Settling Heres How To Find Your Dream Job

Settling Heres How To Find Your Dream JobSettling Heres How To Find Your Dream JobJob search is not just job search. While of course, the immediate, foremost goal is to land your next job, the larger goal is to advance your career and improve your life.How do you accomplish any of that if youre not certain of what you want to do? Without being certain, you cant articulate your goal to anyone in a position to help you. Worse yet, with lack of certainty comes a long, convoluted search that may very likely end with a mediocre role that just has you punching a time clock and going through the motions from 9-5.Lets walk through the 3 steps to finding your dream job, especially when you offer a wealth of experience and a broad scope of expertise.Know ThyselfEven though your expertise may be widely-encompassing, the truth is theres a difference between knowing a lot of things, having done a lot of things, being good at a lot of things, and actually liking or wanting to do a lot of things.Wh at do you want to do? Not what can you do. Not what have people told you youre good at doing. What do you want to do? Dont be afraid to answer that question for yourself. Your answer is acceptable. Your wants do matter. Youre the one who has to work all day the work you do needs to please you.Be InspiredA candidate recently told me, Well, I know a lot more than most people who do what I do when it comes to regulatory affairs in the pharmaceuticals environment. Excellent that means you have a lot to choose from. That also means you have to make a choice.Theres no such concept of dumping your entire wealth of knowledge onto your resume, the thinking the employer will go through it and fit you into the most appropriate placement.Instead, what happens when you present nearly the totality of what you know is you get labeled as overqualified, which is not a compliment. It will hinder you from landing interviews and offers.From your wealth of knowledge, make a choice to focus on what in spires you. What part of the work do you like the best? What part do you do the best? You likely do it consistently well because you enjoy being able to make some kind of contribution through your work. You enjoy spending all day at something that satisfies you. Concentrate on that as your primary message, the core of your brand.Emphasize Expertise You EnjoyWhen I work privately with candidates, we spend a significant amount of time evaluating their expertise. In looking at their old materials, the 1st thing I ask is, What can we get rid of, for any reason, including that you may know how to do it, or have done it for a long time, but you just dont want to do it anymore?Then. We. Cut.But wait, Jewel. Doesnt that mean I may be cutting our certain opportunities if I dont show that I have that expertise?Yesbut you dont want to do those things anyway. Therefore, whats the point of even bringing them to the table. If you did them all day every day for the next 5 years, they arent the thi ngs that make you happy.Particular when your list of expertise is long, its important to prioritize what to emphasize. You arent equally effective e at 20 different things. More likely theres a core set of skills you really enjoy flexing day in and day out, other areas of expertise can be framed as subset of those skills, and perhaps just perhaps the rest can be deleted.This exercise brings focus to your message. While it may seem like casting a wide net is a good approach, the opposite is actually true. In job search, where you focus is where you will find what you want. Successful jobseekers ask themselves what they want to do, make sure their own answer inspires them, then focus on finding that.When pursuing the actual roles, the foundation needs to be on expressing what you want, what inspires you, and what you enjoy into a clear, memorable brand. Then, get that brand in front of the right people, which doesnt mean blasting your resume out to the entire Internet. Theres a 1-P age New Job Cheat Sheet and Webinar that walks you through the only people you need to talk to, when to talk to them, and exactly what to say.Download your cheat sheet here so you learn how to do this. Only with that step correct can you then count on regularly interviewing and advancing through the job search process until you end up in the fortunate position of being able to choose from more than one offer.

Overview of the Business Plan General Description

Overview of the geschftliches miteinander Plan General DescriptionOverview of the Business Plan General DescriptionWriting a geschftsleben plan may elend always be the first step you take when forming your business, but it is a necessary step that you must take at some point.The sooner you start working on your business plan, the sooner you will be able to organize all your ideas and begin looking for investors and funding. A Business Plan Is a Guide A business plan is bedrngnis intended to be set in stone.In fact, it serves better as a roadmap, a guide to keep you on track according to your purpose and your mission, but all business plans should be reviewed from time to time and kept up-to-date.One of the most important reasons to keep your business plan fresh is that you will be better prepared to apply for loans, government contracts, and pursue other options for your business as they arise. A business planis divided into sections and although there is no one exact formula for a business plan, certain information should be included in all business plans, and the general description is one of those non-negotiable items.In some cases, a particular grant or loan might require you to submit certain information in a particular format or to keep your business plan to a certain page or character limit.If you are preparing a business plan (or updating one) for a particular purpose, understand the purpose and its unique requirements before submitting your business plan. General (Company) Description The general company description in your business plan will contain some information that will also be included later in your marketing plan and the executive summary (the last section of a small business plan), but you still need to summarize information in the general description. The general company description allows you to include important information and details about your business, your business structure, and its core values. In your opening paragraphs inc lude clear, concise information about The Nature of Your BusinessThis includes your industry or profession and what will your business do. Business StructureHow a business is formed (legal structure) and why this form of ownership works best for the business. Mission StatementThis is not a mandatory item. However, it is a good idea to include one. A mission statement is short, 30 to 40 words in length, and gives a brief overview of the purpose of the company and any guiding principles. If you are not going to include a mission statement, skip to the next item. However, a mission statement can help you attract investors, donors, and others who may share your vision, so you should have a really good reason if you decide not to include your companys mission statement as part of the general description. Writing Company Goals and Objectives The general description of your business plan should include important goals and objectives after basic information about your company.??? Many p eople arent aware of the difference between goals and objectives. Here is the difference between the two GoalsA goal supports the attainment of meeting an objective and is a statement of where you want to be in the future. For example, your objective is to increase sales, a goal might be to develop repeat business by being a leader in exemplary customer service practices. ObjectivesAn objective is a measurable achievement it is where you hope to arrive. For example, increasing sales by 15% by the third quarter is an objective. Resources, Business Philosophy, and Marketing Overview This general information section of your business plan should also include information about what is important to you in business. Itincludes values and philosophies, as well as your strengths and resources. Describe briefly who your target market is (you will include more detail in your marketing plan section later on) and how you will reach your market. Describe your industry, the volatility and growth potential of the industry, as well as future predictions for demand for your products or services. Summarize by offering information about the strengths and resources you and any working partners bring to the business to help it succeed. You do not need to include a lengthy resume, but do include relevant experience. Summary and Closing Thoughts It may help to think of your general description as an introductory handshake and first impression.Concisely, introduce your business to others who may read your business plan so that they have a good first impression and want to learn more about you and your business.

Is it ever OK to use the word stupid when giving feedback

Is it ever OK to use the word stupid when giving feedbackIs it ever OK to use the word stupid when giving feedbackDrIs it ever OK to use the word stupid when giving feedback? Professional business coach Kim Scott offered great perspectives on this question when she spoke at First Round Capitals CEO Summit.Once upon a time, Scott presented her recent business results to her managers bosses Googles Sergey Brin and Larry Page. Hugely impressed, the two offered the young executive more resources. Afterward, Scotts own manager, Sheryl Sandberg, shared what she had liked about Scotts presentation. Then added, But you said um a lot. And offered her a Google-funded public speaking coach.Scott verbally brushed off this comment, still feeling on top of the world. Finally, Sandberg said You know, Kim, I can tell Im not getting through to you. Im going to have to be clearer here. When you say um every third word, it makes you sound stupid. At which point, reports Kim, the message DID sink in.Sco tt feels that Sandbergs bluntness was an example of kindness, in retrospect. She needed that guidance.Tough feedback only works if provided in the right contextSandberg got away with her feedback with zero relationship or trust damage only because it was given in a context of caring partally. Sandberg had encouraged Scott to take time off to care for a sick relative and had done a thousand other things that showed she was invested in Scott as a person and a professional. And she offered tangible support in the same breath she offered her blunt critique.Scott now divides the world of business relationships into 4 quadrants. The vertical axis of her graph (above) is what she calls the give-a-damn axis how much do you, as a leader, show you care about, like, and respect the other person? The horizontal axis is about communicating guidance with candor and directness, even when it is difficult for the other person to hear. She contends the most successful leaders live at the corner of Ca ring Personally and Challenging Directly.When I work with leaders in my programs, they sometimes receive feedback from colleagues that they are either nice-but-lacking-spine or the opposite blunt-but-not-so-nice. They squirm. Do I need to be less nice? the first group asks. The second group wonders if they need to stop being so blunt and direct.Generally, I say absolutely not. Keep whats good, whether it is the niceness or the directness. Then develop much more of the other thing.Dont make the fools choiceIts a myth that leaders need to choose between being the lovable manager, or the challenging manager. Ideally - like Sheryl Sandberg we want to be BOTH types of manager simultaneously. Showing we care through trust-building words and actions becomes our relationship money in the bank, like it was for Sandberg. This builds a relationship atmosphere where others will respond well, not poorly, to even the toughest of feedback.Scott suggests that the overly nice guy manager who cares but isnt direct with feedback brings Ruinous Empathy to his or her work relationships and says that if a leader cant master Radical Candor she prefers Obnoxious Aggression (the lower left quadrant) where people feel highly challenged, but dont feel much love. I differ from Scott there. Maybe at a prestigious workplace like Google, this works and doesnt quickly send the troops packing for greener and friendlier pastures. But at many organizations, employees (especially millennials) dont stick around if the challenge factor isnt accompanied by adequate caring respect.In any case, please dont fragestellung for what I call the Fools Choice the common notion that a leader cant be both TOUGH and CARING simultaneously. Think back youve probably experienced both qualities - in spades - working for each favorite past or current boss.Where do you stand?If youre unsure which relationship muscles you need to strengthen or which part of Scotts graph you spend most of your time in, Scott offe rs a radical idea. Explain her chart to your team, then ask each person to consider which quadrant their most recent interaction with you fell into. Provide a way for them to write their answer down and get it to you, with confidentiality preserved.In so doing, you have a spectacular opportunity to show your team what it looks and sounds like to solicit honest performance feedback, then receive it with curiosity, openness, and gratitude. And to ensure youve got both the edge and the soft touch that managing human beings requires.