Alexandra Levit's Water Cooler Wisdom

Applying to Graduate School? Stop and Think.

This week in METRO:

Here’s a story I hear all the time.  A recent grad laments her difficult job search.  Apparently, when HR reps see the MBA on her resume, they put her in the pile of those seeking a management position.  Unfortunately, because this grad's prior positions were administrative and customer-service oriented, hiring managers don't think she has the practical experience to qualify for such a position.

There are lots of graduate school alumni in similar situations.  After spending a huge chunk of change on an advanced degree, they find that they are no more marketable in their chosen field than they were before they started school.  The only difference now is that their job search is more urgent because they are deeply in debt. 

To me, this phenomenon speaks to the danger of going back to school without a great deal of advance consideration.  So many people make this decision because the economy is bad and they’re scared to be on the job market right now.  Others choose a graduate program because they aren't sure where they want to go with their careers.  In reality, though, all of these folks should first be doing a cost/benefit analysis to determine what such a program is going to bring them in terms of increased job prospects and financial compensation.  

It also helps to do enough research to know that you actually like the field you’re going to school to pursue.  I've talked to lots of people who earn a Ph.D., JD, or MBA only to end doing something else entirely.

Graduate school is not something you should do just for the heck of it.  Rather, you should first determine in concrete terms why you need the advanced degree to move ahead in your career of choice, and then map out a plan for how you'll use the training and degree to facilitate the level of success you’d like to achieve.

More Burning Questions About Surviving Corporate America

Welcome to the final edition (for now) of They Don't Teach Corporate in College reader questions answered.  Today, I'm addressing these:

1) What do you think of David Allen and Tim Ferriss' productivity methods?
2) Should I learn a foreign language?
3) What is emotional intelligence and how can I learn more about it?
4) What challenges do entrepreneurial twenty-somethings face today?

Not Every Client is a Client You Want

I am re-reading Michael Port's Book Yourself Solid, and I want to call out the section on choosing your clients.  Why?  Because when you’re a consultant like me, the tendency is to latch on hard and fast to any and every client. 

The truth is, though, not every client is a client you want, and it’s impossible to be all things to all people.  As Michael says, when you deliberately select people to work with, you have the energy to do your best work (versus feeling drained and pressured all the time) and can connect with people on a deeper level and gain their trust (versus always feeling like you have to re-prove your case and fight for the next project).  

Michael suggests taking the following steps to create the perfect client roster:

1.  Define the characteristics of your ideal client.  What type of people do you love being around?  What do they talk about?  What ethical standards do they follow?   What’s their personality?  How do they learn?

2.  Look at your current client base.  Who do you love interacting with the most?  Who are the clients who don’t feel like work to you?   Get a clear picture of these people in your head.  Write down the top 5 reasons you like working with them.

3.  If you were only working with ideal clients, what qualities would they need to possess in order for you to do your best work with them?  Be selfish and write without thinking or filtering your thoughts.  

By knowing who your ideal clients are and selecting only those who have at least 75 percent of the qualities you identified, you will have more fun, accomplish greater results, and experience more fulfillment in your business.  

 

Is Your Friending Policy Rude?

This post from the Sharlyn Lauby, the HR Bartender, caught my eye.  Sharlyn’s right when she says that there have been a plethora of blog posts recently about who you should friend on Facebook.  I especially like her point that you might want to make use of the Facebook privacy settings rather than being uber restrictive about your friending policy.

Adds Sharlyn:  “Facebook might have initially started as a personal tool, it’s quickly becoming a personal and professional tool.  Ultimately, a person’s decision to friend or unfriend someone is theirs and should be theirs alone.  But ask yourself, how does my Facebook network impact my professional career?  And, make sure you’re comfortable with the answer.”

I’m so glad she brought this up, because unless you explain it explicitly (and most people don’t), your decision to friend or unfriend someone leaves a lot open to interpretation.  Whether you mean them to or not, people can take it personally.  And if someone is in a position to help you in your career – or may be in the future – you do not want to do anything to offend them.

You might think people aren’t paying attention, but they are.  I have more than 900 friends on Facebook, but I occasionally notice when someone unfriends me.  I’ll have no idea why they did it – heck, maybe it was an accident – but I won’t deny that it leaves a bad taste in my mouth.  

I maintain my position that you shouldn’t post anything on Facebook that you wouldn’t want your grandmother or religious officiant to see.  If you’re following this advice, then it shouldn’t really matter who your friends are.  As for the silly quizzes and the irrelevant status updates, if you’re worried about coming across as frivolous – hide them.  But really think twice before you unfriend someone or ignore their friend request without an explanation.  

Employed Workers Are in Limbo Too

If you see the new statistics from the Bureau of Labor Statistics, it’s clear that unemployment numbers aren’t improving much. But employment frustration isn’t limited to those without employment, according to DDI’s new Pulse of the Workforce research.

In a survey of 1,000 US workers, DDI found that more than half of the nation’s employees said they think their job is in limbo. Most blame the economy, but others blame their bosses and their organizations. Why is this bad for organizations trying to grow and recover? 46% of workers who said their jobs are stagnant were twice as likely “just do their job and go home’ (versus 20% of those who didn’t feel stagnant). They’re also less interested in what they do, and one third as likely to say they’re excited to go to work.

The implications?  Those who said they thought their job was stagnant planned to look for a new job when the economy improved and said 'they do what they're asked--nothing more, nothing less." They also were 10 times less likely to say they were getting special assignments or interesting work. They were also three times more likely to say that they would leave but the economy prevented it and that they have no room to advance in their job.

So, has the slumping economy resulted in a labor slump as well? We know there is a lot of discussion about the unemployed, but also think that those employed and feeling in limbo will be the next workforce problem companies face as the economy turns around and companies are left with a disgruntled, unmotivated workforce.

In Person Communication is a Beautiful Thing

Jessica writes that the constant barrage of information from cell phones, pagers, Blackberries and laptops makes it impossible to communicate face-to-face with people anymore.  She feels that she’s always competing for attention with colleagues’ outspoken family of devices, and that she can’t get a word in edgewise.

I’m sure Jessica isn’t the only one feeling this kind of frustration.  If you want to build strong workplace relationships, make a habit of being mentally present for everyone you deal with.  This means actually listening to what she is saying, focusing on him rather than everything else going on in the room and ignoring electronic interruptions.

In-person communication is a beautiful thing.  When someone comes to your office or cube, decide right then and there if you have time to talk.  If you don’t, say so.  If you do have time, but only a little bit, ask if it’s enough.  You don’t necessarily have to drop everything for the person, but once you make the commitment to have a dialogue, be respectful.  Remember that her time is important too and give her your full attention.  Doing this will set you apart from the scores of employees who believe that sitting across the desk from another person means you’re communicating

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Could You Be an Interim Executive?

Recent studies by Monster.com and the Human Capital Institute indicate that workers are using the downturn to learn new skills and prepare for career changes, or to develop their own self-employment or freelance opportunities. Another key finding is that companies have increased their usage of contract talent, such as interim executives.

These two trends dovetail with the fact  that many executive-level professionals are being forced by economic conditions to remain in the workforce longer, creating a perfect storm for the growth of the Interim Executive Solutions category, also known as “leadership on-demand.” 

Companies in every industry and of every size are leveraging interim executives for key growth initiatives and/or problem resolution.  In fact, 55% of Monster.com respondents said they will increase the use of flexible staffing models. 

Does this intrigue you?  Pamela Wasley, the CEO of Cerius Interim Executive Solutions, offers the following tips for mid to upper level professionals interested in positioning themselves as interim executives:

1. Showcase your record.  Having a winning track record in a particular industry or discipline is a must for high demand Interim Executives.  Have proof of growing business units, leading cost saving initiatives, streamlining operations and establishing effective organizational processes.  The goal of an interim executive is to get results fast – within months, to identify the challenges or areas of opportunity, and to work with the executive team to develop and execute an action plan to achieve the objective.  Then, you depart, leaving a valuable knowledge base with the permanent team.       
2. Focus on your strengths.  Companies that engage with interim executives are looking for C-level and VPs of the executive branch in specific functional areas such as sales, operations, marketing, HR, IT, engineering, R&D and finance.  Emphasize your core expertise rather than try to be a jack of all trades.
3. Work your network.  Align yourself with a reputable interim executive management firm whose core business is interim executive engagements and can provide all the other functional areas (marketing, human resources, IT, finance, etc.) that might complement your area of expertise. Interim executive firms appeal more to businesses today over the individual who is doing interim executive work or consultancy on their own due to a firm’s guarantee of success for the interim executives who work within their firms. Once you’ve aligned with a firm, maximize your network of colleagues, associations, alumni and social connections to learn about their companies’ challenges and offer expertise about how an interim executive can help achieve their objectives in a short period of time. 

Tax Accounting Provides a Safe, Workable Option for a New Career

If your career has stalled because you’ve been laid off or you just haven’t found work you enjoy that meshes well with your lifestyle, you might consider joining a field that is guaranteed to survive any downtown – tax accounting. 

In fact, H&R Block is actively hiring 15,000 tax professionals this year, and you can be among them.  Interested candidates must complete H&R Block’s Income Tax Course, which is now open for enrollment.  Upon passing the 69-hour class, qualified English-speaking or bilingual candidates will be eligible to apply for a tax preparation position in one of the company’s retail offices nationwide.  Multiple class locations are offered and courses are held at different times throughout the day.  Many of the classes start in early September and generally meet two or three times a week for three hours.

"In a tight job market, this course is a good opportunity to learn fresh skills that could lead to a new career,” said Marcia Aviles, an H&R Block instructor in the New York City area. “For the thousands affected by layoffs, H&R Block’s Income Tax Course could be an avenue for pursuing a job with the country’s tax preparation leader."

The course covers common tax topics seen in the field by preparers, including credits, deductions and charitable contributions, health savings accounts, retirement planning, and home offices/self-employed income.  Frankly, it sounds useful to me and I have a job.   Learn about the field of tax preparation and read details about the classes at the H&R Block website.