who, and that in their opinion needs to be got going right now. Madness.

If you’re an “old school” manager, of the kind that look beyond the protective walls of your company with raised eyebrows and a large dose of skepticism, it’s very likely you think “all that innovation stuff” is little more than posturing, and that saying: “I’m an innovator” is pretty much the same as saying: “I keep up with fashion”, and that the implications of trying to develop innovation are enough to make you think twice.

Let’s face it, at the end of the day, you’ve been around the block a few times, life is short, and if you just carry on the way you have until now, there’s every chance you’ll make it to retirement (I swear I have heard that said by more than one manager over the years).
But if, after looking at the issue more closely, you really want to make your company innovative, then bear in mind the following: if you wanna change things, you gotta break things. You can’t ask the people who work with you to be innovative if the company where they spend hours working has always done things in the same way. It just isn’t coherent. It makes no sense. It’s not going to happen.

Businesses, all businesses, have a common enemy:isomorphism. The academic definition of isomorphism, which comes from the field of sociology, is something along the lines of the similarity of an organization’s processes or structures to those operating in the same environment.

All banks look like other banks, all electricity companies tend to be similar, all universities are practically identical, and all carmakers seem to be cut from the same pattern. If we were to be teletransported to the offices of any of these companies, it wouldn’t be so hard to say in which industry we found ourselves, because almost all the companies in that industry respond to any number of common stereotypes and all tend to look alike.

When one comes along that does things differently, managing in the process to overcome the established entry barriers, they tend to stand out. Tesla Motors stands out in the automotive industry because it is so unlike everything else in the industry, and is what the vast majority of observers would consider to be an innovative company.

At the same time, isomorphism doesn’t happen by accident. For example, companies look for efficiency, for optimization: so certain ways of doing things because it seems more logical, more efficient, to do them in that way; the most logical and efficient… at a certain moment, and in light of the technological advances of that specific moment.

On the one hand, isomorphism comes from the strengths of the industry itself, an infinity of rules, processes and standardization, or simply, from the progressive incorporation of managers and workers from other companies in the same sector, producing a kind of promiscuity or genetic crossbreeding that results in the characteristics of companies in the same industry mingle to create a common prototypes, an accepted standard.

If you really want to change things, if you really want to help create an innovative culture, then you’ll have to break things. You’ll have to identify the isomorphism and challenge it if your company isn’t going to seem like all the others. Identify all those people who contribute to things being done in the same way all the time: those who refuse to try new things, who seek comfort, those who are convinced they’ve seen it all… the disciples of isomorphism.

If they don’t want to change, show them that in this company and under your management, they are going to find an unequivocal vocation for change: no complicities, no privileges for the “old guard”, and no exceptions based on time served. If you want to be innovative, then don’t prop up those old structures any more, because each of these exceptions will be an obstacle on the road of coherence.

If you want your company to be innovative, it’s going to take more, much more, than just saying the words. You’re going to have to break things. Starting with old habits; today, rather than tomorrow.

Forbes.com |  February 4, 2015  |   Enrique Dans 

Strategy: How Savvy Are You About Office Politics?…Playing Politics in the Workplace is Not about Gossip, Backstabbing, or Opportunism

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Playing politics in the workplace is not about gossip, backstabbing, or opportunism. Instead, savvy people in business know how to network and with whom. They also understand how decisions are made in their organizations, and they have learned to use these political factors to their advantage.

OvercomeFear

Political savvy is critical for career success and the good news is that you don’t need to lose your integrity in the process. Political savvy involves developing relationships and a sensitivity to the culture of the organization. This can be accomplished over time with the use of keen observation and listening skills.

In her research on this topic, Lisa Mainierointerviewed 55 high profile executive women in the 1980s to determine the role corporate politics played in their career histories. Her article, “On Breaking the Glass Ceiling: The Political Seasoning of Powerful Women Executives,” is the result of her interviews about their involvement in workplace politics. Most of the women interviewed felt that “politics” was a dirty word and did not admit to engaging in the politics.

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Mainiero stated, “A careful analysis of the career histories of these women, however, showed that they developed a sensitivity to corporate politics that belied their comments. As they recounted key developmental events in their careers, it became clear that not only were these women astute observers of their corporate cultures, but they had an ability to build alliances and partnerships that were unequaled among their peers.” In essence, they became politically savvy over time despite their lack of intention to do so.

What is involved in learning to be politically savvy?

Using Mainiero’s work as a guide, I have identified four stages for development of political savvy. In each of these stages, I have indicated specific characteristics and milestones that will help you figure out where you are in this process and where you need to go to further your savvy skills.

Stage 1: Naiveté

In Stage 1, you are completely focused on your work. In fact, you spend most of your time in your cubicle or office. You most likely work long hours and are not tuned into or even aware of the politics around you.

You are in Stage 1 if you:

Are unaware of unwritten “Rules of the Game”

Are 100 percent work focused

Learn about workplace politics through a negative or positive experience.
You can be in Stage 1 at the very beginning of your career or when you transition to a new role or company and need to learn the rules of the game all over again. Then something occurs that catches you off guard and opens your eyes to the culture and decision-making process. Maybe you were passed over for a promotion or see others less qualified than you being promoted. At this point, you begin to move toward Stage 2.

Stage 2: Great Work

You are in this stage when you:

Build a reputation for great performance

Are aware of who has the power and influence in the organization.

Understand the importance of relationships

Focus on career advancement but you do not yet have a strategic plan to move forward

Do some networking, but not strategically.

In this stage, you see the importance of developing your personal brand and creating visibility and credibility across the organization. You still work very hard, but now you see that relationships are also important for your advancement. However, you are not actively building relationships for your career or prioritizing this. You are aware of the politics but do not yet engage. You recognize that if you want to get ahead, you need to focus on your career, not just your work. You have yet to figure out how to fit this into your work schedule.

Stage 3: Career Strategy

The next stage, Stage 3, is about becoming strategic. In this stage you are:

Learning delegation/management skills

Building strategic relationships

Seeking mentors/sponsors/coach

Learning to talk about accomplishments

In this stage you are looking at where you want to go and creating a strategic plan to get there. Your plan includes building relationships with key stakeholders and influencers. You are aware that if you want to succeed, you need to delegate to and empower your team and develop your own personal influence and self-promotion skills. In this stage, you recognize the importance of working with a coach or finding a mentor and sponsor.

Many of my clients are in this third stage. They have established themselves as talented and hardworking and now realize that they need to work with their team to reach the next level of success. The work involves how to motivate and inspire the team; how to sell their ideas to their supervisors, peers, and direct reports to achieve business outcomes—in other words, how to create influence and be recognized as a talented manager.

One of my clients, Katherine, contacted me to help her create more visibility and credibility for herself in the global financial services firm in which she works. Katherine describes herself as the “go-to person”—the person who gets things done. My interviews with her peers, direct reports, and supervisors confirmed that this was Katherine’s reputation in the organization. Though her performance was exemplary, she was perceived as more of a doer than a manager. Coaching her to empower and delegate to her team has improved her executive presence and therefore leadership potential. Helping her to identify and build relationships with the power people resulted in her identifying a sponsor and getting promoted twice in 18 months.

Stage 4: Political Savvy

Using personal influence

Mentoring others

Maintaining credibility/visibility

Leading and inspiring others

In Stage 4, you have reached a leadership position by leveraging your talent and hard work along with the relationships you have built across the organization. Now at the top of your organization, you see politics as a way of maintaining your status, promoting your ideas, and helping others to move up the ladder. It’s more competitive on top and you spend much of her time and energy working the politics. You are a great role model for other women in the company and mentors other men and women to achieve their goals.

Bear in mind, as you develop your political savvy you will most likely move back and forth between stages. There are no formal rites of passage. These stages are meant to be a road map for you to track your development and progress.

Where are you in terms of your political savvy?

What stage best represents where you are right now?

What do you need to do to move to the next stage of political savvy?

If you found this article valuable, please follow me on Twitter TWTR +6.22% @selfpromote and check outmy website for more resources and interviews.

Strategy: This 24-Minute Morning Routine will Energize Your Whole Day…Start your Day With a Glass of Water

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Time is one of your most coveted and scarce resources as an entrepreneur, so maximizing pockets of time in your day through a productive routine is crucial.

woman drinking exercising with reusable water bottle

Probably the most important period of your day is when you first wake up. Your morning routine can set you up for massive success the whole day. You can chose to linger in bed, hitting snooze and dreading the alarm, or you can set yourself up for massive daily productivity and success with the introduction of a simple 24-minute routine.

Most of this routine you’re probably already doing in some form or another, but if you’ll follow this format and stick with it for a few weeks, you’ll find yourself hopping out of bed in the morning renewed and looking forward to what lies ahead.

Here are the six steps to your ultra-productive 24-minute morning routine.

1. Brush your teeth (2 minutes)

One of the first things you should do when you get out of bed is brush your teeth. While you sleep, your mouth produces less saliva and actually dries out. Unfortunately with that decrease in saliva comes an increase in bacteria. So one of the best things you can do when you get up is to take two minutes to thoroughly brush your teeth and tongue to get rid of the influx of nighttime bacteria.

Related: A 9-Step Framework for Creating a Morning Ritual

 

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2. Drink water (1 minute)

Just like your mouth is dry, the rest of your body and brain need water after your sleep. After you’ve cleaned your mouth, you should go get a massive glass of water and drink away. I prefer to drink my water after I brush, simply because I don’t like the idea of drinking a big glass of water and flushing down massive quantities of nighttime bacteria into my system.

3. Meditate (7 minutes)

Most people make the mistake of thinking that they have to meditate for 30, 40 or even 60 minutes to experience results from meditation. I’ve found that six to seven minutes first thing in the morning is a great way to start off the day with a calm, clear head.

I personally enjoy the free Headspace app to guide me through seven minutes of meditation, but you can just as easily sit in a quiet, softly lit room and practice breathing in and out.

You can up it to 10 minutes or more if you want, but seven has been the sweet spot for me. It’s about getting some stillness and silence in the mind, nothing else. Doing it every day has introduced a calmer mindset and clearer perspective throughout my waking hours.

Related: 5 Simple and Effortless Morning Routines You Can Start Tomorrow

http://www.entrepreneur.com/article/242171#ixzz3Qh5UqAKy

Strategy: Here’s How one CEO makes Hiring Decisions in 7 minutes… “I Interview for Only 7 to 10 Minutes, & I Have a Framework, it’s Skill, Will, & Fit.”

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Hiring can be a complicated and drawn-out process. But Marla Malcolm Beck, CEO of luxury beauty retailer Bluemercury, has it down to a science.  In a recent interview with Adam Bryant of The New York Times, Beck said she’s the “queen of the seven-minute interview.”

Marla Beck

Marla Malcolm Beck, CEO of luxury beauty retailer Bluemercury.

She told Bryant: “I interview for only seven to 10 minutes, and I have a framework — it’s skill, will, and fit.”

She said she can ascertain skill in about two minutes, just based on what the candidate has done.  To figure this out, she asks: “What’s the biggest impact you had at your past organization?”  “It’s important that someone takes ownership of a project that they did, and you can tell based on how they talk about it whether they did it or whether it was just something that was going on at the organization,” she told Bryant.

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Then, to determine a candidate’s will (which “is about hunger”), she asks: “What do you want to do in five or 10 years?”

“That tells you a lot about their aspirations and creativity,” she said. “If you’re hungry to get somewhere, that means you want to learn. And if you want to learn, you can do any job.”

Then, there’s fit.

For this she turns to the résumé.

Beck told Bryant that she’s always looking for employees who have some sort of experience with a smaller organization. “At big companies, your job is really one little piece of the pie. I need someone who can make things happen and is comfortable with ambiguity.”

Click here to read the full New York Times interview. 

http://www.businessinsider.com/how-one-ceo-makes-hiring-decisions-in-7-minutes-2015-2#ixzz3QgazlYGM

Leadership: 6 Things Wise Leaders Do To Engage Their Employees…These 6 Things are What Employees are Constantly Thinking About, but Not Talking Enough About with their Leaders

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An article in the New York Daily News reports that nearly 70% of U.S. employees are miserable at work. According to the story, research conducted by the Gallup Poll suggests that the majority of American’s dislike or feel disengaged on the job. Needless to say, this is disturbing news. It’s also an indicator that leaders are having trouble finding ways to stimulate engagement with today’s employees – a workforce that is much more diverse and younger than ever before.

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Many corporations are experiencing transformation mode, where leadership is about enabling the full potential in others. It’s about allowing employees to be their authentic selves so they can leverage their strengths and unique perspectives. I know this firsthand; in the early years of my career, I was considered high-potential by an organization that was reinventing itself. Rather than assume I was too young to take on the additional responsibilities of hiring and leading people twice my age to accomplish their goals, the organization’s leadership invested in my potential and as a result I grew quickly in this new role. This calculated risk from leadership paid off, and allowed me to prove that as an executive in my late 20s, I could generate tremendous revenue growth and ROI for the organization. I will forever be grateful to those leaders that engaged me early on and guided me rightly.

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Leaders need to let go and guide their employees to mature within new and expansive roles and responsibilities. Employees want to feel valued and challenged; they want to be trusted and given the freedom to explore and learn within the job. Employees that stretch themselves to grow and take on more advanced assignments especially should be given the opportunity to further accelerate their advancement. The bottom line is that leaders must continuously create new opportunities for their employees – or their workforce will not be innovative enough.
How else can you determine if an employee is capable of performing and stepping-up their game if you are not continuously finding new ways to engage them? This is leadership and it takes extra time and effort. If you are not cut out for this, then reconsider your leadership role. If you are not engaging your employees to create great teams, you are being irresponsible to the organization and the people you serve. Perhaps this explains the Gallup Poll’s recent findings.

Today’s leaders must constantly focus on the growth of their teams and strengthening the capabilities of individuals that can make the team more effective; this creates an environment of continuous innovation and initiative. Think of your employees as an innovation lab. As such, employee engagement should always be abundant!

To assure you don’t create a reputation as a leader that doesn’t engage employees, here are six things to consider to more effectively engage your employees. These are fundamental tips that employees desire from their leaders, and if implemented properly, will stimulate employee engagement that’s been missing.

1. Stop unknowingly creating tension

Leaders unknowingly create tension with their employees when they expect them to behave like they do, rather than encouraging them to be their authentic selves. Opportunities are everywhere, but few leaders have the eyes to see them. When employees are encouraged to be themselves and not what others want them to be, they will begin to embrace an entrepreneurial attitude that wasn’t previously being leveraged – thus stimulating engagement.

Tension is created by leaders who don’t take the time to engage with their employees. When an employee feels that their leader doesn’t care – or is disingenuous about their career and future When an employee feels that their leader doesn’t care – or is disingenuous about their career and future opportunities, they may begin to shut down and grow bitter. Employees respect leaders that allow them to use their most natural skills and characteristics. Employees are most engaged when they don’t feel confined to an environment of limitations and constraints.   Be more aware of what your employees need and stop unknowingly creating tension.

2. Detect the most positive capabilities in people

Stop spending time being overly critical of what your employees are not doing right and identify what they are naturally gravitating towards – that which gets them excited. Throw their job description out the door and focus on those areas your employees enjoy contributing to the most and build a plan that utilizes their most positive capabilities to create the outcomes you desire.

Everyone wants to enjoy what they do at work, so allow employees to engage with the business in ways that generate the results that you require, while giving them the flexibility to navigate and explore how they can best contribute. See well beyond the obvious. Expand your leadership lens to detect what matters most to your employees and allow them to flourish.

3. Empower to discover potential

You will never know what an employee is capable of accomplishing unless you stop micromanaging and start empowering them to discover their full potential. Put them in situations that will build their confidence and strengthen their self-trust.

Empowering employees sounds simple, but it requires a leader to let go, step back and observe. It demands a confident leader that is willing to allow their employees to fail, then help them pick up the pieces and rebound. Employees engage when they are empowered to explore endless possibilities.
4. Put them in a position of influence

Beyond empowering employees, put them in a position of influence to see how they react and engage in their new role. Stimulating engagement is a two-way street: it’s not just how employees gravitate towards their leaders, but how others gravitate towards them. Allow your employees to discover their own potential and put them to the test. Witness how they lead and collaborate with others. If you micromanage employees too much, they disengage. Employees want to feel trusted and valued for the independent decisions they can make and the impact they can create.

The most engaged employees are those whose leaders have confidence in them; who trust that they can always be depended to deliver when called upon.   Employees are most engaged when they feel a sense of responsibility towards their leaders and the example their performance sets for others. This is accelerated when they are placed in roles of influence and responsibility.

 5.  Share your success to build their momentumRather than enjoy your leadership success alone, share it with your employees and allow them to experience it with you.   The wise man forfeits his fortune when he does not trust himself. Sharing your success with your employees and making them feel an important part of your accomplishments is a sign of trust that organically creates engagement.

Employees want to support their leaders – even more so when a leader is transparent enough to share not only their success, but also their vulnerabilities. Employees don’t need leaders that always have to be right (or perceived as perfect) – they want leaders that open themselves up enough to share their journey with them. Genuine collaboration drives engagement and creates an environment of significance for everyone.

6.  Be consistent and have their backs

Leadership is about having each other’s backs – especially those of your employees. Employees disengage when their leaders play mind-games and are inconsistent with their approach and style. Employees are vulnerable these days – not really knowing who to trust, rely upon or follow.

Recently, I spoke with a Fortune 80 executive who has been with his organization for more than 15 years.   He has grown tired of the inconsistency of his leader, who doesn’t value him nor does he place a priority on his career development.   This executive is ready to leave the organization in search of a leader that has his best interests at heart – while still in support of the organization’s goals. He wants to be part of a team that matters, with no hidden agendas.

Who wants to engage with a leader that doesn’t have their back?   This is why leaders lose top talent all the time. They just assume their employees will be loyal to them – rather than recognizing that retaining top talent requires leaders to always be looking out for their best interests.   Leaders must communicate and become more emotionally intelligent to stimulate employee engagement.

These six things are what employees are constantly thinking about – but not talking enough about with their leaders – as they navigate ways to elevate their engagement at work. Just as the wise man may forfeit his fortune when he does not trust himself, the wise leader forfeits his leadership when he does not engage his employees.

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Job Seekers: What To Do If You Aren’t Getting Called For Interviews…Go Through this Process for Several Other Jobs for Which You’ve Applied. Do You See a Pattern?

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When you’ve been actively applying for jobs, it can get really frustrating when you aren’t getting called for interviews. If this is happening to you, don’t give up; but take a short ‘time out’ to analyze the reasonswhy you’re not making it to the next round in the hiring process.

ChairsTable

First, look at how much of a ‘fit’ you are for the jobs to which you’ve been applying. Review several of the job postings for jobs to which you’ve applied. Read through one job posting and as you read each requirement, ask yourself the following questions:

  • Do I meet the minimum level of experience required for the position?
  • Do I meet the minimum level of education required for the job?
  • Do I have most of the required skills for the job?
  • Do I have the certifications required for the position? (if any are required)

For each requirement, write down whether you meet, partially meet or don’t meet that requirement. Once you’ve done this for the first job posting, look at what you’ve written. Do you meet the majority of the requirements?

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Then, go through this process for several other jobs for which you’ve applied. Do you see a pattern? The most common reason I’ve found when people don’t get telephone or in-person interviews is that there are other candidates who are a better ‘fit’ (more qualified) for the job. As a hiring manager, I look for candidates who meet at least 80 percent of the job requirements. One reason you aren’t making it to the interview round might be because hiring managers don’t see you as qualified enough for the position.

If you believe this may be your issue, look for ways you can obtain the education, certifications, skills or experience required – so that you’ll be a better fit in the near future. Then, before you apply for any more jobs, conduct this same exercise of analyzing yourself against the requirements listed in the next job posting. Pretend you’re the hiring manager and take a critical look at your resume. If you were the hiring manager, would you hire this candidate for the job?

Some people have a tendency to apply for higher-level positions than what they’re qualified for, which is why they don’t get called for interviews. In this situation, try looking for lower-level jobs that are the stepping-stones to get you to those higher-level jobs you’d like to have in the future – and apply for those.

Another issue I’ve seen is where someone has the relevant skills, experience or education, but forgot to include many of these on their resume. For every requirement in the job posting that you meet, somewhere on your resume, you should explain that you have that skill, experience or education. If you aren’t customizing your resume to include the appropriate information, then your resume won’t get the attention it deserves by recruiters and hiring managers – and you won’t get as many calls for interviews.

~ Lisa Quast, author of the book, Secrets of a Hiring Manager Turned Career Coach: A Foolproof Guide to Getting the Job You Want. Every Time.   Join me on Twitter @careerwomaninc

 
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Got Kids? The 10 Best Websites For Finding An Internship…Question: When do You Need to Search for your Summer Internship? Answer: Now!

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Alexis DePuyt, 21, an English major at Marist College in Poughkeepsie, NY, was spending the spring semester of her junior year studying in London, when she started hunting for a summer internship back in the States. She logged onto a website called Internships.com and looked for positions near her parents’ home in Philadelphia. Up popped a posting for a paid summer internship at a three-year-old boutique marketing firm called Sweet Rose Studios in nearby Blue Bell, PA.

20 yr old hired

 

Through Internships.com she sent in a résumé and cover letter. Within weeks she heard from the firm’s founder, Sean Rose, who interviewed her via Skype. “She was very ambitious and smart and she knew how to research what we do online,” he recalls. DePuyt got the internship and loved it. “It was a great way to utilize my writing skills,” she says. “I did blogging, emailing and worked on attracting prospective customers.” Says Rose, “She’s a terrific writer, very ambitious, independent and able to do things without a ton of babysitting.”

In most of my stories about using the Internet to find work, I exhort job seekers to limit their time online. Spending eight hours plugging your search criteria into job board aggregators like Indeed or SimplyHired and then sending your résumé into a black hole by hitting the “apply” button, is almost guaranteed to get you nowhere.

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Most jobs posted online have either already been filled or will likely be taken by someone with a personal connection at the company. If you want to have a shot at getting hired for a job listed online, you have to reach beyond the posting, scouring LinkedIn and your personal network for a contact at the company, meeting with that contact, doing lots of research on the company, trying to land an in-person meeting with the hiring manager by writing a carefully-crafted email that shows how impassioned you are about the position and how you can solve the company’s problems.
But I think the story is different for internships, especially if you’re college-age and looking for a summer spot. Many companies field applicants from job boards. Amanda Fox, 20, a junior at the University of Connecticut, had never done an internship. Instead she had worked summers as a lifeguard at the YMCA. She wanted an internship where she could apply some of what she was learning as an economics major.

On Internmatch.com she signed up to get daily notifications for new postings. One of them was for Enterprise Rent-a-Car at a location in Vernon, CT, just five minutes from where her parents live. Internmatch referred her directly to Enterprise’s site, she applied online and got the job, which pays $10.50 an hour. “I didn’t have to jump through any hoops,” she says. “Internmatch was all I needed.”

I don’t want to deter anyone from hunting for internships the way I usually recommend job seekers go about their search, by first tapping their network, relying on personal referrals and targeting companies that attract them. But because online searches really can work for internships, and also help you focus on what you want, I’ve put together a list of the best sites for finding an internship:

1. LinkedIn: Not only should you use LinkedIn to hunt for internships, you should build a fleshed-out profile and reach out to everyone you know, especially professional contacts, on the 12-year-old Mountain View, CA professional networking site. Get people you’ve worked for to write you recommendations. Do include volunteer work.

To search for internship listings, go to the jobs tab at the top of the page and put “internship” in the search box. Then refine your search by filling in the boxes on the left side of the page. I searched for “marketing internship” and a New York City zip code came up with ten pages of listings. One downside: You can’t filter for paid or unpaid positions. The most valuable aspect of LinkedIn: instantly seeing which of your contacts works at a company or knows people who work there. I also recommend college students get their parents to search their own LinkedIn networks for contacts. Companies pay varying rates to list internships and jobs on LinkedIn (a 30-day posting in San Francisco costs $499), so they are serious about hiring for many of those jobs. A possible downside is that the fee might deter smaller players, like Sean Rose, who says he listed on Internships.com because it was free and he was only hiring one intern.

2. Glassdoor: Founded in 2007 and based in Sausalito, CA, Glassdoor scrapes job boards for internship listings. But its main attraction is that it offers an instant way to search for salaries, company reviews and descriptions of job interviews. Its interface is straightforward, though for smaller companies, the salary and review functions don’t always bear fruit. In the search fields I tried putting in “paid marketing internship” and in the location box, New York City, and I got 21 listings. When I clicked on the first listing that came up, for Inspired Marketing Associates in the Bronx, I found just two company reviews and no salary listings. But a paid internship for Major League Baseball had 37 reviews and one internship salary ($1,660/month).

3. Google: Don’t underestimate the power of a Google search. I put in “paid marketing internship New York City” and got hits for several of the sites in this piece and others I’m not familiar with, likeFindSpark, which bills itself as having “the best creative internships & entry level jobs in NYC.” I like that you can filter for paid internships (I believe that by law, almost all internships should be paid, but that’s another story), though when I filtered for paid marketing internship, only one job came up, at Inc. magazine. Still, Google is a great shortcut.

4. Your school’s job listing site and alumni network: At my alma mater, Brown University, there’s something called Brown Connect, where alumni post internship listings. If you can get access to a database like this, you will vault over other potential interns vying for these jobs. This is a first stop if you are a student.

5. Internships.com: Founded in 2010, Internships.com is now owned by textbook rental and online tutoring company Chegg in Santa Clara, CA. It offers 100,000 listings from 60,000 employers. Internships.com does not charge employers to list positions. When I searched for “paid marketing internship” in New York City, I got 10 listings. One huge advantage the site offers: a “who” button that lets you see which of your Facebook friends have a connection to a company, either because they work there or used to work there. Facebook has no job listings and no other site I could find has the capability to match a job search with your friends’ résumés.

6. Internmatch.com: Founded in 2009, San Francisco-based Internmatch has listings from 30,000 companies. It specializes in internships, and entry level jobs up to two years after graduation. When I searched for “paid marketing internship” in New York City I got seven pages of results, though some of them were for jobs as far away as Morristown, NJ and not all of them were paid. But there were some promising listings, like a paid internship at DirecTV. You can sign up and the site will send you notifications when new internships in your area of interest are posted. Employers can post up to 10 listings for free, after which they pay a fee. Some of the big companies who have listed on the site: Facebook, Zappos, Aflac.
7. YouTern An unusual site, YouTern tries to mentor and connect would-be interns using social media tools like Twitter. Internship seekers fill out a profile and interact with mentors. Founder Mark Babbitt says he has relationships with recruiters at 100 companies and personally refers appropriate candidates. But internship seekers need to interact with the site before they get referred to jobs. YouTern also includes a jobs board powered by aggregator SimplyHired. Babbitt says he has connections with many startups but also works with established companies like ad firm Ogilvy & Mather. YouTern launched in 2010 and is based in Lake Tahoe, NV.

8. Idealist: An excellent site to look for both internships and jobs in the non-profit sector, Idealist, based in Portland, OR, dates back to 1996. Run as a non-profit, it has listings for organizations around the world. The site currently lists more than 2,000 internships worldwide. A couple of current offerings for paid internships: a fundraising position in Washington, DC for the National Hispanic Council on Aging and a summer internship at the progressive Nation magazine and Nation Institute.

9. Global Experiences: Founded in 2001 and based in Annapolis, MD, Global Experiences offers internships where interns pay instead of getting paid. This would surely run afoul of US laws but the bulk of its offerings are overseas and interns get visas that don’t allow them to work. The plus: genuine work experience in foreign cities. Global Experiences works in eight cities—London, Paris, Dublin, Barcelona, Florence, Milan, Shanghai and Sydney. Prices range from $6,000 to $10,000 per internship stint. Company founder Emily Merson says that some colleges like Arizona State, University of Southern California and University of Illinois have partnerships with the company and pick up the tab. Students must apply but once they’re accepted, placement is 100% guaranteed.

10. CoolWorks: This site isn’t for internships per se, but rather for jobs, especially summer positions, geared toward young people. According to the website, it offers “job opportunities in great places like national parks, various resorts, ranches, camps, ski resorts, and jobs on the water.”

Founded in 1995 it’s based, rather exotically, just outside the north entrance to Yellowstone National Park. Sample jobs: Ranch Foreman/Ranch Hand/Wrangler/Packer at a ranch called Flying B in Idaho wilderness located on the middle fork of the Salmon River, and Rafting Guide on the Arkansas River in Buena Vista, Colorado. Some of the jobs are listed as “internships,” but they seem indistinguishable from the other jobs on the site. Example: positions with Alaska Wildland Adventures on the Kenai Peninsula in Denali National Park.

 

Forbes.com | January 30, 2015 | Susan Adams

Strategy: How To Write Emails That Get Replies From Extremely Busy People…If you’re Looking to Initiate a Mutually Beneficial, Professional Relationship with Someone you Admire, Consider these Email Tips

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Over the past five years, Jon Levy has built “the Influencers,” a network of over 400 impressive people in a wide variety of fields.  Twice a month, Levy hosts a private dinner in his sprawling New York City apartment followed by a Salon featuring TED Talk-like presentations from the likes of Bill Nye the Science Guy and breakdancing pioneer Richard “Crazy Legs” Colón.

business smartphone email

If you want your email read by busy people, make it easy to read and reply to on a smartphone.

New York may be filled with wealthy socialites, but Levy has built his network from the ground up.

One reason Levy, an independent marketing consultant, has been able to add executives, celebrities, and Nobel laureates to his network is that he’s figured out how to send emails that get replies from even the busiest people.

If you’re looking to initiate a mutually beneficial, professional relationship with someone you admire, consider the email tips that have worked for him:

Don’t be a salesman.

“I don’t try to convince them of anything in my message,” Levy says. “It’s not, ‘Oh, I think it would be really good to do this because of X, Y, and Z.’ [fusion_builder_container hundred_percent=”yes” overflow=”visible”][fusion_builder_row][fusion_builder_column type=”1_1″ background_position=”left top” background_color=”” border_size=”” border_color=”” border_style=”solid” spacing=”yes” background_image=”” background_repeat=”no-repeat” padding=”” margin_top=”0px” margin_bottom=”0px” class=”” id=”” animation_type=”” animation_speed=”0.3″ animation_direction=”left” hide_on_mobile=”no” center_content=”no” min_height=”none”][It’s] ‘This is what I do… I think what you’re doing is fascinating, and I’d like to sit down with you and talk about what you’re up to.'”

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Keep it as short as possible.

You want the recipient to look at your message and be able to give an adequate response, even if it takes them 30 seconds on their smartphone. When Levy emails a high-demand person like a celebrity, he keeps his email down to a single sentence that cuts out any trace of filler. If he emails an executive, who makes decisions based on available information, he’ll limit his message to three to five sentences and include some links they can click if they’d like to learn more about him and the Influencers.

Entice them with your subject lines.

If you’re being referred by someone in their inner circle, mention their name in the subject. Levy likes the subject line “Quick Question” because it signals to the reader that they can open the email and remain on a path to a cleaner inbox.

Offer a clear next step.

If your recipient is interested in you, let them know how you’d like to move things forward by asking a question or extending an invitation to talk further.

Businessinsider.com | January 29, 2015  |  Richard Feloni 
http://www.businessinsider.com/how-to-write-emails-to-busy-people-2015-1#ixzz3QDwPk3fH

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Your Career: Job Hunting In 2015: 7 Things You Need To Know…Get Creative with Your CVs. Don’t just Opt for the Standard Words on a Page, Do Something Different to Stand Out

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Work.  The dreaded, daily, servitude that burdens your already tired and weary shoulders. Beaten, bedraggled and crestfallen you slump out of your bed at 6am, ready for another day of instant coffee, TPS reports and habitual sighing.

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If any part of that sounds like you -or your daily routine – then there’s a good chance that it’s time for a change. Or, if you’re entering the workforce for the first time, and this is what you’re expecting from a job market that’s not too friendly to young people and graduates, then fear not – there are options.

If you’re so inclined, many of those options exist in the tech industry, which is experiencing an ever growing roster of successful companies, huge investments and even a Mike Judge TV show (the only true metric of success).

In response,young people, graduates and experienced employees are flocking towards either building their own startup or working for an exciting tech company. But the popularity of these companies means that you will need to stand out – in a big way.

So what can you do to land a top job in tech (or any other industry)? I asked some big tech companies, and some startups, what it takes to be the winning candidate.

Get Creative

Ann Pickering HR Director at O2,  suggests that people get creative with their CVs. Don’t just opt for the standard words on a page, do something different to stand out.

“Use your application as a chance to show what you’d bring to the role – and it doesn’t need to just be words on a page. People who bring a digital aspect to their application, whether that’s a well-crafted blog post or a snappy Vine video, will always leave a lasting impression.”

Pickering explained that it’s also important to keep your application succinct and to the point – explaining exactly what your skills are and why you’re suited to the role.

“It can be tempting to shout about everything you’ve ever accomplished, but this can sometimes mean doing yourself a disservice. No one wants – nor has the time – to wade through pages and pages of preamble, so make sure your CV gets straight to the point. Read the skills and requirements an employer is looking for closely, and ask yourself whether your application can link back to every point on the list. If not, change it – and cut out anything that’s not relevant.”

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Make a connection with the interviewer

Nedhal Alkhatib, Programme Manager for Motorola, told me that it’s not only important to make an impression during the interview, but also a connection.

“How the candidate’s personality comes across is extremely important to me.  I look for a ‘can do’ attitude – someone who is approachable, and consistent throughout the interview. It’s absolutely fine if they don’t know the answer to something; I just want to see a willingness to learn underpinned by a confidence and drive to succeed. I also want them to make a connection with me, I often interview many people for a role and so standing out is vital – if I leave happy and get on with the candidate I’ll remember them and be more likely to hire them.”

She continued: “How you present yourself in the interview is crucial – don’t come across as over keen or desperate – you want the interviewer to like you and your personality, not pity you. In the same vein, don’t forget to ask what the company can offer you in return – this should be a mutually satisfactory exchange and you should leave with your questions answered.”

 

Never stop learning and picking up new skills

Ben Medlock, co-founder of Swiftkey, is a big advocate of skills. If you want to contribute to a startup, then you’ll need to bring something fresh.

“The main thing not to do is stop learning or stop being curious. We rate people who are always teaching themselves and others something new. That gives you lots to talk about in an interview, too.”

Medlock continued: “We definitely look for an entrepreneurial spirit, the kind of people who’ve taught themselves new skills and challenged themselves. But starting your own business isn’t a requirement. You need many different backgrounds, personalities and experiences to build an effective team and we find our strength in our diversity – our team speaks 33 languages between them and everyone brings a fresh perspective and set of skills.”

Graeme Smith, Managing Director of Amazon’s Development Centre in Scotland, explained to me how important technical skills are.

“We’re solving hard problems and building systems that run at massive scale, we need people who are great at coding and problem solving.”

He added: “To push the boundaries of technology you need a solid base of theory, so we generally look for a Computer Science degree from a good university. On top of that, we work in close-knit teams so we need people with exemplary written and verbal communications skills.

Be comfortable with change

Leah Busque, founder and CEO of TaskRabbit, says that it’s imperative for people in tech to be comfortable with the rapidly changing industry.

“Be open to the possibility of not knowing. In Technology, we’re in the business of creating entirely new paradigms to advance the world and that can mean more experimenting and failing than knowing and succeeding. The more you are able to demonstrate your comfort in this perpetual state of change, the better.”

Rob Coupland, MD of TelecityGroup agrees that being adaptable is key to working in tech: “Be open-minded, be adaptable, and be flexible. Technology is an extremely fast-moving industry, and you should be open to all the opportunities that are presented to you. For example, there are now countless more creative roles in technology than there were just a few years ago. If you are self-motivated and always eager to learn, you will be perfectly placed to seize new opportunities as our industry continues to evolve.”

Be genuinely passionate about the job you’re applying for

Busque also suggests that those excited by an industry will generally succeed in landing a job in it.

“Targeting a company that you know well but that doesn’t align with what will ignite that daily fire to learn and grow will prove unsustainable and ultimately be a disservice to your career and even personal life. Every person I’ve seen succeed in the industry is excited by the promise of their product or company mission. Believe in what you’re working on and the rest will follow.”

Graeme Smith agrees and places a particular importance on a candidate’s visible passion for the industry.

“First and foremost we’re looking for people who are passionate about inventing for customers and passionate about technology. We’re inventing on behalf of our customers, so we need people who can think from a customer’s perspective and don’t just build technology for technology’s sake.”

Have an understanding of different areas of the industry

Coupland explains that understanding the industry you want to work in, from bottom to top, can really demonstrate multiple skills.

“If an applicant has spent time in a retail environment, or on a helpdesk, they can demonstrate that they recognise the importance of both customer service and technical expertise. For example, if you’ve had work experience at Apple AAPL -3.52% Store, you are demonstrating that you understand technology, that you are commercially competent, and that you are able explain technology in a way that everyone can understand.”

Get connected and get active

Sarah Wood, co-founder of Unruly, thinks that it’s important to fully immerse yourself in the industry by making contacts and showing off your talents.

“Get connected. On LinkedIn LNKD -1.65%, in tech forums and best of all in person. This way you’ll understand how the ecosystem works and where to find the most promising points of entry. Build a portfolio of outputs that you can show to prospective employers – a blog, a working prototype, a university project, a video of the Code Club you ran – visual, tangible proof that you won’t just talk the talk, you’ll walk the walk. Voluntary work as a teacher at code club will boost your resume and help kids improve their future prospects too.”

Graeme Smith also thinks it’s important to be as busy as possible: “Attend tech meetups to get to know people from your target companies, that’s often the best way in. Don’t wait for a job ad to apply for a job, many companies will respond favourably to speculative applications. The demand for talent is massive right now so don’t sell yourself short.”

Jay McGregor is a freelance technology journalist who writes for The Guardian, Forbes, TechRadar and is a tech correspondent for BBC’s James Hazel show. Follow on Twitter @_jaymcgregor

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Leadership: 13 Habits of Exceptionally Likeable People…Mistaken Belief that Being Likeable Comes from Natural, Unteachable Traits that Belong Only to a Lucky Few

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Too many people succumb to the mistaken belief that being likeable comes from natural, unteachable traits that belong only to a lucky few—the good looking, the fiercely social, and the incredibly talented. It’s easy to fall prey to this misconception. In reality, being likeable is under your control, and it’s a matter of emotional intelligence (EQ).

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You've got less than a minute to persuade the audience you're worth listening to.

You’ve got less than a minute to persuade the audience you’re worth listening to.

In a study conducted at UCLA, subjects rated over 500 adjectives based on their perceived significance to likeability. The top-rated adjectives had nothing to do with being gregarious, intelligent, or attractive (innate characteristics). Instead, the top adjectives were sincerity, transparency, and capacity for understanding (another person).

These adjectives, and others like them, describe people who are skilled in the social side of emotional intelligence. TalentSmart research data from more than a million people shows that people who possess these skills aren’t just highly likeable, they outperform those who don’t by a large margin.

We did some digging to uncover the key behaviors that emotionally intelligent people engage in that make them so likeable. Here are 13 of the best:

They Ask Questions

The biggest mistake people make when it comes to listening is they’re so focused on what they’re going to say next or how what the other person is saying is going to affect them that they fail to hear what’s being said. The words come through loud and clear, but the meaning is lost.

A simple way to avoid this is to ask a lot of questions. People like to know you’re listening, and something as simple as a clarification question shows that not only are you listening, you also care about what they’re saying. You’ll be surprised how much respect and appreciation you gain just by asking questions.

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They Put Away Their Phones

Nothing will turn someone off to you like a mid-conversation text message or even a quick glance at your phone. When you commit to a conversation, focus all of your energy on the conversation. You will find that conversations are more enjoyable and effective when you immerse yourself in them.

They Are Genuine

Being genuine and honest is essential to being likeable. No one likes a fake. People gravitate toward those who are genuine because they know they can trust them. It is difficult to like someone when you don’t know who they really are and how they really feel.

Likeable people know who they are. They are confident enough to be comfortable in their own skin. By concentrating on what drives you and makes you happy as an individual, you become a much more interesting person than if you attempt to win people over by making choices that you think will make them like you.

They Don’t Pass Judgment

If you want to be likeable you must be open-minded. Being open-minded makes you approachable and interesting to others. No one wants to have a conversation with someone who has already formed an opinion and is not willing to listen.

Having an open mind is crucial in the workplace where approachability means access to new ideas and help. To eliminate preconceived notions and judgment, you need to see the world through other people’s eyes. This doesn’t require you believe what they believe or condone their behavior, it simply means you quit passing judgment long enough to truly understand what makes them tick. Only then can you let them be who they are.

They Don’t Seek Attention

People are averse to those who are desperate for attention. You don’t need to develop a big, extroverted personality to be likeable. Simply being friendly and considerate is all you need to win people over. When you speak in a friendly, confident, and concise manner, you will notice that people are much more attentive and persuadable than if you try to show them you’re important. People catch on to your attitude quickly and are more attracted to the right attitude than what—or how many people—you know.

When you’re being given attention, such as when you’re being recognized for an accomplishment, shift the focus to all the people who worked hard to help you get there. This may sound cliché, but if it’s genuine, the fact that you pay attention to others and appreciate their help will show that you’re appreciative and humble—two adjectives that are closely tied to likeability.

They Are Consistent

Few things make you more unlikeable than when you’re all over the place. When people approach you, they like to know whom they’re dealing with and what sort of response they can expect. To be consistent you must be reliable, and you must ensure that even when your mood goes up and down it doesn’t affect how you treat other people.

They Use Positive Body Language

Becoming cognizant of your gestures, expressions, and tone of voice (and making certain they’re positive) will draw people to you like ants to a picnic. Using an enthusiastic tone, uncrossing your arms, maintaining eye contact, and leaning towards the person who’s speaking are all forms of positive body language that high-EQ people use to draw others in. Positive body language can make all the difference in a conversation.

It’s true that how you say something can be more important than what you say.

They Leave a Strong First Impression

Research shows most people decide whether or not they like you within the first seven seconds of meeting you. They then spend the rest of the conversation internally justifying their initial reaction. This may sound terrifying, but by knowing this you can take advantage of it to make huge gains in your likeability. First impressions are tied intimately to positive body language. Strong posture, a firm handshake, smiling, and opening your shoulders to the person you are talking to will help ensure that your first impression is a good one.

They Greet People by Name

Your name is an essential part of your identity, and it feels terrific when people use it. Likeable people make certain they use others’ names every time they see them. You shouldn’t use someone’s name only when you greet him. Research shows that people feel validated when the person they’re speaking with refers to them by name during a conversation.

If you’re great with faces but have trouble with names, have some fun with it and make remembering people’s names a brain exercise. When you meet someone, don’t be afraid to ask her name a second time if you forget it right after you hear it. You’ll need to keep her name handy if you’re going to remember it the next time you see her.

 

They Smile

People naturally (and unconsciously) mirror the body language of the person they’re talking to. If you want people to like you, smile at them during a conversation and they will unconsciously return the favor and feel good as a result.

They Know When To Open Up

Be careful to avoid sharing personal problems and confessions too quickly, as this will get you labeled a complainer. Likeable people let the other person guide when it’s the right time for them to open up.

They Know Who To Touch (and They Touch Them)

When you touch someone during a conversation, you release oxytocin in their brain, a neurotransmitter that makes their brain associate you with trust and a slew of other positive feelings. A simple touch on the shoulder, a hug, or a friendly handshake is all it takes to release oxytocin. Of course, you have to touch the right person in the right way to release oxytocin, as unwanted or inappropriate touching has the opposite effect. Just remember, relationships are built not just from words, but also from general feelings about each other. Touching someone appropriately is a great way to show you care.

They Balance Passion and Fun

People gravitate toward those who are passionate. That said, it’s easy for passionate people to come across as too serious or uninterested because they tend to get absorbed in their work. Likeable people balance their passion with the ability to have fun. At work they are serious, yet friendly. They still get things done because they are socially effective in short amounts of time and they capitalize on valuable social moments. They minimize small talk and gossip and instead focus on having meaningful interactions with their coworkers. They remember what you said to them yesterday or last week, which shows that you’re just as important to them as their work.

Bringing It All Together

Likeable people are invaluable and unique. They network with ease, promote harmony in the workplace, bring out the best in everyone around them, and generally seem to have the most fun. Add these skills to your repertoire and watch your likeability soar!

Travis co-wrote the bestselling book Emotional Intelligence 2.0 and co-founded TalentSmart, the world’s #1 provider of emotional intelligence tests and training, serving 75% of Fortune 500 Companies.

Forbes.com | January 27, 2015 | Travis Bradberry

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