Archive for the ‘Persona’ Category

1.  Can you do the job?

2.  Will you love the job?

3.  Can we tolerate working with you?

That’s it.  Those three.  Think back, every question you’ve ever posed to others or had asked of you in a job interview is a subset of a deeper in-depth follow-up to one of these three key questions.  Each question potentially may be asked using different words, but every question, however it is phrased, is just a variation on one of these topics: Strengths, Motivation, and Fit.

Can You Do the Job? – Strengths

Executive Search firm  explained to me that it’s not just about the technical skills, but also about leadership and interpersonal strengths.  Technical skills help you climb the ladder.  As you get there, managing up, down and across become more important.

You can’t tell by looking at a piece of paper what some of the strengths and weaknesses really are…We ask for specific examples of not only what’s been successful but what they’ve done that hasn’t gone well or a task they they’ve, quite frankly, failed at and how they learned from that experience and what they’d do different in a new scenario.

Not only is it important to look at the technical skill set they have…but also the strengths on what I call the EQ side of the equation in terms of getting along and dealing or interacting with people.

Click here for more on interviewing and being interviewed for strengths

Will You Love the Job? -Motivation

…younger employees do not wish to get paid merely for working hard—just the reverse: they will work hard because they enjoy their environment and the challenges associated with their work…. Executives who embrace this new management style are attracting and retaining better employees.

Click here for more on interviewing and being interviewed for motivation

Can We Tolerate Working With You? – Fit

Continuing on with our conversation, Heidrick’s Kelly went on to explain the importance of cultural fit:

A lot of it is cultural fit and whether they are going to fit well into the organization…  The perception is that when (senior leaders) come into the firm, a totally new environment, they know everything.  And they could do little things such as send emails in a voicemail culture that tend to negatively snowball over time.  Feedback or onboarding is critical.  If you don’t get that feedback, you will get turnover later on.

He made the same point earlier in an interview with  Smart Business.

40 percent of senior executives leave organizations or are fired or pushed out within 18 months. It’s not because they’re dumb; it’s because a lot of times culturally they may not fit in with the organization or it’s not clearly articulated to them as they joined.

Click here for more on interviewing and being interviewed for fit

Preparing for Interviews

If you’re the one doing the interviewing, get clear on what strengths, motivational and fit insights you’re looking for before you go into your interviews.

If you’re the one being interviewed, prepare by thinking through examples that illustrate your strengths, what motivates you about the organization and role you’re interviewing for, and the fit between your own preferences and the organization’s Behaviors, Relationships, Attitudes, Values, and Environment (BRAVE).  But remember that interviews are exercises in solution selling.  They are not about you.

Think of the interview process as a chance for you to show your ability to solve the organization and interviewer’s problem. That’s why you need to highlight strengths in the areas most important to the interviewers, talk about how you would be motivated by the role’s challenges, and discuss why you would be a BRAVE fit with the organization’s culture.

by George Bradt http://www.primegenesis.com



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A pesar de las dificultades económicas, brindo por este año que acaba. Es sabido que los buenos años económicos dificultan los avances. De alguna forma, el bolsillo lleno adormece las mentes.

En el 2011 hemos avanzado, hacia la desaparición definitiva de ETA, más que en las tres décadas anteriores. El 50% del sistema financiero español que se encontraba en manos de las cajas, ha pasado a ser gestionado con mucha más transparencia. Berlusconi ha dejado de gobernar Italia. También han dejado de decidir el destino de millones de personas Gadafi, Bin Laden, Mubarak y Kim Jong-il. Al cuarto peor terremoto de la historia, le ha correspondido el número 18 en víctimas mortales. Además no hubo catástrofe nuclear. La Comunidad Europea ha avanzado hacia su integración imponiendo control sobre los presupuestos de los países integrantes. El número de víctimas mortales en las carreteras españolas ha disminuido sustancialmente, a pesar de que el parque de vehículos ha envejecido. Por primera vez los dos principales partidos políticos españoles pactaron decisiones trascendentales sin necesitar a los nacionalistas. Tanto en España como en Catalunya y en otras autonomías, acabamos el año con presidentes y equipos, competentes y sensatos, capaces de liderar y gestionar con éxito.

Sin mencionar que la crisis económica no es mundial. De hecho para un enorme porcentaje de la humanidad, 2011 ha sido, en términos económicos, su mejor año.

Por tanto brindo por este 2011 que acaba, y por todos los que han hecho posible con su trabajo, que progresemos hacia un mundo mejor para todos.


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28% of executives say the resume is where most job seekers make mistakes in the application process. But what exactly constitutes a mistake?

1. Unnecessary Details About Your Life 

There are a few personal details you should include on a resume: full name and contact information, including email, phone number and address. But beyond that, personal details should be kept to a minimum. If the prospective employer wants to know more than the minimum, they will ask you or figure it out for themselves.

“Your age, race, political affiliation, anything about your family members, and home ownership status should all be left off your resume,” says Ann Baehr, a certified professional resume writer and president of New York-based Best Resumes. “What’s confusing is that [a lot of personal information is] included on international CVs. In theU.S., including [personal data] is a no-no because it leaves the job-seeker open to discrimination.”

The exception to the rule: If you’re looking to work for an organization closely tied to a cause, you may consider including your race, political party, or religious beliefs.

“Personal data may suggest a bias, unless what you want to do next is directly tied to one of those categories, because it shows aligned interest,” says Roy Cohen, a New York Citycareer coach and author of The Wall Street Professional’s Survival Guide. So, unless you’re looking to work for a religious, political, or social organization, you’re better off keeping personal philosophies to yourself.

2. Your Work Responsibilities as a Lifeguard When You Were 16…

“Don’t include information that will not advance you in your work goals,” says Rena Nisonoff, president of The Last Word, a resume-writing and job-coaching company inBoston. “Anything extraneous should be left off your resume.” That includes hobbies and irrelevant jobs you held many years ago.

Unless you’re an undergraduate student or a freshly minted professional, limit your work history to professional experience you’ve had in the past 10 to 15 years (or greater, if it was a C-level position).

3. A Headshot

In some industries, being asked for and including a headshot is commonplace, but unless you’re a model, actor, or MissAmerica, the general rule of thumb is that photos should be left out.

“To many [hiring managers], including a headshot feels hokey,” says Cohen. It can give off the wrong impression, and isn’t a job-seeking tactic that’s customarily received well.

Furthermore, it’s illegal for employers to discriminate against job candidates based on appearance, so attaching a headshot can put employers in an awkward position, says Nisonoff. Unless it’s specifically requested, and it’s relevant to the job at hand, keep your appearance out of it.

4. Salary Expectations

Most job candidates feel uneasy discussing salary requirements. For good reason: Giving a number that’s too high or too low can cost you the job. You should keep it out of your application materials entirely, unless the hiring manager asks for it.

“If they specifically ask for it, you should give them a range,” says Nisonoff, but even still, that information should be reserved for the cover letter and not put on the resume. If you have the option, save that discussion for a later stage of the interviewing process, ideally once the interviewer brings it up.

5. Lies

This should really go without saying, but career coaches and resume writers alike report that the line between embellishment and fabrication is often crossed by job applicants — and that they’ve seen it cost their clients jobs.

One of the most common areas in which people fudge the facts is the timeline of their work history.

“A client of mine who worked for a Wall Street firm had moved around quite a bit,” says Cohen. The client, who was a registered representative, intentionally excluded a former employer from his resume, and covered it up by altering the dates of employment at other firms. “Registered representatives leave a FINRA trail, and when his resume was checked against his FINRA trail, [the company] saw he had left off a firm and they pulled the offer,” Cohen explains.

Whether it’s using false information to cover a blemish or exaggerate success, there’s no room to lie on your resume. No matter how miniscule the chance is that you’ll be caught, you should always represent yourself as accurately as possible.

6. Things That Were Once Labeled “Confidential”

In many jobs, you will handle proprietary information. Having inside information from your positions at previous employers might make you feel important — but if you use that information to pad your resume, chances are it will raise a red flag.

“Confidential information should never be shared, it shows poor judgment,” says Cohen.

If you’re sharing the names of your clients, in-house financial dealings, or anything else that might be for your eyes only, it can backfire in two ways. The prospective employer will know that you can’t be trusted with sensitive information; and your current (or former) employer might find out what you have been sharing and it could be grounds for dismissal or even a lawsuit.

7. If You Were Fired From a Job — and What You Were Fired For

Your resume should put you in a positive light. Including that you were let go for poor performance, stealing from the company, or any other fault of your own will have the exact opposite effect.

“Leave out information about a situation that positions you negatively, such as ‘I got fired’ or ‘I mishandled funds,'” says Cohen. “Anything that suggests you used poor judgment in your current or former job.”

Following this advice does not violate the rule about lying (No. 5). If you’re asked to explain why you left a job, you need to bite the bullet and be straightforward, but until then, make sure you’re putting your best foot forward.

8. Overly Verbose Statements 

There is a pretty fine line between selling yourself and overselling yourself. Too many resumes overstate the importance of job responsibilities.

“Job seekers with limited experience [try] to put themselves in a ‘management’ light,” says Baehr, using phrases like “‘Spearheaded high-profile projects through supervision of others, leading by example.'” Keep your flair for the dramatic to a minimum, so resume readers can get a picture of what your real responsibilities were with your past or current company.

9. “References Available Upon Request” and Your Objective

The age-old “references available upon request” has become archaic. You should have solid references lined up from the get-go, so when the hiring manager asks for them, you’re ready to share them.

“It’s not really an option,” says Baehr. “If they want your references, they’re going to get them.”

Also nix the objective statement. It’s not really necessary to explain your career goals unless you are a recent graduate or are switching careers. If necessary, work your objective into a summary of your qualifications, says Cohen.

“It explains what you want, which may not be readily apparent from the resume,” he says, “and it also tells a story to explain why you want to make the career change.”

10. TMI

Too much information is almost never a good idea. It’s particularly bad when it’s put in front of hiring managers who are busy, tired, and quite frankly, probably not going to read your resume word-for-word. If you put too much information in your resume, recruiters will likely not read it at all or just scan it quickly.

“Far too much detail is damaging because it won’t get read,” says Cohen. “It suggests that you get lost in seeing the forest for the trees and also suggests an attachment to information. It’s a burden to the reader, and these days, readers of resumes don’t want to be burdened.”

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Any of us can adopt these principles to unleash our ‘inner Steve Jobs.’

jobsapple.jpgSteve Jobs’ impact on your life cannot be overestimated. His innovations have likely touched nearly every aspect — computers, movies, music and mobile. As a communications coach, I learned from Jobs that a presentation can, indeed, inspire. For entrepreneurs, Jobs’ greatest legacy is the set of principles that drove his success.

Over the years, I’ve become a student of sorts of Jobs’ career and life. Here’s my take on the rules and values underpinning his success. Any of us can adopt them to unleash our “inner Steve Jobs.”

1. Do what you love. Jobs once said, “People with passion can change the world for the better.” Asked about the advice he would offer would-be entrepreneurs, he said, “I’d get a job as a busboy or something until I figured out what I was really passionate about.” That’s how much it meant to him. Passion is everything.

2. Put a dent in the universe. Jobs believed in the power of vision. He once asked then-Pepsi President, John Sculley, “Do you want to spend your life selling sugar water or do you want to change the world?” Don’t lose sight of the big vision.

3. Make connections. Jobs once said creativity is connecting things. He meant that people with a broad set of life experiences can often see things that others miss. He took calligraphy classes that didn’t have any practical use in his life — until he built the Macintosh. Jobs traveled to India and Asia. He studied design and hospitality. Don’t live in a bubble. Connect ideas from different fields.

4. Say no to 1,000 things. Jobs was as proud of what Apple chose not to do as he was of what Apple did. When he returned in Apple in 1997, he took a company with 350 products and reduced them to 10 products in a two-year period. Why? So he could put the “A-Team” on each product. What are you saying “no” to?

5. Create insanely different experiences. Jobs also sought innovation in the customer-service experience. When he first came up with the concept for the Apple Stores, he said they would be different because instead of just moving boxes, the stores would enrich lives. Everything about the experience you have when you walk into an Apple store is intended to enrich your life and to create an emotional connection between you and the Apple brand. What are you doing to enrich the lives of your customers?

6. Master the message. You can have the greatest idea in the world, but if you can’t communicate your ideas, it doesn’t matter. Jobs was the world’s greatest corporate storyteller. Instead of simply delivering a presentation like most people do, he informed, he educated, he inspired and he entertained, all in one presentation.

7. Sell dreams, not products. Jobs captured our imagination because he really understood his customer. He knew that tablets would not capture our imaginations if they were too complicated. The result? One button on the front of an iPad. It’s so simple, a 2-year-old can use it. Your customers don’t care about your product. They care about themselves, their hopes, their ambitions. Jobs taught us that if you help your customers reach their dreams, you’ll win them over.

There’s one story that I think sums up Jobs’ career at Apple. An executive who had the job of reinventing the Disney Store once called up Jobs and asked for advice. His counsel? Dream bigger. I think that’s the best advice he could leave us with. See genius in your craziness, believe in yourself, believe in your vision, and be constantly prepared to defend those ideas.

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En una entrevista reciente de McKinsey al CEO de Google (Eric Schmidt), comenta lo siguiente:
Hiring and recruiting:
One of the things about companies is, as you build them, you get a chance to sort of
determine the culture, the people, the style. And one of the things that I learned—and I
learned a lot from Larry and Sergey—is that it makes an enormous difference who you hire
at every level. And people don’t really sort of manage that. So we worked very, very hard
on who’s going to be in our company.
And we spent more time, and pretty ruthlessly, on academic qualifications, intelligence,
intellectual flexibility, passion and commitment. What bothers me about management books
is they all say this stuff generically, but nobody does it. You need to develop a culture where
people actually are going to do what they’re going to do, and you’re trying to assist them.
They don’t need me. They’re going to do it anyway, because they’re driven; they have that
passion. They’re going to do it for their whole lives. It’s everything they ever wanted. And,
oh yeah, maybe they could use a little help from me.
That’s the kind of person that you want. At Google, we give the impression of not managing
the company because we don’t, really. It sort of has its own “Borg-like” quality, if you will—
it just sort of moves forward. So you have the problem of, once you get started and get the 3
right seating of people, you’re going to get this kind of behavior. Then you have to deal with
the odd people. Because not every one of these incredibly smart people is a team player,
and so forth.
So I would suggest that as part of the recruiting, you need to look at whether they’re sort
of compatible with the other people. Benchmark [Capital] is a company in [Silicon] Valley
which has been a very successful venture company, and they had a rule that they would
hire people if when they walked down the hall and they looked in the room, people smiled
at them. They wanted them around. And we don’t have that rule.
Because we basically want people—even if you don’t want them around, we still need them.
But you have to sort of figure the interpersonal stuff out. If you have a meeting, and you
have consensus without disagreement, you have nothing. So basically what I would do in
a meeting is I would see if everyone agreed, and then I would try to get some controversy.
And if you can get one person to say something, then the person who’s shy, or a little
concerned about saying it, will speak up. Then you have a real conversation. So you need a
certain amount of discord in your meetings. If you just have discord, well, then you have a
university, right?
So what you want to do is you need a deadline. So discord plus deadline. Who enforces
the deadline? Me. That’s my job. Or whoever’s running the meeting. So if you have discord
and deadline, then you’re likely to produce a consensus. And if you look at the academic
literature, and all of the surveys and so forth, this is going to produce, on average, the best
sort of business judgment kind of outcomes. And I think that’s roughly right.
We use 70–20–10: 70 percent on our core business, 20 percent on adjacent business, 10
percent on others, as a sort of allocation principle, and we are constantly moving people
around to achieve that percentage. Another thing we have is something called 20 percent
time, where we tell people, especially in engineering, that they can spend 20 percent of
their time on whatever they want. Now, these people are not that clever. They work on
things which are adjacent to their areas of interest, which is what we hired them for.
They’re not off doing opera. Unless it’s the browser, right? So the 20 percent time is a very
good recruiting tool, but more importantly it serves as a pressure valve against managers
who are obnoxious. So the way it works is, if you’re my manager and you say, “Eric, you
know, we’re on deadline, we’ve got a problem,” and so forth. I’ll look at you, and I’ll say,
“I’m going to give you 100 percent of my 80 percent of my time.”
It serves as a check-and-balance. And in practice that conversation doesn’t occur, because
it doesn’t need to occur. There are many, many other examples. When you’re doing
recruiting, make sure that you don’t allow managers to hire their friends. Make sure you
have a recruiting team, like universities do—a hiring committee.
We would allow people to have an arbitrary number of interviews. It got to the point where
people were being interviewed 15, 16, 17 times, and then we were turning them down.
So eventually, by fiat, I ordered that it be taken down to 8. And we’ve since statistically
modeled that you can get a probabilistically correct outcome at 5 interviews. So if five
people interview a person, you should be able to make a decision whether you’re going to
hire them.

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Cómo redactar el CV

La escuela de negocios IESE publica las siguientes recomendaciones a la hora de redactar el CV:
  • El curriculum recomendado es de una página y contiene información personal, educación, experiencia profesional, idiomas hablados e información de carácter general (aficiones e intereses).
  • Utiliza cursiva para poner de relieve o enfatizar el texto.
  • Utiliza guiones (bullets) para focalizar la atención en los puntos clave.
  • Redacta párrafos breves.
  • Sé consistente utilizando las mayúsculas y minúsculas.
  • Utiliza años para indicar los periodos de tus experiencias previas (ej.: 1999-2003).
  • Utiliza frases con verbos de acción.
Guía de contenidos:
  • Lista tu experiencia y formación en cronología inversa. Empieza con lo que estás haciendo en la actualidad y ves hacia atrás en el tiempo.
  • Habilidades, experiencias y rasgos personales que supongan una ventaja competitiva con respecto a los otros candidatos.
  • Enfatiza cuáles son tus logros profesionales hasta la fecha y centra el impacto de tus contribuciones. Cuando describas experiencias, no sólo resumas tus responsabilidades y proyectos terminados. Indica que éxitos y beneficios has logrado. Cuantifica los resultados siempre que sea posible: incremento en ventas, reducción de costes, mejora de volumen, aumento de calidad, beneficio y productividad de equipo.
  • Matiza resultados cuando sea posible (ejemplos: mejorado, racionalizado, renovado).
  • Demuestra tu crecimiento personal. Ej.: honores académicos, cargos electos.
  • Idiomas. (Este es un punto muy importante).
  • Información general opcional. Esta sección muestra al lector como eres como persona, proporcionando el equilibrio con tu vida profesional. Señala cuáles son tus intereses, hobbies y aspectos de tu formación personal que se centren en ti como individuo. Resume tus actividades extracurriculares, incluyendo cargos de liderazgo que hayas asumido. No pases por alto la importancia de estas actividades.
  • Céntrate tanto en el futuro como en el pasado. Escribe un curriculum que refleje dónde vas, no sólo lo que has hecho. Piensa seriamente cuáles son las necesidades del contratante y cuáles son tus habilidades y experiencias, de modo que puedas presentar tu perfil de la manera más adecuada.
  • No olvides las diferencias culturales, regionales y nacionales y adapta tu curriculum de acuerdo a ello. Los americanos no incluyen datos personales en el curriculum, solo el nombre y dirección, pero en Europa, los datos personales son obligatorios. Se puede incluir una fotografía.

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