Let's face it: most of us make our New Year's goals around 12:00am on January 1st and by February we are wondering what we've gotten ourselves into. Each year we look toward the next 365 days and say, 'this year I will accomplish [blank].' Business Insider recently posted an article stating 80% of New Year's resolutions fail by February with some failing as early as January 12th. We get so excited about the New Year and our new selves, but this excitement quickly fades with the busyness of life and discomfort of change.
Sticking to our goals doesn't have to be that complicated if we can understand three simple ideas when making and setting our goals. By following AAA (Accountability, Attainability, and Action) we can crush our goals and see them through January 12th and beyond. I have unpacked in brief detail the AAA's below:
Follow these simple steps and make 2019 your greatest year yet!
It’s 2019, and with the change of the year, certain things will come into and out of style. Self-driving cars are on the rise. The Tide Pod challenge (remember that 2018 story?) is a distant memory. Boot-cut jeans are making a comeback, and tablet devices (when is the last time someone bragged about getting an iPad?) are on the decline.
You know what is never going to go out of style: being the person who creates the world’s best PowerPoints. Being the girl who can identify any weed or pest, just from a picture. Being the guy who can take an underperforming department and turn it into a well-oiled machine. Being “that” person is never going out of style, and here’s why.
The Information Era
Modern technology (mainly the internet) can provide any bit of knowledge we want right at our fingertips. It’s a beautiful thing to be able to learn enough Spanish for our trip to Mexico, or how to tie a couple of fishing knots to impress your father in law, all from our phone. But with all this information at our disposal, we can find ourselves without anything to make us “that” person.
Many people want to take their professional skills a mile wide, but only an inch deep; want to learn everything and impress everyone. In a world where learning a little bit about a lot of things is easy, why not take the other route? Why not learn as much as you possibly can about a couple of things? Be the person at your company who knows everything there is to know about the accounting software you use. Be the person who knows every single customer in a specific trade territory.
Going a mile deep on a couple of topics will separate you from the crowd. It gives other members of your team or company a person to rely on. You become the subject matter expert. And when you are the go-to person on a topic, the undisputed master, you become indispensable. Your knowledge and/or skills are harder to replace, and that can make the difference during lean times.
The Social Media Effect
Social media isn’t going anywhere. It has permeated every aspect of our personal and professional lives and it’s never been easier to communicate who you are and what you do. Although this is a very positive thing, there is a down side: being able to walk the walk isn’t a requirement anymore. 30 years ago, the only way to be labeled a marketing expert was to learn the field, impress clients and gradually work your way up to larger and larger projects until you gained recognition.
Now, it takes no time at all to hop on your favorite social media platforms and rebrand yourself as a marketing expert, regardless of whether you have the experience. “Marketing is my passion and I want people to know that!” Great, just make sure that you can back up that label. You don’t want to find yourself in a position where people look to you for expertise, and you can’t provide it.
Instead, be a breath of fresh air to all the companies out there looking for a marketing expert. Go a mile deep on your topic, and then hit a home run when someone gives you the opportunity to be “that” person.
Make 2019 the year where you find something that makes you “that” person. Your company will recognize your effort, your clients will value your expertise, and your future-self will be very grateful.
By: Tim Callahan
In our communication with other people the challenge is "What do I say?", "How do I start the conversation?", or "What will make a good impression?" Many times, we end up asking 'formula' type questions that lead to limited conversation backing us into a 'conversation corner' and ultimately ending the conversation altogether. The responses confirm our worst fears: that we look awkward, uncomfortable, and lame.
The answer to avoiding being backed into a corner - how we ask questions. This can fall into two categories of questions we ask. The first type of question we can ask ends with a response of 'yes' or 'no'. This is called a Closed-Ended Question. We get limited response, information, or conversation from the other person. You receive 'yes' or 'no' for responses. The Closed-Ended questions we are asking can put us into a 'corner' that is difficult to get out of. It begins to sound like your questions are 'nosy' for information and antagonize the conversation resulting in it ending altogether.
The second category of questions is called Open-Ended Questions that will make you a very interesting conversationalist. Open-Ended Questions begin with key words of who, what, when, where, why, and how. The two easy favorites that will make you an expert conversationalist are what and how. Questions that begin with 'what' or 'how' allows the other person to speak and expand on your question. You will gather more information, gain more insight, and be easy to talk to!
So let's try an example:
Stay out of the 'corners' and be an expert conversationalist with questions that begin with 'what' and 'how'!
By: David Hansen
The holiday season can be such a busy time for all of us! It is easy to get wrapped up in the hustle and bustle and put other things to the side – like your future career! The holidays typically bring people together that you wouldn't see throughout the year – family, friends, spouse's co-workers and many more. These gatherings are the perfect opportunity to network with people you don't normally see, and build relationships that could eventually lead you to a career you've been searching for! As we all know, it is all about your "network." Tips to build professional relationships in your network:
By: Marissa Williams
Since my first psychology class in high school, I have been fascinated by human behavior and how our minds work. Maslow's Hierarchy of needs particularly resonated with me because they made sense. If I am starving, I am going to focus on my empty stomach and filling it before I type another line in this blog. My brain will not let me forget my hunger until it is satisfied, or it is overridden by another stimulus. Once basic needs are met, our brains can focus on higher thinking.
In the early nineties, Maslow's Hierarchy spilled over into the learning world with the concept of brain-based learning. Brain-based learning postulated that our brains can change over time, are affected by diet, stress, exercise, environment, and, most importantly, how our brains work plays a role in how we learn. Simply stated: if I am hungry, cold, or sick, learning will not be a priority. Expecting children, or even adults, to sit in a chair and absorb information does not help them learn. Their minds are way more complex and need different approaches to help make learning happen.
Decades after Maslow and brain-based learning, neuroscience of learning has emerged. Technology now allows us to map brain activity during certain stimuli. We can literally map what our brain looks like when we are hungry! Fascinating and a little freaky. Neuroscience of learning studies how our brains create and respond to learning.
So that is a lovely short story of psychology, learning, and a little peek into mind invasions. Why should learning practitioners care? So that we can create more impactful learning experiences! Neuroscience is another tool that can help us optimize learning. For more information, ATD has a great article on why learning neuroscience matters. Growth Engineering has an interesting infographic to inspire your synapses.
By: Michele Hillary
Have you ever had a professional mentor of your own? If you don't have a mentor to help you conquer professional roadblocks yet, I suggest securing one! Though there are many ways to do this, here's the story of how I successfully found my professional mentor!
Real talk, when I first started here at GROWMARK, Inc. just a couple weeks after graduating college, I did not have a professional mentor. It wasn't until one of my colleagues mentioned she was getting lunch with her mentor that the lightbulb went off in my head. Immediately I thought to myself "Lunch with a mentor? I need that in my life! How do I identify a mentor in my life? Where do I sign up for that?" I started to think about the people closest to me: family, friends, and my work team. I soon realized if I wanted to get the most out of a professional mentorship, it couldn't be with any of those individuals. Instead it needed to be with someone who would give me honest feedback and not sugar-coat situations. I think we all seek guidance, but it's important to make sure we seek the right kind of guidance.
I started making a list of professionals who had impacted my life through internships and past work experiences. I identified my top three mentor picks. I reached out to my first pick… within 24 hours I had a response verifying that I now had a professional mentor! Immediately I knew this was going to be an excellent fit for both of us I was so excited to embark on this journey! My mentor and I meet for lunch once a month. We each bring a list of questions to ask one another, eat lunch, and then discuss the topics we bring! It's that easy. A year later, we still make a pact to meet every month! It always gives me something to look forward and we never run out of topics for conversation.
After reflecting on my time with my mentor, I cannot imagine my professional life without her. Since I have had someone to seek out for professional advice, I have become more confident in my career leading me to improve my performance in the workplace. I hope this inspires you to seek out a professional mentorship as well!
By. Tori Streitmatter
In the Training Industry there is a great debate on who is "responsible for employee development". This debate seems rather simple at its core, but requires a fundamental understanding of the difference between two key concepts; employee training and employee development.
Simply stated, employee training is the responsibility of the organization. Employee training should incorporate the skills that are going to help employees do their job as it relates to achieving organizational goals. In other words, training should be provided (and required) so employees are able to meet the basic competencies for the job. Likewise, employee training offerings should mirror strategic goals of the organization. By offering programs and learning opportunities that mirror the strategic goals of the organization, we can be sure that employees are receiving the training they need to drive business results. Whether or not an employee takes ownership to learn and then apply the new skill/behavior is dependent on several factors, but the most important factor is the willingness of the employee to apply what they learned back on the job.
Employee development is a shared responsibility of management and the individual employee. The responsibility of management is to provide the right resources and an environment that supports the growth and development needs of the individual employee. It requires an understanding of what skills an employee needs to develop to take the next steps in his/her career, the person's future goals and a desire by the manager to take an interest in developing employees. From the employee perspective, it is important to understand that some key learning opportunities lie outside formal training in a classroom and to take advantage of learning that may not seem "traditional." Some examples include job rotations, job swaps, mentorship, committee participation, etc.
Organizations that understand the true value of employee development also recognize the value of continuously educating their employee base to ensure they are prepared for today and the future. These "learning organizations" are the ones that will be better positioned to adapt to the rapidly changing demands of the work environment. Incorporating professional development within the overall corporate strategy can also be seen as a key for engagement and recruiting.
For employee training to be successful, management should:
For employee development to be successful, the individual employee should:
By: Andy Schuster
It's the night before your formal interview, the one that you have been dying to land; you've known all along exactly what you are going to wear. You've played this scenario over and over in your head and have picked out every detail of your outfit from head-to-toe. You are going to look fabulous!
It all comes crashing down when you think you are on top of it by getting your outfit all laid out and trying it on just for good measure so, you know; you don't realize the DAY OF that it doesn't fit. But really, you should have prepped well in advance.
In general, today's workplace is more casual than the typical formal interview attire and it may have been a while since you have even worn those pieces. Regardless though if you were on the ball and purchased in advance a brand new outfit for the interview or you find yourself in that last minute scramble; here are some simple tips for helping you dress to feel your best during the interview. (So you can focus on other jitters, like when they ask you "Tell me about yourself." – Just kidding, we've got you covered with that too!)
Step 1: Do your homework.
When you get the call that a formal in-person interview is being extended, it is ok to ask about the culture and dress code of the workplace. This will help you determine what is appropriate and start you off right to figuring out if pieces you already have can be used or direct you in what you need to purchase. Every employer will be different in what they expect and they don't expect you to already know.
Step 2: Keep it simple.
Focus on staple pieces like solids and neutral colors; like black, white, gray, navy, or brown for majority of your outfit. This will help you repurpose those pieces in the future and keep the interviewers focus on you (and your rock star answers) during the interview and not your outfit. Dress slacks or chinos, a button up collared shirt, sweater, tie, suit jacket (if formal), and/or a skirt or dress are all typically appropriate; along with coordinating dress shoes that are comfortable and easy to walk in. (Incorporating one statement piece to the outfit such as a tie, necklace or earrings, or a patterned shirt under a solid jacket or sweater can be a nice touch; but you want to be sure those standout pieces are limited.)
Step 3: Show up polished and pressed.
Make sure that your outfit is clean; free of stains, wrinkles, and is not ripped or tattered. Style your hair in such a way that it will be out of your face and distraction free. Proper hygiene is a must and again will help ensure you feel confident in your outfit. You don't want to be blindsided by that morning's breakfast making a guest appearance in the interview room.
Step 4: Let your skills stand out – not your scent.
Moderate use of cologne or perfume is ok, but don't let the scent of that takeover and cloud the interview because it filled up the room more so than all of the great conversation around the reasons you are qualified to do that job.
Step 5: Put it all together.
Give it all a test run. Don't end up in a scenario like how this story kicked off. Coordinate your outfit and try it on (shoes, accessories, even hairstyles included) so that you are prepared for any malfunctions.
When in doubt, a good rule of thumb is to always err on the side of being overdressed. You will feel more confident knowing you are dressed for success! If you find yourself still unsure, this overview of common dress codes will help:
Business professional: In this environment suits are the norm. Women might typically wear a skirt or pantsuit with heels, and men it is common to wear a blazer or suit jacket, button down shirt, suit pants, a tie, and dress shoes.
Business casual: A suit is not needed. Men might consider dress slacks or chinos, a button down or polo shirt, a belt and dress shoes. Women might wear a conservative dress, or a blouse (or sweater) with a skirt or dress pants and dress shoes or boots.
Casual: It is still important to look polished and professional. Again, err on the side of being overdressed and go with a business casual outfit. (There will be plenty of time to rock the jeans, tennis shoes, and/or tees when you get the job!)
Want more clarity? Check out the '9 Things You Shouldn't Wear to a Job Interview'.
By: Allison Stephey
As parents, coaches, managers, leaders we all have certain things that we value and expect from the people who are looking to us for leadership. Often, we refer to these values as our 'standards' whether they be for performance, obedience, action, follow through, etc. How we set these standards matters in respect to how successfully they are met. But how do we define these standards? Where do they come from? More importantly, how do we put standards in place that people will actually adhere to?
I would like to offer 3 tips for setting standards that will be upheld no matter what role you are in.
Keep it simple - The first one is pretty basic. Make sure that your standards are simple. Simple means easily explained. The more complicated the standard, the less likely it is to be lived up to. You should be able to explain it clearly and articulately to your people. "But my standards are complicated. We have a very technical environment. Our team deals with high-level information. The safety standards include so many steps, the manual is 3 inches thick!" Ok. Break it down into steps. Have simpler standards that combine to your overall standard. The activities that we want to be held as a standard must be actionable and realistic. Unrealistic standards will frustrate your people so quickly. Not only that, but unrealistic standards get talked about. Or worse yet (but a better way to say it) they get complained about. Just as quickly as people get frustrated, the complaints spread, and morale goes down.
Let's look at an example of the impact this has.
A new employee who begins working for a manager who has high, unrealistic, complicated standards for behavior is defeated. They feel like they can't live up to the expectations and are constantly letting down their boss. It could be hard for them to take on new challenges or push themselves to try new things. If left in that environment long enough it can have long term effects on their self-value and work performance. If the standards are too high, you get underachievement and loss of confidence or high turnover. On the flip-side, if your standards are too low, you will see complacency and lack of drive which has a similar effect on morale and drive.
Know the WHY - Standards are most effective when the purpose is well known. People are motivated by WHY. Simon Sinek talks about the power of WHY in his TED talk. It's a must watch for any leader.
The purpose of your standard should drive the definition. It puts value on the standard. With value placed on the standard the result is that much more satisfying and it creates buy-in for the people expected to meet it. They will likely be motivated to not only meet that standard, but exceed it because they are now invested in the outcome and understand it's impact.
Tell Show Observe Verify - In order to ensure people truly understand the expectations placed on them, it's important to follow this simple model.
First Tell them what is expected. Clearly articulate the standard, being sure to explain the why behind it and the impact it has.
Now Show them what you mean. This may be doing sales calls with an employee, leading a meeting, or developing a report. Show them how the work needs to be done or how quickly you would like them to respond when a customer calls. With each example, you must model how to perform the task/behavior at the level you expect. People will do what you show them. Keep in mind that your standard is what you're willing to accept.
Next, Observe them performing the behavior at the standard level you model and expect. Provide feedback and coaching. This is your time to make sure they really understand what the standard is and fine tune their performance.
Finally, Verify that they are performing at the standard level. Come back after some time has the past and observe again. Ask people who are close to their work. Follow up with one of their customers or review survey data. Or simply go check their work. We need to inspect what we expect!
This is not a time for shaming when you find that the standard hasn't been met. Rather it's a time to praise when you find the standard has been met and reward when the standard has been exceeded. If you find the performance lacking, this is a coaching opportunity. Ask questions. Find out why they missed the mark. Encourage them.
Love your people and set them up for success by providing realistic standards that have a true purpose and value. Then hold them to it.
By: Andy King
You've done it!
You got the call asking you to come in for a face to face interview – you've received the kickoff.
You've done your homework and researched the company's website thoroughly – You're at the 50 yard line.
You've thought about what behavioral questions could be asked of you, and you've prepared several great examples – the 30 yard line.
You've written down a list of questions that you'd like to know more about regarding both the company and position – The 20!
You've taken a test drive to see where exactly to park and enter the building – The 10!
You've dressed for success, and your confidence is sky high – The 5!!!!
"Thank you for coming in today, please tell us about yourself." – FUMBLE!!!!!
As a recruiter, I've seen this time and time again. The deer in the headlights look after the infamous "tell me about yourself" question. Why does such a seemingly harmless question become such a difficult one to answer? Well, we all tend to skip over things we feel like we know well. So in preparation for an interview, it is easy to tell yourself, "I'll know what to say when they ask me this question – because who knows me better than me?" When you take this approach, you are doing yourself a huge disservice. Here's why. This is your first chance to make an impression and essentially set the tone for the interview. You can either set a positive, well-meaning tone that impresses the interviewer(s) and make them more interested in you, or you can fumble the question entirely and have to work your way back up.
Here is a possible scenario:
Manager: "So, tell me about yourself."
You: "Oh boy, where do I start?" (As if you never knew that the interviewer would ever ask such a tricky question). Well… (INTERNAL DIALOGE - where do I start, where do I start? Let's see - do I go back to where I'm from or where my first job was? OK, I grew up 40 miles away from here in a small community, wait a minute, how is that relevant? No, I'm not going to start there. How about a touching story about my first dog, Buddy – WHY WOULD I SAY THAT?!?!No….maybe that is good. Now I'm starting to get emotional about Buddy, I miss him so much! Wait a minute, what was the question again?)
OK – so that is an extreme scenario, but hopefully you get the point. Things can start spiraling quickly if you're not prepared to answer that question.
Brace yourself because I'm going to share some outrageously powerful advice and insight. There is no right or wrong answer to this question. As an interviewer, this is a way to see how the candidate communicates. Every interviewer is different, hiring managers are all looking for different things and they all have different personalities, so there is not a singular correct response. If you follow the below guidelines however, you will at least set yourself up well for the rest of the interview.
Touchdown! You're now ready to answer the 'tell me about yourself' question. Now keep going, win the game, and get the job! Good luck!
By: George Moore