8 Tips About How to Get Results From Your Employees

8 Tips About How to Get Results From Your Employees8 Tips About How to Get Results From Your EmployeesWhen people think about becoming a manager, they may have unrealistic expectations about how they can get results from the employees they will manage. Sometimes people who havent ever been managers imagine that being a manager is somewhat like sitting in a big leather chair and issuing proclamations. The modern-day equivalent of being a king. The reality is there might be a leather chair involved, but proclamations are few and far between. Managers need to learn quickly how to get results from their employees- proclamations wont cut it. The responsibilities are serious and heavy. Even if youre the CEO, theres someone youre reporting to in- the CEOs case the stockholders or the board of directors or just your own bank account- and all other managers have managers above them as well. If youre a manager, you need to get good results from your employees or youll find yourself out on your ear. How can you do that? Well, its a lot of hard work, but doable. Here are eight tips for getting the best work and results from your employees. Hire People Who Are Better Than You Are You need to hire the best people you can find. Not that you must hire perfection- perfection doesnt exist. You need to look for great people who will ask you questions, who will point out errors and who will work without you hovering over them. If you pay well, youll find it easier to recruit high-quality people. When youre interviewing candidates, be painfully honest about the problems and the benefits of the job. Dont say that everything is peaches and cream when, in reality, you have demanding clients, unpredictable schedules, and everyone has to take a turn cleaning the bathrooms. You want someone who understands what they are getting into when they take the job. Youll get better fits if youre honest about the positives and negatives of the job. Give Great Training Lots of managers are super busy and often new hire training gets a back seat. Sure, someone sits down with a new employee and shows the employee how to log on to the system and such, but make sure you have a dedicated trainer that the new employee can question whenever needed. Train about company culture as wellas how to operate systems. If necessary, send the new employee to a training course to learn your systems. Its worth the time and effort to get the new person up to speed as fast as possible. Set Clear Goals How can you expect your employees to be truly productive and effective if you never explain exactly what they are supposed to accomplish? So many managers let employees flounder and then discipline when the employee doesnt live up to expectations that they never knew existed. For instance, if you expect your employees to respond to all emails within an hour, say that explicitly. Dont say, Hey, we believe in a eingabeaufforderung response to our clients. That can mean anything.Ifyoure goin g to hold an employee accountable, you need to let them know what youre judging them on. Additionally, if you have financial targets, productivity targets, or anything else that youre required to do, let your employees know. Every year when you do your performance reviews and goal setting make goals that are measurable and applicable. Follow up in your regular one-on-one meetings (you do need those), and youll see results clearly. Youll also see if someone is struggling and you can either fix it or terminate the employee promptly. Either way, youll get great performance. Be Fair Do you want employees that give you great results? Dont think about playing favorites.Judge people based on their work. Give fair schedules. Reward results. If an employee reaches her goals dont pull back a promised bonus. If an employee exceeds her goals, dont respond by increasing the goals for next year without a corresponding rise in salary and/or bonus. Provide Feedback Did your employee resolve a complex client complaint satisfactorily? Let her know youre grateful. Did she screw up? Let her know the same day (and privately) so that she doesnt make the same mistake again. Give your employees feedback and theyll know how to improve and what works best. Give Employees Leeway to Do Their Jobs When youmicromanage, you may get exact results, but you wont get great performances. If your reportingemployee says that she needs X training in order to solve a certain set of problems, arrange for that training. If another employee says that she wants to revamp the monthly reports to make them consistent across the organization, dont say, But weve always done it this way If you think its a bad idea, ask her to explain her reasons and then listen to her. Chances are she knows her job better than you know her job. Unless you have extremely strong reasons (like changing the reports would involve implementing a new $25,000 system), let her do what she does best- her job. Listen For the love of Pete, please listen to your employees. Listen to their ideas. Remember that you worked hard to hire the best people you could hire. Theres no point in hiring good people if you are going to treat them like robots. They arent robots. Listen to their ideas. Talk to them. Get their feedback. Give Credit When your boss praises your department for something, say, Thanks so much. Jane, John, and Horace did an amazing job. Im super happy to have them on staff. That can inspire your employees more than a bonus can. (Although you should give bonuses as well.) Dont take credit yourself. Your boss will know its your leadership that helped Jane, John, and Horace do a great job. You dont need to pat yourself on the back. Likewise, when theres an error, take responsibility. Yes, you have to take responsibility for the bad and give credit for the good. Your employees will know that you have their back, and theyll work hard to keep the trust youve given them. Its the best way to go about it. Suzanne Lucas is a freelance journalist specializing in Human Resources. Suzannes work has been featured on notes publications including Forbes, CBS, Business Insider and Yahoo.

17 quarter-life crises everyone has (or will experience)

17 quarter-life crises everyone has (or will experience)17 quarter-life crises everyone has (or will experience)Familiar with the good ol quarter-life crisis? If youre notlage sure whether youve had one, you probably havent (lucky duck). Quarter-life crises come in many forms, big and small, but we bet youve experienced or will experience the seventeen life events below.Unfortunately, they hit you in the face like a Mack Truck. Just remember They wont quite kill you, but theyll teach you some hard-earned lessons.1. You start questioning whether your chosen career path is purposefulComing out of college and landing your first job feels like an accomplishment in itself. But theres nothing worse than having a few years under your belt before you start wondering what kind of impact youre making on the world. Our advice? Dont just think about being a positive influence through your job. There are tons of opportunities beyond work, like volunteering, that can help fill the void and find me aning.2. Your friends are getting married and popping out kids faster than you can pop MMs at the moviesIts tough to watch your friends go through huge life events when youre totenstill at square one. Dont beat yourself up too much, though. Everyone has their own timelines.3. You suddenly realize that your parents are getting legitimately oldYoure visiting your hometown one day and take a few seconds to look at your parents faces. Maybe you notice some extra wrinkles, or they seem shorter than they did. Yep, theyre getting old. Its heartbreaking, but true.4. That friend youve been straining to connect with for months may not want to be close with you anymoreYou may have been connected at the hip in college, but people change. Lives go in different directions, and though it sucks that your Facebook timeline reminds you of that amazing night you spent together at the frat house foam party, you gotta let her go. RIP, Courtney.5. Your savings plan is a joke401(k) who? Your savings accou nt might be a little weak right now, and it certainly doesnt help that your parents are stressing that you wont be able to retire if you dont act now.6. You compare what your parents did at your age to what youre doing nowWhile millennials are roasted for eating avocado toast instead of buying homes, theyre secretly crying over how impossible it is to be a functioning adult in 2018. Sure, our parents may have been able to afford a mortgage and three kids on one income at 25 years old, but that is nearly impossible now.7. You realize that the path you took is different from the one taken by everyone around youIts easier to do things with a buddy, right? Well, what if your entire family lives in suburbia hundreds of miles away while youre fulfilling a dream that they could never dream of attempting? Even though its tough to be the only one doing what youre doing, know that your independence will only grow that much more. Youre creating your own destiny, and that will feel pretty damn powerful once you stop panicking about it.8. Your home will never look the same way as it did when you were in high schoolMaybe that home isnt even there anymore. With so many physical memories wiped out, you might feel a little sad and nostalgic. But just know that your memories are still yours, and you can remember the good times while accepting new experiences.9. You realize you have to figure out where your home is (thats not your hometown)Once you leave the nest, youre off seeking tons of opportunities, but then you have to settle down somewhere. Where will that place be, and will it feel like home in the same way your hometown felt? Is your home still back there? Youll have to answer these questions at some point.10. You want a dog, but then you realize how much physical, emotional, mental and financial responsibility it entailsNot everyone is ready for a pet, even if they adore animals. You have to be stable enough where you are that you can care for another being. More impor tantly, you have to be prepared for that 4 a.m. hospital visit that ends in a $2,000 bill.11. Your body doesnt bounce back anymore after that 3 a.m. pizza bingeWomp womp You cant slam back half that pizza without feeling intense heartburn the next day, along with serious guilt and a moral obligation to go to the gym for five hours. Your body is not interested in anything but kale these days, sadly. That said, dont deprive yourself Everything is good in moderation, right?12. You cant remember the last time you tossed back shots without thinking about your own funeralYeah, remember that pizza? You can say goodbye to binging on both the cheesy goodness and that cheap vodka you chugged during freshman year. You might have to choose the nicer stuff or switch to a less aggressive alcohol. Or, you know, dont drink it straight from a warm bottle.13. You clean out your childhood room and realize how much youve changedTheres nothing more equally heartwarming and heartbreaking to find those no tes you wrote back and forth with your boyfriend from the ninth grade. You had so many hopes, dreams, and passions at that age, and probably thought even through high school that anything was possible. Maybe your dreams changed or you didnt accomplish what you thought you would. Come to terms with it or its time to switch up your priorities.14. You start understanding that employment is not guaranteed or stableYoure taught in school to work toward getting a job. Once you get a job, its all good, right? Maybe youve been through a nasty layoff or left a company because the workplace conditions were unbearable. Dont give up hope. You will find the right job for you if you listen to your instincts.15. Ordering Girl Scout cookies is straight up dangerous nowAs a child, you tore through a sleeve of those puppies in minutes. Now, youre reading the back of the box hoping that you can have more than a few without wrecking your body. The sugar content in those cookies iswell, dangerous.16. Yo u ask your parents a question and they tell you to figure it out yourselfMan, if that isnt a letdown all on its own. You assume your parents are there to guide you through every issue you may have. But unfortunately, your parents dont know everything. Even more They want you to start making your own decisions and learning lessons for yourself. Its honestly the best thing they can do for you. Start relying on your own knowledge and resources to find what you need.17. The fear of bringing someone home to meet your family is realThis one isnt just a silly crush like the ones you brought home in high school. This person might be the one, and thats a huge deal. The thought of your family not liking this person is brutal, but you have to trust that theyll give you an honest opinion and respect your wishes.This article first appeared on Swirled.

Recruiting Leaders 101 Prioritize Soft Skills and Fit

Recruiting Leaders 101 Prioritize Soft Skills and FitRecruiting Leaders 101 Prioritize Soft Skills and FitNothing has a greater impact on your organization than the leaders who steer it. For the professionals tasked with recruiting them, you have two equally important dimensions to your search you are looking for a candidate who has the credentials to get the job done plus the charisma and the likabilitythe fitto get your colleagues buy-in.Education and experiencea candidates professional backgroundis fairly straightforward and easy to gleen from their resumes. But the other set of skills, a candidates potential to fit with your corporate culture, is mora abstract and elusive.The Versatility of Soft SkillsChange breeds uneasiness, especially in the workplace. Leadership transitions can be particularly complicated to weather, but a good leader is up for the challenge and brings confidence and clarity in uncertain times.While their past experience gives those in leadership roles some o f the necessary background to succeed, soft skills like emotional intelligence, flexibility and communication skills are equally valuable. Although these qualities may be more difficult to tease out on paper, they are vital skills for a candidate to exhibit. These qualities define the essence of a leader.Although difficult to demonstrate, once one has soft skills they are transferable. They make for a versatile leader who is able to acclimate to a variety of cultures. Soft skills are about understanding people, anticipating their needs, putting them at ease and communicating with them on an emotional level. If candidates have these skills, they will understand how to fit into the culture comfortably and add to it without making it look like they are dominating it or trying to redefine it too quickly in a way that makes staff feel as though they are losing their place.In an article published inHarvard Business ReviewJean Martin notes that fit is even more important than other skills that a candidate brings to the table. She captures the alarming failure rates of leaders unable to achieve fit Astoundingly, C-suite executives report that only one out of five executives hired from outside are viewed as high performers at the end of their first year in house. And ultimately, of the 40 percent of leaders who are hired from outside each year, nearly half fail within the first 18 months. The direct and indirect costs of the failures are staggering, far exceeding the cost of the search that found the executive.Pursue Soft SkillsSo how do you find a candidate who will integrate successfully into your professional culture? How do you find the candidate who will be the right fit? It starts with the job description and extends through the bewerbungsgesprch process.According to Simply Hired data, the most commonly used words in the job descriptions that recruit leaders tend to be categorical or focus more on skills than on fit. These terms most commonly appearStrategic thin kerGoal-orientedAssertiveSelf-starterEffective communicatorWhile these qualities speak to the hard skills associated with leadership, they dont specifically explore the skills that foster fit. Enhancing position posting to include discussions about the psychology of leadership starts this conversation, which can then continue in the interview. Isolating what makes a candidate successful when assuming a new leadership role and then pursuing those qualities sets the search up for a greater chance of success.Clearly Communicate What your Organization Needs in a LeaderAsk for what you want. Position descriptions for leadership roles come in an array of shapes and sizes. Positions at nonprofit organizations, for example, tend to explore expectations about soft skills, citing mission statements that shape expectations throughout the posting. While posting for leadership jobs in engineering firms, for example, often focus largely on credentials citing the leadership components of the roles as more secondary, less defined qualities.While credentials and experience are undoubtedly important in all leadership hires, the psychological dimension of the job cant be ignored. Its a defining feature of the job.Here are some examples of language that can bolster job postings to recruit candidates who possess soft skillsValues creativity and flexibilityFacilitates constructive and productive communicationFosters a culture that recognizes talents and strength of each member of the teamEmbraces changeWell-developed interpersonal and relationship-building skillsChallenge existing job posting. See if there is room to enhance them to outline more specific expectations about the leadership candidates they attract. Simply Hired is an excellent tool to use to review other postings and see what language other companies use to define the soft skills they require in the leaders they recruit.Once you have solidified your search teams values, carry those through the interview process. Geari ng interviews to discuss instances where candidates successfully employed soft skills will yield useful results untersttzunging fit for exampleHave you found yourself in a leadership role during a difficult timeperhaps a time when layoffs or downsizing were taking place? How did you communicate with your colleagues to minimize the stress of this and to keep morale as high as possible? How did you support your colleagues through this difficult time?What are some of your strategies for creating a culture that facilitates professional development and fosters staff retention?If hired, how do you plan to integrate your expertise into this professional culture? How has this gone for you in the past? How do you achieve the balance of making staff comfortable with change on the one hand and ushering them into a new era of leadership on the other hand?Make your recruitment plan a clear and focused package that aims to attract and capture candidates who have both the hard and the softs skills and ultimately the fit that your company needs.Reward Flexibility with FlexibilityPreparing an attractive compensation package may require listening to your candidates and identifying what forms of currency they most value. Compensation is so much more than financial in todays workplace. Increased flexibility including opportunities to work remotely are gaining ground while increased paid time off is rounding out many compensation packages. This trend will increase as more Millennials assume leadership roles, so exercise your own soft skills and be prepared to be flexible.Create a Culture that Incubates LeadershipIts no surprise that all executive positions have a leadership dimension, but leadership is important in other roles as well 52% of middle management jobs and 25% of junior level roles include leadership responsibilities as well.While soft skills can be innate, they can also be taught and refined. Providing training to hone these skills in an excellent way to support leade rship development on all levels.Did you miss any of the previous articles? You can read them hereFollow the Leader, Build the Perfect Leadership EnvironmentHow to Define Leadership in Recruiting (And Why It Matters)Influence Company Leadership With These 4 StepsHow to Become a Leader Your Employees Can Count On

Terms of Use for the Ladders Publications

Terms of Use for the Ladders PublicationsTerms of Use for the Ladders PublicationsPlease read these Terms (the Terms) before using, or submitting content in any form or medium for publication on the Ladders publication. These terms are intended to govern the submission of content to ur publication and shall be in addition to, but shall notlagelage supersede, any terms of use governing the product or services offered by Ladders, Inc. (Ladders) through its website or mobile applications.We Have All Rights In Our Site and Content You Grant Us Certain Rights When You Submit Content to Us. By posting or submitting content on or to our site (regardless of the form or medium with respect to such content, whether text, videos, photographs, audio or otherwise), you are giving us, and our affiliates, agents and third party contractors the right to display or publish such content on our site (either in the form submitted or in the form of a derivative or adapted work), to store such content, an d to distribute such content and use such content for promotional and absatzwirtschaft purposes. Without limiting the generality of the foregoing, with respect to content submissions to us made by you from time to time, you understand and agree that (unless you and we agree otherwise) we may compile, adapt or create derivative works therefrom, either on a stand-alone basis or in combination with other submissions, and (unless you and we agree otherwise) you shall have no rights with respect thereto and we or our licensees shall be free to display and publish the same (as so compiled, adapted, or derived) for any period.You shall be solely responsible for your own submissions and the consequences of posting or publishing them. In connection with each of your submissions, you affirm, represent, and/or warrant that (I) you own or have the necessary licenses, rights, consents, and permissions to use and authorize us to use all patent, trademark, trade secret, copyright or other propriet ary rights in and to any and all such submissions to enable inclusion and use of such submissions in the manner contemplated by us and these Terms and (II) you have the written consent, release, and/or permission of each and every identifiable individual rolle in such submissions to use the name or likeness of each and every such identifiable individual person to enable inclusion and use of such submissions in the manner contemplated by us and these Terms. In furtherance of the foregoing, you agree that you will not (I) submit material that is copyrighted, protected by trade secret or otherwise subject to third party proprietary rights, including privacy and publicity rights, unless you are the owner of such rights or have permission from their rightful owner to post the material and to grant us all of the rights granted herein (II) publish falsehoods or misrepresentations that could damage us or any third party (III) submit material that is unlawful, obscene, defamatory, libelous, threatening, pornographic, harassing, hateful, racially or ethnically offensive, or encourages conduct that would be considered a criminal offense, give rise to civil liability, violate any law, or is otherwise inappropriate or (IV) post advertisements or solicitations of business. We reserve the right to remove or not publish submissions without prior notice. You understand that when you submit content in any form to Ladders we may authorize such content to be distributed or syndicated to or published on other sites controlled by Ladders.Unless expressly permitted, you may not copy, reproduce, distribute, publish, enter into a database, display, perform, modify, create derivative works from, transmit or in any way exploit any part of our site or any content thereon, except as permitted hereunder. Without limiting the generality of the foregoing and as expressly provided hereunder, you may not distribute any part of this site or any content thereon over any network, including, witho ut limitation, a local area network, or sell or offer it for sale. In addition, these files may not be used to construct any kind of database. Just as we from time to time excerpt materials from other sources in order to support the various commentaries and writings contained herein, we respect the right of others to make ritterlich use of the materials contained on our site accordingly, you may from time to time excerpt and use materials set forth on this site consistent with the principles of fair use.We are concerned about the integrity of our site when it is viewed in a setting created by a third party that includes advertising or other materials that we have not authorized to be displayed with the content of our site. Neither you nor any third party shall make use of the contents of our site in any manner that constitutes an infringement of our rights, including copyright or that has not been authorized by us.You Have Rights if You Believe Your Copyright is Being Infringed. If you believe that your work is the subject of copyright infringement and/or trademark infringement and appears on our App, please provide Ladderss designated agent the following informationA physical or electronic signature of a person authorized to act on behalf of the owner of an exclusive right that is allegedly infringed.Identification of the copyrighted and/or trademarked work claimed to have been infringed, or, if multiple works at a single online App are covered by a single notification, a representative list of such works at that App.Identification of the material that is claimed to be infringing or to be the subject of infringing activity and that is to be removed or access to which is to be disabled at the Site or the App, and information reasonably sufficient to permit Ladders to locate the material.Information reasonably sufficient to permit Ladders to contact you as the complaining party, such as an address, telephone number, and, if available, an electronic mail address at which you may be contacted.A statement that you have a good faith belief that use of the material in the manner complained of is not authorized by the copyright and/or trademark owner, its agent, or the law.A statement that the information in the notification is accurate, and under penalty of perjury, that you are authorized to act on behalf of the owner of an exclusive right that is allegedly infringed.Ladderss agent for notice of claims of copyright or trademark infringement on the Site and the App can be reached as followsLadders.com, Inc.Legal Coordinator55 Water Street, 51st FloorNew York, NY, 10041By telephone (646) 453-1800E-mail ReportInfringementtheladders.comPlease also note that for copyright infringements under Section 512(f) of the Copyright Act, any person who knowingly materially misrepresents that material or activity is infringing may be subject to liability.We are an web Service Provider, e.g., We are Not Responsible For and Do Not Necessarily Hold the Opinions Expressed by Our Content Contributors Opinions and other statements expressed by users and third parties (e.g., bloggers) are theirs alone, not opinions of Ladders. Ladders and its affiliates, successors, assigns, employees, agents, directors, officers and shareholders do not undertake or assume any duty to monitor our site for inappropriate or unlawful content. Content created by third parties is the sole responsibility of the third parties and its accuracy and completeness are not endorsed or guaranteed. You acknowledge that by providing you with the ability to view and distribute content through our site, Ladders is not undertaking any obligation or liability relating to the content. Ladders and its affiliates, successors, assigns, employees, agents, directors, officers and shareholders assume no responsibility or liability which may arise from the content thereof, including, but not limited to, claims for defamation, libel, slander, infringement, invasion of privacy and publici ty rights, obscenity, pornography, profanity, fraud, or misrepresentation. Notwithstanding the foregoing, Ladders reserves the right to block or remove communications, articles or materials at any time in our sole discretion.You Will Be Responsible for Any Harm We Suffer as a Result of Your Violation of These Terms or Any Breach by You of Your Representations and Warranties You agree to indemnify and hold harmless Ladders and its affiliates, and their respective members, directors, officers, managers, employees, shareholders, agents, and licensors, from and against all losses, expenses, damages and costs, including reasonable attorneys fees, resulting from any violation by you of these Terms or any breach by you of your representations and warranties hereunder. We reserve the right to take over the exclusive defense of any claim for which we are entitled to indemnification under these Terms. In such event, you shall provide us with such cooperation as is reasonably requested by us.Y our Use of Our Site is Subject to Certain Disclaimers OUR SITE IS AVAILABLE AS IS. WE DO notlage WARRANT THAT OUR SITE WILL BE UNINTERRUPTED OR ERROR-FREE. THERE MAY BE DELAYS, OMISSIONS, INTERRUPTIONS AND INACCURACIES IN THE NEWS, INFORMATION OR OTHER MATERIALS AVAILABLE THROUGH OUR SITE. WE DO NOT MAKE ANY WARRANTIES, EXPRESS OR IMPLIED, INCLUDING, WITHOUT LIMITATION, THOSE OF MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE, WITH RESPECT TO OUR SITE OR ANY INFORMATION OR GOODS THAT ARE AVAILABLE OR ADVERTISED OR SOLD THROUGH OUR SITE. WE DO NOT MAKE ANY REPRESENTATIONS, NOR DO WE ENDORSE THE ACCURACY, COMPLETENESS, TIMELINESS OR RELIABILITY OF ANY ADVICE, OPINION, STATEMENT OR OTHER MATERIAL OR DATABASE DISPLAYED, UPLOADED OR DISTRIBUTED ON THIS SITE OR AVAILABLE THROUGH LINKS ON OUR SITE. WE RESERVE THE RIGHT TO CORRECT ANY ERRORS OR OMISSIONS ON OUR SITE. ALTHOUGH WE INTEND TO TAKE REASONABLE STEPS TO PREVENT THE INTRODUCTION OF VIRUSES, WORMS, TROJAN HORSES OR OTHER DESTRU CTIVE MATERIALS TO OUR SITE, WE DO NOT GUARANTEE OR WARRANT THAT OUR SITE OR MATERIALS THAT MAY BE DOWNLOADED FROM OUR SITE DO NOT CONTAIN SUCH DESTRUCTIVE FEATURES. WE ARE NOT LIABLE FOR ANY DAMAGES OR HARM ATTRIBUTABLE TO SUCH FEATURES. IF YOU RELY ON OUR SITE AND ANY MATERIALS AVAILABLE THROUGH OUR SITE, YOU DO SO SOLELY AT YOUR OWN RISK.OUR SITE MAY CONTAIN VARIOUS COMBINATIONS OF TEXT, IMAGES, AUDIOVISUAL PRODUCTIONS, OPINIONS, STATEMENTS, FACTS, ARTICLES, OR OTHER INFORMATION CREATED BY US OR BY THIRD-PARTIES. DUE TO THE NUMBER OF SOURCES FROM WHICH CONTENT ON OUR SITE IS OBTAINED, AND THE INHERENT HAZARDS OF ELECTRONIC DISTRIBUTION, THERE MAY BE DELAYS, OMISSIONS OR INACCURACIES IN SUCH CONTENT. ACCORDINGLY, SUCH CONTENT, IS FOR YOUR REFERENCE ONLY AND SHOULD NOT BE RELIED UPON BY YOU FOR ANY PURPOSE.We are Not Responsible for Linked Sites We are not responsible for the availability or content of other services that may be linked to our site. Because we have no control over s uch services, you acknowledge and agree that we are not responsible for the availability of such external services, and that we do not endorse and are not responsible or liable for any content, accuracy, quality, advertising, products or other materials on or available from such services. You further acknowledge and agree that we shall not be responsible or liable, directly or indirectly, for any damage or loss caused or alleged to be caused by or in connection with the use of or reliance on any content, goods or services available on or through such services.We May be Legally Compelled to Disclose Certain Information You agree that in the event we receive a subpoena issued by a court or from a law enforcement or government agency, we shall comply with such subpoenas without your consent or prior notice to you and may disclose your IP address, username, name, IP location or other information in response thereto.Our Liability to You is Limited Ladders and its affiliates, and their re spective members, directors, officers, managers, employees, shareholders, agents and licensors are not liable for incidental, indirect, consequential, special, punitive, or exemplary damages of any kind, including, without limitation, schwefellost revenues or profits, loss of business or loss of data, in any way related to this site or for any claim, loss or injury based on errors, omissions, interruptions or other inaccuracies in our site (including, without limitation, as a result of breach of any warranty or other term of these Terms and Conditions). Any claim against us shall be limited to the amount you paid, if any, for use of our site.Any Dispute Between Us Will be Governed by New York Law These Terms and Conditions shall be governed by the laws of the United States and the State of New York, applicable to agreements made and to be performed therein without regard to conflict of laws principles. BY CONTINUING TO USE OUR PUBLICATION, YOU AGREE TO ABIDE BY THESE TERMS.

Stand together  How to be a better ally to women colleagues

Stand togetherbei How to be a better ally to women colleaguesStand together How to be a better ally to women colleaguesIn sitting down to research this piece, it wasnt lost on us that the Career Contessa office is unlike any other when it comes to advocating for women.At the moment, were a 100% woman team, run by a woman CEO, and writing articles and throwing events specifically to help other women. And were doing it in very close quarters- operating out of an open office spacewhere we punt questions back and forth all day, run most of our meetings while stretched out on a millennial pink couch while also occasionally deep diving into a black hole you might know as videos of cats climbing into La Croix boxes.So yeah, we like each other and we respect each others work. But its always a learning curve, especially inan entrepreneurial startup environment. Sometimes the fear of hurting feelings means that we avoid giving feedback openly- or at least, awkwardly couch it in a few circular, stumbling statements. And someones bad day can translate into snapping at a coworker in a meeting, causing unfair embarrassment.In the spirit of Galentines Day, weve pulled together five cardinal rules to help you better advocate for the women around you. Because even this team experiences the occasional misfire. We may be the better sex, but were still only human.RULE 1 I WILL POINT OUT SEXISM, NO MATTER HOW INGRAINED OR SEEMINGLY BENIGNThe only way we can endsexism at workis to train ourselves to recognize the most latent forms- and commit to pointing them out. Have you ever had a male coworker who speaks to you in a different voice than when he talks to other men? Or maybe one who calls other male coworkers by their last names, but then calls you by your first? These are the sorts of politics at play that we often fail to call out in part because theyre just confusing.Research shows that women are often described in communal terms, as in friendly, warm, and helpful. Men instead get descriptors like intelligent, driven, or determined. The problem with this is that it actually costs women opportunities (LeanIn.org calls thisthe likeability penalty). According to a piece by David M. Meyer in theHarvard Business Review, we often overlook this form of sexism because its easier to miss. Says Meyer, PsychologistsPeter Glick and Susan Fiskerefer to it as benevolent sexism - a chivalrous attitude that suggests women are weak and need mens protection, in contrast to hostile sexism (an antagonistic attitude toward women and a desire to control or dominate them)This kind of paternalism suggests that women need to be taken care of by men, and men who endorse this form of benevolent sexism are mora likely to accept the mistreatment and harassment of women at work.Take note of instances where men talk about women at your office in these ways, then point them out. Make sure that you dont use language that downplays a womans professionalism. Heres the mantra HBR suggests men use (and its a good guide for all of us to watch for as well) I will focus on competence, not warmth. I will describe her as self-reliant, not needing my protection. I will focus on her brain, not on her physical appearance. I will enhance her status with titles, not use informal language that diminishes her standing.RULE 2 I WILL STOP MEN FROM INTERRUPTING AND STOP INTERRUPTING OTHER WOMENTake a minute to process this gem a linguistics PhD who now works in tech, took notes of every interruption in 314 work meetings at her company. The results are as follows 60% of the interruptions were made by men. The men were also three times more likely to interrupt women than other men.Thats bad right? Well, ladies, this actually madeus feel worse of the 102 times women interrupted others in meetings, they interrupted other women 89 times. In other words, 87% of the time women interrupted someone, they were cutting off each other.Make a conscious effort to let every woman say her piece in meetings. If a man interrupts her, circle the conversation back to what she was saying, specifically calling it out by saying something like Katie, will you finish what you were saying before we move on? Or, if someone has run away with an idea that she suggested, go with This all sounds great, thanks again Katie for coming up with this. But most of all stop yourself from interrupting women, too. No more self-perpetuation of the problem.RULE 3 I WILL VOCALIZE AND CELEBRATE OTHER WOMENS SUCCESSESStudies showthat in mixed gender teams, men tend to receive more credit for any successes than any women on the team. So thats a very big problem. One way to offset this is to intentionally call out other womens good work. If youre a manager, make an effort to publicly point out their successes. If youre not, youre still perfectly capable of saying, I just wanted to say how incredible Megan has been on this project. Her design work has completely changed the game for us. And yes, you need to say all this in front of other colleagues- private thank yous arent enough.RULE 4 I WILL OFFSET THE FEEDBACK GAPThere are also oh a dozen or more studies that show that men receive better feedback throughout their careers. The biggest one is thatwomen receive only vague information in performance reviews,whereas men get clear pointers on what they can improve or change. So while we wait for that to change, we can give better feedback to the women around us- even if its informal.Talk to your female coworkers and see if theyd be interested in having a performance review coffee where you all agree to talk openly about how you feel each of you is doing at work, as well as give some suggestions for ways to improve. This can sound scary,especiallyfor those of us who fear confrontation, but it gets easier every time you do it. Youre there to help each other- it cant get much better than that.RULE 5 I WILL FORGO THE WATERCOOLER CHATWork looks very different for us than it did for our moth ers. Often our work weeks are punctuated with coworker happy hours- and we follow our bosses on Instagram. That means that the personal and professional lines get blurry at times, and it can feel natural to talk smack about an annoying coworker to your work wife. But thats toes a dangerous line- after all, why arent you just talking toherabout it? Lifes too short to have coworker drama, but this goes a step beyond that- being a true workplace ally means you need to dedicate yourself to working well witheverywoman in your office.You dont have to love her, but you do have to work with her. And working well with her can make a huge difference - for all of us.This article first appeared on Career Contessa.

The Argument About Skills in a Resume

The Argument About Skills in a Resume Characteristics of Skills in a Resume If one of these categories is an area where you excel, visit its particular page to learn how resume skills may be used to your benefit. It is possible to use a on-line search engine to discover completely free on-line presentations of skills. Read through it a couple of occasions and youll probably spot three or four important skills mentioned many times throughout the document. Dependent on the recommendation of our expert sources, here are a number of broad classes of skills your resume could include, together with unique approaches to express them. According to her, its also the reason putting your information just in the header or footer isnt a good idea. To give employers a better idea about what youve accomplished, talk about the size of the group and the range of the projects you manage. Your skills section stipulates a window into how much capability it is possible to bring to the corporation. In truth, it could be appropriate to incorporate a more prominent core competencies section at the peak of your resume with comprehensive descriptions of certain skills if theyre absolutely central to success in the desired position. So you should be taking a look at the particular job description for keywords. The competitive climate of the work market has gotten to a fever pitch lately. A good absprache of jobs require that you manage projects, and tech isnt any different. You have the correct tech abilities. What You Should Do to Find Out About Skills in a Resume Before Youre Left Behind Lets say youre asking for a role that you know requires SalesForce, and perhaps it isnt openly written in the work description but you know that it will be asked in the interview. Actually, there are particular jobs in which its important to set a skill section at or close to the top of the resume. Before you jump into writing down all of the remarkable talents youve got, lets learn a little more about what skills employers typically search for on a resume and landsee whether youre able to incorporate any in your skills section. Lets make certain you make the absolute the majority of the opportunity that your resumes skills section can offer. After you know which in-demand skills you presently have, you can find out what to learn next to get prepared for the work market. Virtually every region of tech focuses on creating solutions to problems. If youre searching for a job for a sommelier, list your understanding of wine fundamentals and food pairing, in addition to your experience with inventory administration. If youre interested in receiving work in tech but not certain where to start, a fantastic strategy is to check at job listingsmountains and mountains of job listings. Hard skills are quantifiable and frequently learned from school or at work. They are measurable skills that are required for a specific job. They tend to be more technical, and each ind ustry or type of job will usually have its own required set. Hard abilities, also referred to as employability skills or technical abilities, can be quantified by your degree of expertise in the topic or years of experience working with a particular technique or program. If youre not a great listener, its going to be difficult to comprehend what youre being requested to do. There are styles of preparing your skills section that could still show you in the very best light. Now, it doesnt necessarily mean that youre a specialist at each step on the way. To begin with, if youre seeing a great deal of hard skills that you just dont have, it can be better to move on to the next position. Even if you disagree with an employer, coworker, or employee, it is essential for you to understand and respect their viewpoint. If youre just beginning, you might want to place a larger emphasis on education and internships. Its ideal to be readyIf youre able to do that, an employer will surely n otice. Workplace negotiation skills are typical, but in addition commonly misunderstood. You dont need to seem fake. Too, you must be honest and tell them if they screwed up, but you need to be diplomatic about it.

How to Explain to Candidates Why You Use Video Interviewing- Spark Hire

How to Explain to Candidates Why You Use Video Interviewing- Spark HireWhen utilizing video bewerbungsgesprching in your candidate consideration process, it is important to realize that this can be a new form of interviewing for many candidates. If you would like for the video interview to go smoothly and give your candidates a better chance to prepare properly, it is wise for you to explain to candidates why you are choosing to video interview.There are three key reasons why you would select to use video interviewing in place of phone or in-person interviewing1. FlexibilityWhat better way than video interviewing to display to candidates that your company offers flexibility? By scheduling a video interview, you are able to offer mora flexibility when it comes to your schedule as well as the candidates schedule.Sometimes, when scheduling a face-to-face interview, it can get quite hectic trying to coordinate your schedule with a working candidates schedule. Dodging meetings and arrangi ng time during lunch breaks can almost seem like a game of cards at times.When you explain to the candidate that scheduling a video interview eliminates travel time and offers more flexibility with time of day when it comes to scheduling, the candidate will more than understand why this form of interviewing can be beneficial. More than likely, your candidates will also appreciate the fact that you value their time.2. Considering the EnvironmentAnother reason for choosing video interviewing that many candidates will appreciate in todays world is the simple fact that it is better for the environment. When you decide to video interview, you eliminate travel cost, which then eliminates pollution that a car or public transportation would contribute to the environment.In addition, you will also be eliminating paper waste. When a candidate shows up for a face-to-face interview, typically that candidate will be carrying multiple copies of his resume and several copies of references, etc. Wh en you choose to video interview, you encourage more of an electronic transfer of this information. You have eliminated the need for the candidate to print many pages of information, in addition to your need to print lengthy application forms.3. Face-to-Face InteractionBy selecting video interviewing rather than phone interviewing, you are offering a candidate the opportunity to experience face-to-face interaction with you. A phone interview is quite often good for an initial conversation, but there comes a point in the interview process where being able to visually see the person you are speaking with is beneficial for the interviewer and candidate.Most candidates will appreciate your willingness and time to allow them the opportunity for face-to-face interaction without having to plan for travel time, etc.How do you explain to candidates your reasoning for choosing video interviewing? Please share your tips in the comments below.Image Wavebreak Media Ltd/BigStock.com