The Resume Store's GET-A-JOB Blog

Impacting, Memorable, Unforgettable

By Arnie Sherr

“Hey, don’t you remember me? We met about 5-years ago; in fact, we had dinner together at The Palm. I remember it like it was yesterday.”

How embarrassing; I cannot bear to tell her that not only do I not remember her or that diner, I cannot even recall her name. Is she putting me on?

Sounds like an episode of “Two and a Half Men”; but remember, TV emulates life. Why does she remember me and I cannot recall any of it. Is there something wonderful about me or am I just that unforgettable?  I do not think that much of me as to believe I so wonderful or, for that matter, unforgettable.  

So why then do some remember what others cannot?

Many times, it may have little or nothing to do with he or she remembered. It may have been a time in her life when this happenstance meant something special; perhaps after a hurtful breakup from a significant another. Maybe, she had never eaten that The Palm and always fantasized at doing so. Who really knows? What I do know is that I cannot remember a thing about that night.

Whatever the reason, she was impacted in a way or ways that caused that experience to be engrained in her memory. It may have been me or something totally unrelated to me.

As a writer of resumes, I try to write documents that influence their readers in ways that cause an indelible impression; one that stays vivid even after interviewing several others.

What is amazing about this noble objective is that seldom do I know if what I have written actually worked. Did the circumstance I describe happen or was it perhaps that my customer(s) were last or near last to interview. I guess I will never know. Nevertheless, I continue to try.

What is it that makes one public speaker more impacting than another? Hey, there are several 6^th grade teachers. Why is it some excel and others do not? Their lesson plans are identical; their schools the same, their class IQs equal; what then makes the difference?

If not the content, what then makes the difference?

When our political decision makers assess how students are doing in school, they foster a direct coloration between results and those whose task it is to promote them. It generally falls as the responsibility of teachers to teach in ways that elevate student progress. Most teachers emanate from similar collegiate accomplishments; they teach varying grades but do so with the best interests of their students in mind. So why then do some classes do better and others fall short?    

I can certainly understand that teachers after preaching the same subject repeatedly may become somewhat complacent. In addition, such complacency may result in lessening enthusiasm. Then there are teachers who remain engaged irrespective of the content of their teachings. After all, teachers are humans too.

Why is it Wayne Dyer, PhD captivates his audiences over-and-over. He does not appear to me as particularly flamboyant. However, he does sound engaged, actually believing that which he professes. His enthusiasm rings true with every word, every statement and every message. Even non-believers become interested if only to criticize it later. He owns that quality to leave a lasting impression.

While attending High School, in the year 19??, I had a biology teacher that, at least for me, was so engaging that I never had to study for his exams and I aced them all. Every word and every thought engrained in my mind. Given that, I had no interest in biology before or since; it is amazing that I aced his class based solely on his ability to induce my memory sensors like no other teacher before or after. It is the same phenomenon I experience when listening the Dr Dyer, and a few others. For the most part, such impressionable speakers are rare. I suspect that is true for most of us.   

My friends, the interview is no different. Unless you are the lone candidate in an emergency hiring situation, the chances you will get a job on the spot is remote, to say the least. Someone or a few will have to remember your interview and what is worse, they will have to remember it after interviewing any number of others after you.

This is why I preach role-playing repeatedly. Planning your interview script and following it as if a part in a three times daily performance, play. After all, one might equate the offer of employment as your trophy.

In today’s volatile and highly competitive jobs environment you must be at the top of your game.

My message is clear…

“If you have never properly acted before, get an acting coach; if you have never properly interviewed, get an interview coach. In both cases, your future depends upon it.”

Do not try to be more than you are; do not try to wear another’s shoes; be proud of those that fit you best, your own!

Editorial by Arnie Sherr, The Resume Store February 19, 2012 - 7:00 a.m.

It seems at least from my interviews with potential customers, they feel they must perform better and more perfectly than all other candidates must in order to get the offer of employment. No wonder they are overtly nervous at interviews. The perception that only a perfect interview wins is a misnomer. Factually, interviewing under that perception most assuredly sets a path for failure.  

The facts are clear; "Nobody is everything to everyone or everything."

The most anyone can ask of themselves is to be the best they can be, not better than other candidates, especially because they do not know the others who seek to win the same offer. Although in many ways interviewing is a lot like a political election campaign, the main difference is that campaign candidates know their competition. Because they know with whom they compete, they have the opportunity to set strategies to be a better and more effective campaigner.

Interviews, because the competition is unknown to the candidate requires candidates to “be the best they can be.” Trying to be more than that which comes naturally is obvious to learned interviewers and is detrimental.

You need only be a strong candidate because "Nobody is everything to everyone or everything." Please, never loose that thought!

Assess and be confident of your value to a potential employer. Be humble, confident and most of all, self-assured. If you are all of those qualities, your chances of getting the offer of employment are as good as or better than most.

What many candidates do not realize is that there are other factors at play, the likes of which they have absolutely no control. One such factor is a chemistry established between the candidate and the interviewer.  Most times, a chemistry of this nature has little to do with resume content or even the interview; it is generally a feeling cemented through magnetic personality connections. Not much different than when meeting someone in social situations; you know there is a definite connection, but cannot put your finger on why.

In the entertainment industry trying to be more than you are, is “over-acting.” In sales, it is over-selling and since interviewing is a selling process, trying to hard is “over-selling.”  You can bet your future, interviewer’s spot over-acting and over-selling in a heartbeat.

To have a great interview, do not think about winning the game; play each point within yourself.

“Do not try to be more than you are; do not try to wear another’s shoes; be proud of those that fit you best, your own!” - Arnie Sherr

 

 

 

Keeping a Career Journal by Arnie Sherr

Here is a common at-work scenario. As Susan peruses her companies’ open opportunity postings, she comes across a vacancy at her store. “What d’ya know, they need an assistant store manager right here in my store.”

“So what is next; what do I do? I’d really like to apply and get that promotion.”   

Here is Sue’s challenge. She, like most, has not a clue as to how to go about applying for a promotion. Most think all they must do is ask their immediate supervisor or store manager to set up an interview with Human Resources, the District Manager or whomever.

Suppose one of those Sue asked, actually did set up an interview. What then? Sue is not alone in thinking that because she already works for the company and that they have her impressive employment record and her manager’s endorsement, it is a given. NOT!

Allow me to recant. There is always a slim chance for pre-selection; however, since Sue has no guarantee of getting the promotion she must approach this interview in exactly the same manner as she would a new job. Having said that, because Sue has a strong employment history with her employer, there are things she may do to improve her chances.

I wrote the previous scenario simply to make the point that had Sue, a career minded and dedicated employee, kept a Career Journal, improving her chances is a mute point.

Since Sue is, a career minded employee and because she understood the importance of being prepared, she made a habit of recording her workplace performance for this and the few jobs that preceded her present employment. Because she did, it is highly probable she is much more prepared than her competition.

Here are the kinds of records Sue kept in her Career Journal.

• Accomplishments over and above that include formal accommodations and those absent of physical or verbal, pats on the back. 
• Record of attendance, illustrating reasons for sick days and miscellaneous call-outs
• “Following” – a detailed list of repeat customers, accounts, clients, patients, etc. with whom she has developed exceptional rapport and loyalty
• Items and happenstance that demonstrate her participation in activities that help grow and sustain company morale (I.e., Workplace Environment Committee, Customer Appreciation Committee, etc.)   
• Took part in honoring other employees that made over and above accomplishments and achievement

Sue kept detailed records that proved her dedication, loyalty, abilities to work with and get along with subordinates, peers and superiors.

The impression Sue made by keeping and presenting her Career Journal had a much greater impact than its content. Moreover, the fact that she was organized and methodical enough to assemble her impressive Career Journal was what earned her the promotion; its content took second place.     

Three magical things to end America’s economic woes

Editorial by Arnie Sherr – Contributing Writer at “Editorials: Not Just Politics”

It is basic – It is academic – it is so very simple that the supposed political experts that think they have the answers are by their stubborn indifference interfering with America’s economic “recovery.”

Here are three magical things that guarantee to solve America’s economic woes…

• Confidence
• Confidence
• and more Confidence

Have I repeated myself? Yes, if only to make the following points.

It is not by investing in whatever and increasing taxes that will grow the economy and conversely, it is not cutting spending and reducing taxes that will grow the economy. It is, however, by increasing the levels of confidence that the American people have in our supposed political experts that will spur jobs growth and economic boom.

Noted publically on every newsworthy channel and by government economists, “confidence” is what drives Wall Street and markets globally to gains. On the other hand, the lack of it nullifies gains and results in losses. Analyzing confidence trends as one analyzes Wall Street’s “ups and downs” illustrates stark similarities. Furthermore, placing one aside the other just may find their curves track similar courses.

Might it just be that easy, that the answer is simply “confidence?” 

It is obvious that both the country’s divisiveness and that which the Republicans and Democrats demonstrate is without question what has and continues to denigrate what little confidence the American people have that things will improve; jobs grow, unemployment reduces, federal and state budgets balance and once again America reestablishes its global leadership and economic dominance.    

So then, how and by what means will cause confidence to grow among all who love this great land, the poor, the middle class and the wealthy?

Is it really so challenging to arrive at the answer, the simple truth?

It is basic – it is academic – it is so very simple! The quicker the right, left and the administration get on the same page, the quicker confidence will grow nationally. Please understand, it is not in whether one side or the other is right, it is that realizing there are merits in and of both ideologies that opens door to compromise.  Few disagree, compromise through teamwork is what grows the kind of confidence that the American people can believe in, the kinds of confidence that emanates from intellectual coalescence and the ability to set aside personal ambitions.         

There can be no “confidence” when friends are no longer because of expanding division. The split agenda our politician’s hard line spills over into the general population. Close friends for years must establish new rules to avoid political discourse because fired-up emotions interfere. Never before, have I witnessed so many visceral exchanges among people that at one time respected each other’s views.

Why has it come to this? Simply because our “leaders” cannot and/or will not come together, join forces to grow the levels of confidence that stimulate positive results.

Washington, if your want economic gains, the solutions are , confidence, confidence and more confidence.    

Arnie Sherr asks, "How much of you are you willing to give your job?"

Have you set aside time to answer this question? If not, then perhaps you should. There are many things employers probe to identify during interviews. Many ask direct questions to ascertain answers. Others employ roundabout technique to derive needed information. Certainly, that which they learn from the latter is more dependable. However, in the end the single most important derivative is “How much of you are you willing to give your job?”

I do not care for whom you work, the one thing all companies have in common is an insatiable thirst for profits. There are but two interrelated ways to achieve profits; from the sale of products and services and that derived from workforce productivity.

Factually, employees are synonymous to the products and services sold. Both must yield profits. Employers know in advance the profit yield from products and services whereas; from workers, levels of productivity vary exponentially. In fact, being sure of an employee’s productivity at hire is the biggest of guessing games. Job seekers learn quickly in times of employment challenge how best to make the impressions hiring authorities seek to uncover. Some are better and some are not so proficient when trying to paint that picture. Can or will they back it up once at their assigned work areas are where the risks lie. Hiring non-productive employees places hiring authorities at great risk of their jobs because that is one of many ways their productivity is measured. I.e., a buyer that purchases too many products that do not sell as anticipated, is also at risk. When both the hiring authority and the buyer make unprofitable decisions they contribute to company loses. An inordinately high level of productivity loss creates a lopsided ratio on the companies’ P & L statement. It is not listed in quite that detail, but loses reflect nevertheless.

Poor P & L statements add negatively to a companies’ market reputation. It makes it challenging for media and public relations departments to project healthy and investment worthy reputations. With public companies, market reputation is what sustains strong trading potential. With privately owned entities, poor P & L reflects in substandard services and poor quality and availability of products.  In either case, achieving high productivity, the higher the better, is critical in a globally competitive environment. Therefore, I ask the question once again,

How much of you are you willing to give your job?

If your “sincere” answer is less than “all” then I suggest you look to a more interesting and compatible career path. 

So, you wanted to be a Leader; now what?

By Arnie Sherr, “The Resume Store” and host of The GET-A-JOB Hour

“You know, I’ve been in this same job since I can’t remember when. I’d sure like to move up to manager, director, or VP depending on which is the next level where I work.”

Let me make a distinction about leadership titles. All three - manager, director, and VP – may be equal in authority and status depending on whether a company is privately owned or public. Many times a company’s size has a great deal of influence on executive structure and titles. In fact, managers and directors at smaller privately owned companies may have the same or more authority and responsibility as do Vice Presidents of larger publically owned entities. Additionally, in smaller privately owned companies owners are seldom titled as CEOs. Many times they may, if not using the title “owner,” adopt the title of President because they have formed corporations in which such titles are customary (The owner’s son or junior partner is titled as Executive Vice President; Office Comptroller, the Treasurer or CFO; Operations Manager, Director of Operations or COO and etc.).

I mention the above to illustrate and remove any hesitation associated with prejudging whether or not job seekers or employees looking to move up should apply for posted manager upgrades and ignore Vice President and Director Jobs believing they qualify for one and not the others. 

To vary just a tad, I’d like to investigate further to concept of prejudging.

To begin with, the process of judging anything without all the facts is and has been taught by the most authoritative sources as a destructive behavioral manifestation; one that is usually inaccurate and impairing. However, in spite of everything most of us realize about “prejudging,” we do it anyway almost automatically and without forethought. I’ve had others tell me they are good judges of character. I’d love to know the actual statistics of those claims; but, who’s keepin’ score?

The facts are in; prejudging anything produces only poor results. (Prejudging the winning numbers at Roulette tables is statistically inaccurate)

Where job postings are concerned there is but one avenue to ensure compatibility for whatever posting peeks interest.  Tailor both cover letters and resumes to address and relate experience and KSA’s appropriately.

Titles – well, it “may” be true you are not up to some; however, prejudging and refraining from applying will guarantee you are right. “Tell yourself you can’t and you’ll be right every time.”  Take the time, invest the resources and adapt your cover letter and resume to the posted requirements (do not fabricate or invent) and maybe, just maybe, you’ll be given the opportunity to make your case in-person.  

The importance of “Delegating” By Arnie Sherr, President and CEO of “The Resume Store

Managers: Don’t take calls from the Office Copier Guy

Sunday March 7, 2010 by Mitchell York, About.com Guide to Entrepreneurs

I do most of my entrepreneurial coaching by phone and often I never meet my clients. When they're located in the New York metro area though, I like to get together at least once to put a face to a name. Yesterday I had the pleasure of doing that with one terrific client who heads up a fast-growing consulting firm with a staff of about eight people. As we were talking, her assistant interrupted passing-on that the office copier rep wanted to talk to her. She declined the call and we resumed talking. Our conversation went something like this:

ME: Why was the office copier guy calling you?

HER: We need a better machine with more capacity.

ME: Who's the heaviest user of the machine in the office?

HER: My assistant, Sheila.

ME: Why isn't Sheila responsible for working with the copier rep on finding the right machine?

(Long pause)

HER: I guess it’s a question of trust. Sheila's great within her skill set, but I'm not sure she can do some things outside of it.

ME: Well, let us assume she can. Under your guidance, have her get all the information needed to make a decision; then together you and she decide what to do? Wouldn't that be a better use of your time? And wouldn't Sheila feel more empowered with some extra responsibility?

And that's the course of action my client decided to pursue. We spent about 15 minutes of our hour talking about the copier machine, which may seem silly. But it turned out to be a metaphor for where the business tends to get stuck. The CEO of a fast-growing eight-person company should not be spending valuable time evaluating copiers or peeling stamps for correspondence; make lunch reservations or file documents. Performing tasks not directly related to moving the business forward is wasted activity and time; it is the enemy!

One favorite example regarding delegation is of my old boss, the president of a $500 million publishing company. He delegated everything. He didn't even read or respond to his own email. He had a special assistant who printed out stacks of emails and while accompanying on planes read him the emails, after which he would tell her how to respond. I chuckled at his extreme-delegation technique. However, in the end his methods proved to be efficient. He forbids himself from performing functions that had little or nothing to do with increasing the value of the company. Moreover, his should be the practice for all entrepreneurs, irrespective of the size of their companies’.

Mitchell York’s story lit-up within my analytic thought-center, a bulb with off the chart candlepower brilliance. It appears complicated but is simply academic. It explains in the simplest of terms, why and how best to delegate. It is the “essence” of effective leadership/management.

As leaders/managers, exploiting the skills and talents of those under our authority is the best way to get things done. By doing so we are able to test the capacity of our staff, identifying respective strengths and weaknesses. It is comparable to knowing how fast to turn, how quick acceleration is and how quickly cars we drive can stop in an emergency. Becoming familiar with the car’s potential abilities, strengths, weaknesses, and operational characteristics enables us to get from it the best of its performance. 

Shouldn’t we seek to know how best to utilize those under our authority? Is that not the essence of effective “leadership/management”; knowing how best to move pawns around the chess board?” Is that not how leaders/managers win? Is that not what employers seek in “leaders/managers?”

I asked the above questions of many and of them, I could not recall a single argument.  That being the case, one would think interviewers ask such questions at interviews. Should candidates anticipate such questions? Perhaps the naked truth is they haven’t properly prepared. Of every successful “leader/manager,” the above rank among the top needs and desired skills. 

Most think of managers and those that lead projects and tasks. Indirectly maybe; however, there are no projects or tasks completed as desired in the absence delegating to those assigned, individually or as teams, to complete projects and tasks successfully. Ergo, without knowing who is best suited for whatever, delegating is more likely a crap shoot; and so is whatever outcomes are achieved as a result. 

How can we best deliver this message? Perhaps by doing what Mitchell York does, telling true stories. As leadership professionals, we should have many stories from which to choose.

“Finding good players is easy. Getting them to play as a team is another story." Casey Stengel

The Resume Store's new GET-A-JOB Talk Radio Show on WTAN TanTalk 1340 AM - Tampa Bay, Florida

Humility; “its relevance in the job search as in life” by Arnie Sherr

Arnie Sherr Editorializes Humility January 28, 2011

"Blessed are the meek, for they shall inherit the earth.” Matthew 5:3

Oh’ the preponderance of truth that resonates in and of the wisdom of Mathew 5:3; indeed the meek or the humble shall inherit the earth. Beit a lesson herein or not, it is your task to examine and realign self perception. Arrogance and exaggerated ego can and most times do sabotage the fruition of goals and objectives. In the job search as in life it is realism that prevails simply because realistic promise, goals and objectives are attainable.

I find strong similarities between the arrogant and they who con their way through life. Even if they con their way to the job offer and acceptance their tenure most times will be short lived. Over inflated promises of skill-set and performance are soon to fall short and stand out as if showcased for all to witness. No benefit emerges from exaggeration and grandiose promises, only disappointment and failure.

Arrogance and inflated ego succeed in making others feel inferior simply because they who think too highly of themselves maintain that perception by reducing the human value of everyone with whom they interact. It is characteristic of them to put down, denigrate and criticize negatively.  No one can or does live up to their unrealistic standards and exaggerated self-worth.

Humility opens the mind to appreciating the social and professional benefits that come from human interaction. It is the basis for establishing rapport and productive relationships in all surroundings and with all diversities. Humility encompasses qualities like sincerity, gentleness, compassion, respect inward and external, insight and the ability to notice and reward the good of others. Of these attributes, among the arrogant, they exist altruistically and only within themselves.    

Therefore, if it is success you strive for do so driving the vehicle that fits your personality, is easy to steer through well planned travel routes and represents who you are and not that which you think others want to envision. Employers do not hire exaggerated promises and over stated skills; they hire professionalism, integrity, dependability, sincerity, energy, intellect, presentation, creativity and innovation, forward thinkers, multi-taskers, dedication and commitment, intention and more. Be humble and they will come to know of you all of the above – be arrogant and egotistical and they shall be blinded by the loudness of your bragging.   

Although of my list above I left out confidence and its importance, I caution that some can not discern the difference between it and arrogance; they are indeed two different things!

 

Establishing the value of JOB SEEKER intangibles “Selling you to the highest bidder”

By Arnie Sherr, CEO The Resume Store

Of all things saleable, certain of them are labeled as “intangible.”

I stand before a prospect with the objective to present the following: what I am asking of my prospect is to make payments for his lifetime, however long that is; and, of that for which he is paying he will never see, touch, use, or in any way derive from it benefits. Certainly, whatever the byproduct of these conditions, it is an “intangible.”

In this case, that which is offered for purchase will benefit another or others. Since “benefits” are not of material substance they can not be physically held, touched, weighed, tossed, caught, or even photographed. Benefits are things that improve, assist, embellish, tantalize, excite, increase, or affect positive results, etc. More explicit; they are the criteria that encourage buying decisions. If we want to have toast with our eggs we must purchase something that toasts. The benefits of such a device are (1) that is toasts, and (2) that it toasts in accordance with consumer wants and/or needs. The device is tangible; the benefits will not become tangible until after the device is used proving its intangibles are valid. The taste of the pudding, good or bad, is intangible; but, only until one eats the pudding and experiences its taste.

In that light, promises are intangible until they have been kept or not kept. Personal assessments of performance are also intangible until after having been given the opportunity to perform. I am an effective leader! Well truthfully, that won’t be known until the declarer serves up the pudding.

Basically, applicants are invited to interview because they, the content of their ad (cover letter) have effectively inspired those whose task it is to decide to do so.

Tangibles, on the other hand, are listed to resumes; they are applicant goals and objectives, duties and responsibilities, employment histories, awards and accomplishments, computer software knowledge, schools and colleges, and more. These are literally tangible; they can be proved, envisioned, contacted, located, and even spoken to. They are as the definition eludes “real and verifiable entities.”

What of these entities? Isn’t it logical that everyone invited to interview owns many of the same entities; that they match to comparable degrees the entities sought within the job posting? Isn’t it also factual that simply declaring how well one performs that which is listed to spec sheets (resumes) is not proof of said performance? So then, for what reasons are hiring decisions made. Certainly they can not be based on unsubstantiated promises of proficiency. To add; because litigious liabilities prevent employers with workforces in excess of 50 from giving references other than hire and departure dates and one’s title at the time of said separation, there is no other method of proficiency verification available. I doubt hiring decisions are made based solely on candidate declarations. There must be more; but, what pray tell is the “more”?

The “more” are how well intangibles are presented; how well candidates can inspire those whose job it is to decide. Candidates must be able to make the case that paying over years for something that can’t be verified as worthy is indeed worthy. Hiring decisions are not made because of the content of spec sheets (resumes); but rather, because candidates by demonstrating and validating the value of their intangibles are able to inspire those who will decide that everything professed is as professed.

Intangibles, by their very nature lack material qualities and therefore can not be touched or seen. They can only be measured by candidate abilities to create of them the perception of value. Since nonmaterial things are challenging to describe or define, it is clear that candidates who own the ability to present perceptions of excellence will place high on interviewer job offer selection lists. Such intangibles are passion, sincerity, communication skills, leadership, ethics, integrity, dedication, commitment, decisiveness, analytics, team ideology, time management, and other perceptive human qualities.

In the end, it is those candidates who can create clear and believable perceptions of competence that shall be considered; and of those, he or she that puts on the best “performance” will win the trophy.   

Yes indeed, you read it right – I wrote “performance.” Candidates who are not aware that interviews are auditions may find offers of employment will be sparse if at all. Additionally, it doesn’t matter what is the job description. Whether interviewing to be a diesel mechanic or an accountant the process is the same.

Yes indeed, you read it right – I wrote “audition.” “Audition” defined is a test in the form of a short performance (I.e., an actor applying for a role in a movie or play). I know you know that serious actors rehearse for additions just as hard as they rehearse for plays and movies. The better the actor’s performance the better his or her chances of getting the part. Similarly, the better candidates perform in the interview the better their chances of getting the job.

Hopefully, by this point you are convinced there is always an order of things; a recipe, a road map, a procedure, etc. So it is with interviewing. Addressing the interview itself, is another writing altogether. I suggest you visit http://www.sherrent.info/The Get-A-Job_Manual.html and upload the FREE PDF versions of my latest e-Book “The GET-A-JOB Manual.” In it I write in detail, not merely how to best prepare, but also how to put together a terrific audition script. In addition, I clearly define every do and don’t, ask and don’t ask, as well as some important considerations generally not taught or written of by others. Reading other writings within this will offer other important considerations that can only help conquer the interview process.

”If you're not practicing someone else is somewhere and he or she is ready to take your job.” - Brooks Robinson