Take Monday Out of Your Work Schedule

Take Monday Out of Your Work ScheduleTake Monday Out of Your Work ScheduleSounds too good to be true? A four-day week can help you move your career to the next level.The whispers of a four day week have always been there, but is it just wishful thinking? For this dream to ever be achieved there needs to be some form of professional benefit and not just that you get a three day weekend.In the following article we will explore some of the most prominent reasons as to why you should take a day off your schedule.Improved working relationshipsMany employees spend more time with their colleagues than their families, so its important to build strong relationships in the workplace.However, with you spending so much time with your colleagues sometimes the weekend and the odd bank holiday can be a welcomed break.Through spending less time at work we reduce the likelihood of major disagreements, personal differences and other issues causing problems in your working relationships with colleagues . Consequently team spirit will be much higher and this will have a positive impact on the teams productivity as a whole.A chance to develop new skillsGaining professional qualifications is a surefire way to propel your career forward and put yourself in the best position for higher-level jobs and promotions. There are countless professional institutions that hold day or week courses designed to expand your knowledge in different fields or professions.Another way to use the extra day of free time would be to undertake a part-time degree course. This may seem like a huge investment of your time, but for someone who is looking to overhaul their skill set and develop the building blocks for an illustrious career, it is a great option. Gaining your first or maybe even your second degree will be particularly useful if you are at a stage in your career in which you feel you have plateaued.Recharge your batteriesGiving yourself an additional day away from work can have many health benefits including reduced stress levels, healthier eating, better exercise habits and a reduction in absences due to sickness. Consequently, as you begin to lead a healthier lifestyle youll become more alert at work.Theory is that this will lead to increased productivity during the hours that you are sitting behind your desk or on the road closing deals. The last thing you want is to feel overworked as that will only contribute to ill-health, which has a direct correlation with productivity in the workplace.

Customize this Outstanding Mining Engineer Resume Sample

Customize this Outstanding Mining Engineer Resume SampleCustomize this Outstanding Mining Engineer Resume SampleAs a mining engineer, you know that your field is full of educated professionals with specific technical competencies. Thats why its important to create a strong professional resume that helps you stand out from the crowd in a competitive field. Sample resumes, like the one included below, can guide you in creating your own resume mora quickly and easily. Our mining engineer resume sample illustrates several best practices, so it can serve as a yardstick you can use to evaluate your own professional document. By studying the job description you are responding to and our example resume, youll determine which skills to emphasize and how best to showcase your professional experience. If you need mora help after looking at our example, you can use our resume builder as well.Create Resume Jamie Bartholomew100 Broadway LaneNew Parkland, CA, 91010Cell (555) 987-1234example-emaile xample.comProfessional SummaryHighly experienced and versatile Mining Engineer with comprehensive knowledge of mining procedures and requirements. Specialize in the creation efficient mining processes through the design of more efficient equipment and transport systems. Committed to developing green operations procedures.Core QualificationsMining engineering practicesMS Office, Excel, AutoCADHeavy equipment operation and designMining safety regulationsEPA regulations and codesProblem identification and resolutionStrong organizational abilitiesSolid communication skillsExperienceMining Engineer, February 2009 PresentDynamic Mineral Processing Co. New Cityland, CADevelop short-term and long-term mining plans.Research and write mining progress summaries.Optimize existing site mining plans.Implement productivity measures.Mining Engineer, September 2002 October 2004Colbert Mines New Cityland, CASuccessfully developed a more efficient werkstoff transport system.Worked with senior engi neers to identify process issues and brainstorm solutions.Provided support for mining engineering support staff.Made recommendations for mining equipment updates.Assisted with the preparation of quarterly operations reports.Education2002 Bachelor of Science, Mining EngineeringUniversity of California New Cityland, CACustomize ResumeWhy Is This a Good Mining Engineer Resume Sample?From the very beginning, this mining engineer resume sample gets right to the point with a strong professional summary emphasizing relevant skills. In the introductory sentence, it identifies the jobseeker as a highly experienced and versatile Mining Engineer. By emphasizing experience and versatility, it helps create a professional brand for the applicant, so its stronger than simply writing mining engineer. Although the summary is short, it points out the jobseekers focus on efficiency and commitment to green operations, so it gives recruiters and managers a snapshot of what this applicant can accomplish . Like the professional summary, the core qualifications section is often overlooked by jobseekers, but it is also an important part of a strong resume. This mining engineer resume sample includes eight core qualifications, which is the maximum number that we recommend. Make sure you stick to pertinent qualifications, and be sure to mention any specific strengths that the job description mentions. This mining engineer resume sample demonstrates several best practices for the crucial work experience section. For instance, it lists relevant experience in reverse chronological order and uses succinct bullet points to showcase specific accomplishments. Notice how the jobseeker chose strong action verbs for each bullet point. Its much more effective to write that you developed more efficient transport systems than to write that you were involved with transport systems. Words like researched and optimized are much more effective than weaker alternative words and phrases like did and gaine d experience in. Crafting strong, action-oriented bullet points keeps your specific accomplishments from getting buried on the page. Note that the education section is succinct and quickly shows a reader the key information- the degree and university- without superfluous details. As a mining engineer with a professional or college degree, you dont need to include high school on your resume.Why You Need a Strong Mining Engineer ResumeWhile the Bureau of Labor Statistics anticipates 6 percent employment growth for mining and geological engineers through 2024, this projected growth adds only 500 positions in the entire career category over this time period. Growth will depend on demands for mining operations and on international trade restrictions for mineral export, among other factors.This projected growth is good news for jobseekers, but it is still important to create a strong resume. As more and more companies outsource for their engineering needs rather than employ engineers dire ctly, the Bureau of Labor Statistics predicts that recruiters and managers will increasingly look for qualified candidates who are a great fit for their engineering firms. Fortunately, you can create a professional document that portrays you as the best candidate for the job and helps you stand out from the crowd with our writing guidelines and mining engineer resume sample.Costly Mining Engineer Resume Mistakes To AvoidYou probably already know that you need to avoid the most obvious mistakes when creating your resume. Typos and grammatical errors dont belong in a professional document, for instance. However, there are other less obvious mistakes that can also cost you the job if you arent attentive.Your resume needs to showcase your accomplishments rather than simply describe your previous duties or responsibilities. Instead of creating a laundry list of responsibilities or a section that reads like a job description, focus on what you accomplished and what the benefits or outcome s of those accomplishments were.Finally, dont neglect the importance of core competencies, since recruiters and managers are often looking for specific technical skills and knowledge. Notice how the author of this mining engineer resume sample mentions specific knowledge of AutoCAD and familiarity with EPA codes and regulations. Failing to mention technical qualifications, especially those listed in the job description you are responding to, can cause a manager to skip over your application after a quick skim.ConclusionCrafting a strong resume takes time, especially in a field that demands specific technical expertise and education, but the effort pays off when you land the job you want. Our mining engineer resume sample and writing guide can help you showcase your skills and stand out from the competition. Make sure your resume is skimmable, showcases your most relevant qualifications, and emphasizes specific accomplishments from your professional experience.

How to Source and Interview OTR Truck Drivers

How to Source and Interview OTR Truck DriversHow to Source and Interview OTR Truck DriversHow to Source and Interview OTR Truck Drivers CleaverIts called long-haul driving for a reason 14-hour days of pulling a loaded semi-trailer puts stress on drivers health, emotions and relationships.As baby boomer drivers retire, employers are challenged with recruiting younger candidates to move into the drivers seat.The following recruiting tips will help you source and interview OTR truck drivers to fill the hiring gap.How to Source OTR DriversSigning bonuses are both common and controversial. While many employers offer $2,000 or more just to win drivers.Other employers feel that bonuses undermine employee retention.Recruiter Hiring TipReferrals from current employees work well, reports Dallas-based Frozen Food Express Mark Rhea, director of driver resources.Employees whose referrals result in hires receive bonuses says Rhea.What to deckblatt in OTR Truck Driver InterviewsAsk interview questi ons that encourage the candidate to reveal their hopes, expectations and aspirations about the job.A thorough discussion of expectations around home time is an essential part of the in-person interview.Some employers are reorganizing their logistics to minimize the amount of time drivers must spend on long hauls.Be koranvers to ask the candidate how he or she handles unexpected situations such as mechanical breakdowns.Discuss the candidates feelings about real-time monitoring, such as communications systems that constantly stream feedback about truck location and activity.In the final in-person interview, consider inviting the drivers spouse or partner to the interview so he or she can understand the scope of the job and ask questions about benefits and scheduling home time.Recruiting TipAshley Distribution Service, the Arcadia, WI based division of Ashley Furniture, is evolving its hub-and-spoke regional distribution system to require mainly one to three day drives, says Kevin Mull en, Director of Transportation Safety. If your company is reorienting its operations to ensure more home time for drivers, be sure to outline this to candidates in the interview.Recruit to Retain your OTR DriversEmployee retention can start from day one, says Swain.Top drivers want consistent feedback about their technical performance and also want to be kept abreast of evolving career options off-road.Tell them, You have the skills to make a future here, says Swain.Potential OTR driver career advancement may includeCompany paid or subsidized training for additional and/or advanced certificationsTeam leadershipRelated home-based jobs includeDispatcherSafety, maintenance and training technical positionsOperations and logistics managementRecruiting TipUnderstand the guys goals does he want to own his own truck or be a fleet operator? All that can be built into the career path, says Swain.More ResourcesHow to Hire an OTR Truck Driver Job SkillsNew Trends in Transportation and Logistic s RecruitmentEmployee Engagement Why Workplace Flexibility Matters More than Ever

Opening a Veterinary Clinic

Opening a Veterinary Clinic Opening a Veterinary Clinic While many veterinarians choose to work as associates within an established practice, some do decide to venture out on their own and build a new practice from the ground up. Starting any business can be a difficult task, but with careful planning, the process can run quite smoothly. Here are some tips for starting a new veterinary practice. Create a Business Plan Creating a business plan should be the first step in the planning process for any business, whether it is animal related or not.  The business plan should detail many topics including the type of clinic you intend to operate, the size of the operation, staffing needs, services that will be offered, marketing plans, funding sources, financial projections for the next three to five years, and other such considerations. Establish a Launch Team You will need to secure the services of a team of professionals to open a veterinary clinic. Most vets seek out an accountant, an attorney, a real estate agent or architect, a financial lender, and a marketing representative. Secure Funding Securing financial backing is a key part of establishing any business. A small animal clinic can cost approximately $1,000,000 to start (according to a 2009 article in Veterinary Practice News), a substantial investment for most business owners. Your funding could come from your own savings, but with veterinary student debt levels growing at an unprecedented rate most young veterinarians do not have the ability to self-fund. Other sources of funding may include family, friends, investors, and professional lenders. Find a Clinic Location The next question is whether you will operate out of an existing building (potentially with some renovations required) or construct a new facility from the ground up. Each option has its pros and cons.  You also must decide whether to lease or purchase the clinic location. Some vets choose to consider more affordable options such as mobile veterinary clinics to save money on location expenses. You should also research any applicable zoning or noise ordinances before making an offer on a property. A final consideration is ease of access for your client base with regard to a convenient location with sufficient parking capacity. A real estate agent or architect can be very helpful with this process. Obtain Regulatory Approvals and Licenses Veterinarians must apply for federal and state narcotics licenses for drug dispensation. They must also comply with OSHA rules, pay all state board fees, obtain a business license to operate in their local jurisdiction, and secure a tax identification number. Specific requirements can vary, so it is important to research the requirements in your area. Develop a Marketing Plan Creating a marketing plan is a key step in the process, and many vets enlist the help of marketing professionals to assist with this task.  The first step is to name the business and create a signature logo.  The name and logo will be critical for all advertisements, building signage, and the website.  Vet clinics should also consider using social media accounts, direct mail advertising, local magazine advertisements, radio or TV coverage of the clinic’s opening, and network with other animal businesses for referrals. Purchase Equipment and Supplies Once the location is secured and all necessary permits acquired, the clinic needs to be outfitted with a variety of supplies, medical equipment, laboratory instruments, and drugs. Some clinics also choose to offer pet food, pet supplies, and other over the counter items.   Hire Employees Hiring employees can be an exhausting process for the veterinarian, so some choose to use the services of an employment agency to screen applicants (there are many veterinary job search websites that can advertise openings as well). The vet has to determine the number of veterinary technicians, receptionists, and other support staff based on what they can afford and the expected workload. They must also decide whether they will have a veterinary practice manager, kennel attendants, groomers, or other accessory team members. Final Word Once everything is in place, the final step is to open the doors and make sure that members of your community know that you are open for business. If a good marketing plan is in place you should be well on your way to establishing a successful practice.

Communicating in an Increasingly Virtual Work World

Communicating in an Increasingly Virtual Work World Communicating in an Increasingly Virtual Work World Communicating in an Increasingly Virtual Work World Communicating in an Increasingly Virtual Work World PDF Note: Youll need Adobe Reader to view the PDF file above. Download Adobe Reader. June 21, 2012 Effective communications is the crux of many work challenges, especially in todays virtual work world. Emails are often written quickly and can be misinterpreted. Ever get caught trying to read between the lines to find the real message? And those conference calls seem to stretch on forever. Do you ever try to multi-task only to find you missed key points? As a professional, you need to be credible, believable and effective when you communicate. You need to be authentic. Your written and spoken messages must be understood and understood correctly. When you are authentic in your communications, others are as well. This is especially vital in work teams and collaborative programs. Authentic communications empowers everyone to play to their strengths and maximize your collective potential. Collaboration tools are constantly improving, making it easier for people to bond even though they are not face-to-face. But its hard to be authentic if you arent aware of your genuine communication style. This workshop will help you understand your communication style across four key spectrums: Thought process: Are you an analytical or conceptual thinker? Information organization: Do you take a deductive or inductive approach? Expression: Are you more introverted or extraverted? Discussion structure: Are you a linear or non-linear storyteller? Listen and learn about your styleand those of othersand youll communicate more effectively, reach agreement faster and work better together. would like to thank both Ron Ricci and Carl Wiese for presenting this webinar. Presented By: Ron Ricci Vice President of Corporate Positioning, Cisco As the vice president of corporate positioning, Ron has spent the last decade helping Cisco develop and nurture a culture of sharing and collaborative processes. In addition, he has spent countless hours with hundreds of different organizations discussing the impact of collaboration. He is also the co-author of the business best-seller Momentum: How Companies Become Unstoppable Market Forces (Harvard Business School Press, 2002). Carl Wiese Senior Vice President, Global Collaboration Sales, Cisco Carl Wiese is senior vice president of Ciscos collaboration salesa multi-billion global business. He has presented on the importance of collaboration to business audiences in dozens of countries, including Australia, China, Dubai, India, Mexico and all across Europe and the United States. With more than 25 years of sales, marketing, services and product-management experience with Cisco, Apple, Lucent, Avaya and Texas Instruments, Wiese has spent his career working with companies worldwide to advance their business goals with technology. Webinar Transcript: Communicating in an Increasingly Virtual Work World Good afternoon, everyone. Im Randi Alterman, a marketing director at Monster. Id like to thank you for joining us today for this exclusive webinar, hosted by Intelligence. Todays webinar title is Communicating in an Increasingly Virtual Work World. Today were joined by Mr. Ron Ricci, vice president of Corporate Positioning for Cisco, and Carl Wiese, senior vice president of Global Collaboration Sales for Cisco. And, ladies and gentleman, well discuss how you can communicate more effectively, reach agreements faster, and work better together. Before we get started, I just have a few housekeeping items Id like to mention. We are recorded in this session, and the presentation and a copy of todays recording will be posted, on hiring.monster.com, within two to three days. Just click on the Resources tab, and go to HR Events. All participants will receive an email with a direct link to todays materials. Intelligence provides insight to help HR professionals improve their recruiting success, accelerate worker performance, and retain top talent. We analyze and collect data from more than four million unique job searches that are performed each and every day, on monster.com. We invite you to visit hiring.monster.com and read some of our other in-depth reports and analyses, all located under the Resources tab. Time will be available after todays presentation for questions and answers, and our meeting manager will help facilitate that QA. Please feel free at any time to type your questions into the available space during the event, and well try to include them in the QA session. Additionally, if you arent getting your audio through the telephone, you will be placed on mute until the QA session begins. All right, Id now like to introduce todays speakers. Mr. Ron Ricci is vice president of Corporate Positioning for Cisco. In his role, Mr. Ricci has spent the last decade helping Cisco develop and nurture a culture of sharing and collaborative processes. In addition, he has spent countless hours with hundreds of different organizations, discussing the impact of collaboration. He is also the co-author of the business bestseller Momentum: How Companies Become Unstoppable Market Forces, produced by the Harvard Business School Press. In addition, we are joined by Carl Wiese, whos the senior vice president of Ciscos Global Collaboration Sales, a multi-billion-dollar global business. He has presented on the importance of collaboration to business audiences in dozens of countries, including Australia, China, India, Mexico, and all across Europe, and the United States. With more than 25 years of sales, marketing, services, and production management experience with: Cisco, Apple, Lucian, and Texas Instruments Mr. Wiese has spent his career working with companies worldwide to advance their business goals with technology. Gentlemen, I turn the webinar over to you. Great, Randi. Thank you very much. This is Carl Wiese, and Im joined by Ron. Randi, I want to thank you for that great introduction. What it really tells me is that Im getting older, I think, in terms of all the things that Ron and I have done. So, I want to welcome all the attendees today. Its our pleasure to spend some time with you. And I like to say, good morning, good afternoon, or good evening, depending where you are. In this virtual world, we just never know where people are joining from, and thats one of the great things about the technology. So, Ron and I will go back and forth during this session today, and we hope you find it, very, very, beneficial. So lets start in terms of why collaboration? Why is this a topic thats becoming kind of a first order of priorities, for governments and countries around the world? And at Cisco, Ron and I are very fortunate in the fact that we get the opportunity to speak to literally hundreds of customers, on an annual basis, to really understand what is top of mind for them. We hear that the need for collaboration is really being driven by three key things. First and foremost, competition comes from anywhere, and everywhere. When you think about it, the basest entries are lower than ever before. You cannot predict where the next market entry will come from. It could be a start-up in Asia. It could be somebody in the Middle East, in Europe. Or it could be somebody from a completely different market, disrupting your industry like youve never seen before. Second, companies have to focus on their core competencies, and partner to do everything else. When you think about it, it wasnt that long ago, that mantra of philosophy was, vertically integrated is good. However, I think were starting to take a different lens in terms of this principle. And today what Im hearing more and more from clients I talk to, is they really need to focus, on what their unique differentiation is, and partner for the rest. This whole notion of core versus context is really coming back into vogue. Narrow your focus on what you do best. Drive operational excellence with your partners to do everything else. And third, open systems change the game like never before. When you think about it, we take the Internet for granted, and it really wasnt that long ago that it didnt exist. In my mind, the Internet is the most disruptive force in the history of business. Just think about a decade ago. We had things like: e-commerce, online financial services, supply chains, self-automation. We take all these for granted that exist today, but literally, theyre just slightly more than a decade old. And I would suggest to you that were in the very early stages of the next technology evolution, if not a revolution. And thats how collaboration could differentiate you in the marketplace. When we think about it, the technology is really the next step of this. In our minds, there are four mega-trends that are going to alter everything we do, and those are the ones around video, virtual, mobile, and social. You might be thinking today, Arent we already collaborating? I would say were certainly spending a lot of time communicating; but you can argue, were not collaborating. You see when you think about it, true collaboration is much more than sending emails, SMS text messages, and joining audio conferences. Increasingly, when you think about collaboration, its about bringing various contributors together, what I would call in a broader flash kind of community. Small groups of people coming together, to start a task, and they just abandon it as fast as they start it. When we think about it, these people come from various different geographies, different social backgrounds, and have different communication styles and accountabilities, and we have to account for that more a nd more every day. One of the trends were starting to see a lot it used to be this collaboration was just inside our organization, inside the firewall, if you will. More and more today were starting to communicate with our customers, our suppliers, and our partners, and bringing them into this overall collaboration event. With effective collaboration, people are empowered by this new organization of culture, and they promote sharing ideas and resources like never before. When we think about the real power of collaboration, there are three things that have to be in harmony: culture, technology, and process. Only when you get those three things working together do you get the true value of collaboration. Ill spend just a minute or two on each one of the things in terms of, as Ron and I see it, culture, technology, and process. Culture is something Ron is very familiar with, and hell talk a lot about that in his session. But really, first, the people within the organization, and the norms in which they operate, when we think about it, its about how employees trust each other to share information. Do they do that openly, or do they hoard information? Do they communicate often, and openly? Or silently, in the back door? Do they tap all the specialized knowledge in the organization? Do they even know where that organization knowledge resides in most companies? Are they aligned for shared goals or individual goals? All those things come together to create the culture, and more importantly are very powerful in terms of the positive or negative impacts of collaboration. When we think about process, that really refers to how we get work done. When it comes to collaboration, the most important processes are those that involve interactions between people. In real time, when I need to make a decision, I need to communicate and collaborate to make a decision. Thats really where collaboration and process meet, and finally technology. Most people in this call are probably thinking, Why are two guys at Cisco talking about culture and process? Its because when you combine with technology, magic happens. The technology refers to tools that connect distributed and global teams. When we think about this space, the pace of innovation has never been faster. Its remarkable in terms of the tools we have at our disposal today, but technology alone will not get the job done. You must link it to your business objectives, and in line with culture and technology. When you do that, and only when you do that, you really see the power and the benefit of collaboration. Now I mentioned earlier, we see four major trends that are going to form the new face of communication and collaboration in going forward. Its how we really divide in terms of this conversation. Ill touch base on these four things, briefly. First is video. When you look around you, video solutions are popping up everywhere. It is really becoming, very rarely we have a conversation without video. From the boardroom, to the desktop, to the home, to mobile devices, Rich media experiences collapse time and space. They allow you to build trust in your colleagues, like never before; colleagues oceans apart can now become very virtually connected. The second one of these is virtual. The virtual experience provides the ultimate in flexibility. I like to say, Work is no longer what you do, or where you go. In fact, now where you work is irrelevant at this point in time. An office today is really not meaningful for most employees, when you think about it. The virtualized technology enables remote order experience to deliver collaboration transparently, to any user, any device. And I would suggest today, we probably had people join using: PCs, Macintoshes, and iPads, and other mobile devices around the world in different environments from their home office, from their work office, from a hotel room, on the road. My guess, we have all those today on the broadcast. Third is mobile, and this is probably the one thats adapting fastest in terms of change. Gartner predicts that by 2013, PCs and smartphones will actually be overtaken, in terms of the new face of how people access technology and information. Expect mobile application as the critical component for your collaboration strategy going forward. You cannot assume people will be desk-bound, in this collaborative environment, in todays world. And the last one is social. Twitter, Facebook, YouTube, and other social media platforms have changed the way we interact, both in our professional and personal lives, forever. Social media is shifting how we communicate and collaborate, both inside and outside the workforce. Now that I said the context in terms of why these things are important in the enterprise, Ill turn it over to Ron to talk about the next stage of the conversation. Ron? Thank you Carl, and let me add my welcome and thanks to all of you who are joining us here for todays session. Were excited to have the opportunity to have this conversation with you, and we look forward to your comments and questions later. Carl, thank you for that great set-up. I think you really established the trends that are affecting virtually all the organizations in the world and how they have to compete and embattle for success in the marketplace. We know that when you look at this new face of communication that you described, one of the most important things is to ask ourselves the question, how do we help these flash teams be successful? We know teams are now coming together rapidly to attack market opportunities. Often those teams come together, and we dont even know whos on the team. Theyre brand new to us. We may never have met them before in our organization. And in fact, maybe they dont even work for our organization. They may be part of our partner ecosystem, or some consultants, or other aspects of how we bring together our value proposition as organizations. And again, its an environment where maybe you dont know everybody, youve never seen them, and now youre getting to know them for the first time. The question is, in this virtual world, how do you build trust rapidly? Now, in the book Carl and I have just published, The Collaboration Imperative, there are multiple techniques weve given that weve experienced, in how you build trust on teams. But perhaps nothing is more important than how the leaders show up during these new video, virtual, mobile, and social-based ways of working together. What we want to do today is to share with you our experiences about how to be successful in showing up as leaders in this increasingly virtual work world. To us, this is already seen and experienced in the world as a challenge. Just a couple of quick statistics. An economist intelligence unit study has shown that business leaders believe overwhelmingly that misunderstandings between and among people is what keeps their organizations from moving fast. This was the highest-rated on Datapoint, about what keeps organizations from moving fast, in this study. And I think it really punctuates the opportunity, to find better and more effective ways to communicate, in these virtual opportunities. Not only are misunderstandings creating challenges for organizations, theyre also leaving a lot on the table. Again in the same study, 90 percent of those who were surveyed said improvements to cross border communication, would drive profit, revenue, and market share, for their organizations. So the question would be, to all of us here is, well, how do you do that? How do you more effectively communicate in an increasingly virtual world? We want to share with you today, our view about how to do that. The center of gravity for this conversation is all about being authentic. And how do you create authentic communication in order to create effective collaboration? In order to do that, the most important lesson that weve learned about being an authentic communicator is to be self-aware of who you are as a communicator. In looking at the research and the experiences weve had, authenticity come from being self-aware of the two dimensions that make up how you communicate, the way your brain is wired, and how your thought process works. The second is how you like to express yourself. What is the nature through which you are comfortable at communicating about yourself? If you are self-aware of your thought process, and the way you like to express yourself, you can use that as a powerful strength, to both better communicate who you are in your point of view but also to bridge to different styles, in how you may be working with other people. And so today, we want to give everyone here, if we can, three homework assignments, to help you be the most authentic communicator in this increasingly virtual world. The first homework assignment is to know yourself. Now inside Cisco, we have built this model, and we have released it over the last year to the public marketplace. This is the model that we built with Oregon State University, and I want to let you know that more than 20,000 people to date have taken the self-assessment underlying this model. More than 98 percent of them believe its accurate to who they are. And it not only provides science to the way with which you may be able to look at yourself as a communicator. But I always believe that, most importantly, it provides a simple common vocabulary for you to communicate to your team, and those virtual team members, about who you are and how you like to communicate. Now what I want to do is to walk through this model. First, everyone has a thought process. That thought process starts with how your mind processes information. If you talk to people who study human brains, theyll tell you about 50 percent of the people on this call are conceptual, and the other 50 percent are analytical. When I go through later how to take advantage of understanding this self-awareness, youll see these two personality styles could not be more different. If you look at moving from conceptual and analytical, each of us not only processes information, but also organizes information in our mind in a certain way. Some of us on this call are very deductive; we like to start with the answer. Others on this call are very inductive; they like to know the process that drove the answer. Again, if youre very self-aware of your style, you can maximize the potential to play to your strengths but also recognize the differences in the people across the table from you. So the first homework assignment is know yourself and how your mind processes information. The self-assessment will help you understand, who you are. In addition to knowing the way youre wired and the way your brain works, its also critical to know how you like to communicate, how you like to express yourself. Some of you in this virtual room are extroverted. Some of you are introverted. If youre introverted, Id like to ask you to raise your hand right now. I did that on purpose because all those extroverts out there need to give the introverts a round of applause for having the courage to declare who they are. But imagine just how important that is in the real world if you didnt know it. And then finally, some of you on this call are linear. You connect the dots in a very prescriptive way. Others of you are very non-linear, and you often get about a story in a roundabout way. But if you look at these, each one of these eight attributes really represents ways to understand yourself and to help you bridge and communicate to teams, where you might not always know who they are, or where theyre from. Now I want to say two things about the science behind this before I move on. The first is, its not good or bad to be any of these. Its actually most important to know which one you are. Analytical is not better than conceptual. Extrovert is not better than introvert. Whats most important is to know who you are. So, its just like a Myers-Briggs self-assessment. Dont try to game the answer to what youd like to be. Take the answers that are most likely to be genuinely who you are. The second thing that Ill say about these attributes; theyre not binary. Its not like you only have one, and none of the other. Ill share in a bit my assessment; Im very conceptual, but it doesnt mean I dont know how to act. We all have a little bit of both of these in us, and the folks who study brains will tell you; its that you have a bias toward one or the other. And if you know that bias, thats what sets up the opportunity, to take that step to help others understand who you are. Now when you take this, the self-assessment is at this link, here. Youll have an opportunity to click through this later, of course. But heres what happens when you get that self-assessment. It helps you understand, really, at a profile level, who you are. And heres the assessment of both Carl and myself. You can see with the exception of being introverts, were quite different from each other. Carl, its a miracle that youve been able to hang with me this long. But I wonder. Carl, as you go through this, you not only get this profile, but you also get a tool to help you understand how to play, and maximize your strengths. I guess, Carl, Id ask you: Do you think this is an accurate representation of who you are? Absolutely, no question. I think the others around me would concur. And I wonder Now that you know this about yourself, how has it changed the way you work with your teammates? Have you done anything differently? How has it helped your teammates understand how to be more effective at working with you? Now that they know youre: analytical, inductive, introverted, and linear? I think, Ron, theres really two parts, and ones kind of for me, when Im communicating. And the other is, in terms of, in other settings. Let me explain. In the first one, knowing that this is how I operate, and knowing these other people are different, like you, for example, in terms of your style, I need to be aware, in terms of how Im communicating, in terms of what my style is. So I cannot just be worried about my style. I need to be worried about others, and how theyre receiving what Im talking about. So its not just about you, its about with others. The second part of this, Ron, that I think is very interesting is when you start really thinking through this if you think of one or two questions when you start to get an audience you can try to determine what people youre speaking to, what style they are. Why thats important is, you can try to tailor the message, based upon the style, to what they want to hear. How much detail, how much higher level, how linear, how much storytel ling? And its helped me understand a little bit in terms of who Im communicating to, and how I should twist the message or tweak the message a little bit, just for them. I think that Carl, as a linear storyteller, I want to give you credit for showing a lot of flexibility in how you look at the way you go and attack the market. But I think if you didnt have this self-awareness, you probably wouldnt be able to do that, and so my hats off to you for being flexible. This is the value of this model team. It helps you understand who you are, and it gives you a very simple vocabulary that allows you to manage not only your story, but the way that you connect with others through that story. So thank you, Carl, for sharing a little bit about yourself there. Very much appreciate it. So the first homework assignment for everyone on this call is take the self-assessment. Have an understanding of who you are, just the way Carl articulated that. Because its the basis of the second assignment that we want to make sure that each of you does. And that next assignment really is to tell people how you make decisions. I am convinced that 90 percent of conflict in business is actually not intentional. It happens because people dont understand their difference, and the way in which they make decisions. If you want to energize your team and eliminate conflict, maybe even eliminate passive-aggressive behaviors, I believe the most important thing you can do is to tell people how you make decisions. In the era of business that were just coming out of -pre-Internet, as Carl said earlier in a command and control world, information was power. People kept information to themselves. In this new world where adaptability and speed of execution through these flash teams has to happen , the best way to provide lubrication to make those experiences work, is to do the opposite of information is power. Tell people who you are and how you make decisions. So lets walk through this model, so we can see how you can put it to work in your teams. So, if youre conceptual, its very important to tell people that you make decisions on the basis of ideas. You should tell people that you like ideas, as a decision-making style. If youre analytical, its very important to tell your team mates that you like facts, that you make decisions on the basis of, logic, and facts, and numbers. Think about how important it is for Carl and me to know these differences between us, so we know how to get things done affectively. Carl knows that sometimes I go off the reservation with ideas. And what he typically does with me, it brings it back to whats the result were trying to get done. Our ability to understand each other and work together that way has allowed us to bridge our styles and make one plus one actually be more like five. If we didnt know that about each other, we might actually start working at cross purposes. So the first and most important thing is, tell people whether you like ideas, or whether you like facts, and the ways with which you make decisions. In addition to that, if youre deductive, its super important to tell people that you need to know the answer first, before you can begin to process how people got to that answer. I will just say that typically the more senior someone is in an organization, the more deductive you have to be. Someone whos inductive like the chief operating officer of Cisco, they want to know what the process is that got to that answer. So if youre the type of person whos inductive, you dont want to just accept the answer. You need to know how that answer was created. So tell people that you want them to share the process, as you go through any situation where youre trying to make a decision. When youre looking at your thought process, here are four ideas to help you more effectively communicate your decision-making style to other people. In addition to your thought process, many of you have to tell people how you like to express yourself. If youre an extrovert, let people know that your decision-making style is probably about getting the team together so that you can take your extroverted nature where you get your energy from being around people and help that become part of the process for driving a good decision-making process for your team. If youre introverted, or you work with introverted people, understand that with people like Carl and I, who are both introverted, many times in order to feel good about a decision, we have to go off and do some thinking. We have to process the information in our own inner imagination and brain, because thats what introverts do. But what if you didnt know that about us? You might think were being selfish, or trying to do things just by ourselves. Were not. Introverts need to process on their own, and when they do it that way, they feel much more effective about why and how theyre getting work done. Then finally, if youre linear, tell people that you like to follow steps, that youre prescriptive, that you want a very succinct agenda, versus someone whos non-linear, who might be interested in taking a journey with the people theyre around. Each one of these simple statements, imagine how powerful they could be if the teams youre working on in this virtual world that Carl described with teammates you dont know, maybe from people around the world with different cultures and different ways of making decisions how powerful it would be if everybody knew how you made decisions. These are some things to think about. In the self-assessment, you get some more robust materials that cover how to imagine the way with wh ich you share your decision-making style with other people. So we said there would be three homework assignments for all of you. The first would be to know yourself. The second would be to tell people how you make decisions. And the third would be to know when and how to bridge styles, for people who are different from you. What we have found is that the two most important dimensions on this model to pay attention to in order to very, very rapidly understand who somebody else is when youre interacting with them, usually someone is either analytical or conceptual, the dominant way in which their brain is wired and their expressive self tends to be extroverted or introverted. And in each one of these, theres a style. An extroverted analytical individual likes to be in charge. If you were thinking about a CEO whos like this, someone who Ive known and worked with, this would be a Jack Welch type of leader, someone who likes to be in charge of the situation. Someone who is a conceptual extrovert, thats John Chambers. These are people who like to get things done. If you are introverted and conceptual; this is someone who likes to influence behind the scenes. This is someone like Eric Schmidt, the chairman of Google. And then, someone who is analytical and introverted, who likes to chart the course from behind the scenes, this is our very own chief operating officer at Cisco, Gary Moore. And the question is how can you rapidly understand who these people are? Understand and recognize through those cues, their styles, so that you can bridge to them? And what I want to share with you is some of the material that you can find in the Collaboration Imperative book, that allow you to both take your understanding of yourself, and match it, and marry it, and bridge it to styles that might be different from yours. In each one of these styles, and in the book, you can find very specific role-playing exercises in order to take advantage of this. But you should understand, and have your sensory perceptions up high, to understand what is the comfort zone of someone who likes to be in charge? When someones an extroverted analytical, how do they find their level of comfort? These are people who are very comfortable talking about getting results and getting things done. And you can tell theyre this type of person because they have delivery queues, they tend to be very confident, very quick and very forceful, and they have content cues. They tend to have direct, accurate, and factual information, and they have a bias toward action. The question is how do you bridge to this style? If youre an introverted conceptual individual, youre going to have to be self-aware that you need to get to the point quickly. This is the kind of background information and different style information that youll find in the book to help you make these types of bridge styles, to the extroverted analytical leader. In addition to that leader, you may find yourself with the extroverted conceptual leader. Carl, this is our very own John Chambers. And you know this his comfort zone is talking about ideas, vision, and strategy. You know hes an extroverted conceptual person, because his delivery cues are very enthusiastic, very outgoing, and sometimes spontaneous. But the content really tells you that hes conceptual, because hes very focused on the big picture, the big ideas. And this is the type of person who does not want to get bogged down with detail. So what happens if youre an analytical individual talking to this individual or you need to influence them? Its a quite different conversation to bridge. You have to understand how to keep up with their conversational pace. Theyre likely to be focused more on the big pictures and less on the details. But again, if you understand the cues, the content, and the delivery cues, you can grasp how you need to bridge to their style and go back and forth to maximize the opportunities, to be able to influence and directly connect with this individual. If someone is analytical and introverted this is the type of individual whos very comfortable talking about plans, process, and details. Youll see the cues there. Theyre often reserved. They often speak in very factual, succinct, and specific terms. Their style of how they look at content is very methodical, very organized. Theyre very well-prepared as individuals, because they tend to be the types who are very focused in on details. But what if youre an extroverted, conceptual person who loves talking about ideas? This individual is not going to get as excited as you are about ideas. Theyre going to want to know, what are the facts? What are the details? What are the specific ways with which you can understand how to get things done? Whats important is that you cant, if youre, say, conceptually extroverted, you cant come at this person at a pace that is so fast that they cant keep up with you. You have to learn to pace yourself to their ability to consume information. Its very impor tant to understand that difference. And finally, its important to really understand the conceptual introvert. And this is me, in that Im the type of person who likes to influence behind the scenes. Im very comfortable talking about theories, and strategies, and concepts I hope Im calm, Carl and have somewhat of a demeanor that is very focused on making sure Im not putting myself in front of ideas. And my content tends to be about ideas. And I share, and very much, about things that are happening in the future. So my delivery cues suggest that Im an introvert and I like ideas. But again, if youre going to bridge to me, as an extrovert, for example, you have to bridge to me in a very different way. I want to first get to know you. I prefer a one-on-one meeting. If you want to influence someone like this, its unlikely that youre going to build a relationship giving them a presentation. You will bridge to them by building a one-to-one relationship and having an ability to connect with them that way. And one of the most important things you need to do is to give people like this the opportunity to think about the ideas and recommendations that you have. So, bridging is the third key area that I want to encourage everybody to take some time to really understand how they are able to connect with people through this model. So, Carl, as we get ready to transition to a summary, from my view, the three areas that are critical for everyone on this call to be successful at doing, if they want to communicate in this virtual world is, one, know yourself; two, tell people how you make decisions; and three, know how to bridge the styles from people who are different from you. When you put all those together, Im convinced that the trends of being, mobile, social, virtual, and video, are going to be able to turbo-charge the way teams work together, and are able to achieve results faster but without that human friction that sometimes comes with it. And so we think this is a critical part of what it means to be successful in communicating in an increasingly virtual world. When you look at all that, it does come down to where you get more insight, and how you can put this to work. So, Carl. Great. Thank you, Ron. I hope everybody understands now, maybe a little bit more around how to communicate in this virtual world that we live in. And then, really more importantly, how peoples styles are really different. One style is not a life for everybody, and then really, as Ron has outlined, its not only understanding, but adapting to communication. The authentic communicator information that Ron put forward is youre the foundation for one of the chapters in The Collaboration Imperative, the business book Ron and I just released a few months ago. In that book we also cover other topics around culture, process, and technologies, and then answer questions that come up very frequently. Things like how to establish a common vocabulary across the organization, and how to build team trust; two very important steps to make a collaborative culture come to life in an organization. How do you stop wasting time in meetings? A whole chapter focused on the collaborative process of meetings. How do you find and use the right technology? And where can technology make the biggest impact inside the organization? And, of course, inside the book, one of the best things we have is filled with case studies submitted to customers that Ron and I have spent a lot of time with leading companies like GE, Duke University, Best Buy, and many, many others. So if youre interested in learning more, you can certainly find the book Ron and I wrote, at amazon.com, as well on iTunes. And you can certainly check out the webpage as well, which is on the slide that you see in front of you. So thats all for Ron and I. Ill turn it back to Randi now, to handle any QAs the audience might have. Gentleman, thank you so much. That was great. Thanks for sharing your wisdom and knowledge with us today. Im going to ask our operator to give some instructions, in case folks have questions who are on the telephone lines. Thank you. Ladies and gentleman, if you would like to register a question, please press the 1 followed by the 4 on your telephone. You will hear a three-tone prompt to acknowledge your request. Your line will then be accessed from the conference, to obtain information. If you are using a speakerphone, please lift your handset before entering your request. And while we wait for questions that come over the telephone line, let me also start with some questions that have come in through our WebEx, and through some type chat. The first question talks about, Does this type of system work with global teams? Or how could I use this type of information, to help bridge international differences? Hi, this is Ron. Let me take a first shot at that, and then Carl, if you want to tag onto it, as youve travelled extensively around the world. What I have found in my experience is that we have used this capability globally inside Cisco. And the concepts look relatively universal, in the way in which peoples brains are wired, in the way in which they like to express themselves. So certainly, when you look at it, I think in the ways in which individuals are assessing themselves the feedback weve gotten is that this is globally applicable, in the sense of understanding how peoples brains are wired and how they can take advantage of that understanding, to communicate more effectively. I will add and Im sure, Carl, you have some perspective on this that there are certain cultures around the world that respect hierarchy in different ways than other cultures. So there are some slight differences I have found in very hierarchical cultures, where even extroverts sometimes have reserved opinions, about how they should communicate. So the only thing that I would say that Ive observed is a little bit different in how this works is in places where theres a strong orientation toward hierarchy. In those places, you may find a more reserved setting of people, in how they want to communicate. But generally speaking, we have a global footprint for the 20,000 people whove taken the self-assessment; the trends are pretty consistent around the world between conceptual and analytical, and introvert and extrovert. Theres just that small asterisk where sometimes in certain countries around the world, there are a few biases toward hierarchy. Carl, I dont know what you would add to t hat. Yeah. Ron, I would just add on a couple things. Youre spot on in terms of that its really more around the cultural norms, and to that extent, heres what Id say. I dont think the model changes, but what happens is as follows: When I know Im in those kinds of cultures, that respect the hierarchy and things of that nature, I dont spend a lot of time trying to analyze and do the bridging because while you may try to spend too much time, that may not be how the person wants to hear or understand. Youre trying to adapt to something that really is not needed. Its because of a culture issue, not how their brain is wired. What I also found out is, sometimes people in a one-on-one setting in those cultures are different in a group setting. And theyre certainly different in a social setting than they are in the office. So just be aware in those terms, in those areas, there may be some differences in terms of the audience. They may actually adapt themselves in those cultural norms, based upon th e setting. But youre absolutely right, Ron. I would say the vast majority of the global world, it is spot on, and is very, very useful. Let me ask the operator if we have any questions over the phone lines. We do have a question on the line from Kim Chan. Please go ahead. Will these slides be available online at a different link, because I was unable to access the webinar? Hi, this is Randi from Monster. So that one I can answer, gentlemen, and the slides will be available. After this webinar, everyone will receive a direct link in a couple of business days, to these materials. We have recorded the webinar, and the presentation, as well as the recording, will be available. Youll be able to get it from hiring.monster.com, under the Resource center, and go to HR Events. We will send a direct link though to todays material, so youll be able to get those. We do not have any other questions registered at this time. But as a reminder, if you would like to register for a question, press the 1 followed by the 4. Im going to keep going to some of the questions that have been typed in. We have someone who said, Im listening to the webinar from Alaska today. Thank you for giving us your time. Does the Collaborative Imperative assessment cost anything to take? And would you recommend the assessment for all employees? Or mostly just for managers and executives of a firm? It does not cost anything. Well, first of all, greetings from Alaska. I just want to say that someday I hope to go salmon fishing there. Having said that, it absolutely doesnt cost anything. It is something that we offer as a free service. There is a link to that assessment that Ill just put up here again so that you can see it, there. If you go to this URL, the assessment will be there, and it is available for you at no charge. I personally believe that that, in my experience, this is something your whole team should do. I think that as leaders and managers, you absolutely must do it so you can declare your decision-making style. But I also believe that if you have an appreciation for the differences across the entire team, it can really allow you to turbo-charge the way you work together. You know, if I may say this, Randi and Carl, when an entire team knows the styles of everyone on the team, its not just about working more effectively together. It can also change the dynamic of how you hold meetings together. And if you look at and imagine professionals, we spend perhaps more time in meetings sometimes during the day than we do with our own families. And oftentimes we have meetings where, the content and the presenters need to be aligned and structured. And so, in addition to understanding who you are, and knowing how to declare your style its also an opportunity to look across your team and say, Who should be leading the meetings that we need to put on? And this is one of the key additional insights youll find in this URL. And, Carl mentioned earlier, we also have some meeting styles that allow you to know how to use peoples innate strength in certain meetings. For example, if you are a conceptual extrovert, youre probably a really good individual to lead a visioning meeting a session thats about the brainstorm of the future of an organization. If you are an analytical linear introverted person, youre probably the best person to lead an operations review on the performance of a particular business or organization. I will say, in addition to the self-assessment, there are also some materials on that same site that help you to understand, what kinds of meetings do teams have? And then, how do you match styles to those types of meetings? I think, frankly, thats a double whammy for productivity. You put the right person in charge of the right meeting. Thats so resonate. I could so picture people I work with, gentlemen, which just fit right into those categories. Ill go back to our questions, though. Here we go. We have one that says, Weve been working globally over five years, but have found that real-time communications have been very difficult to sync ideas, as theyre different time zones. Someone is fresh in the morning, but its afternoon in the other time zone, before closing work. So we found that asynchronous communications is sometimes better than real time. What do you think? Is there a way to overcome that time zone gap in communication? This is Carl. Ill start, and, Ron, if you want to chime in, thatd be great. First of all, I would confirm that there is a need for both synchronous and asynchronous communication. I dont think its one or the other; its both, and you use them for different reasons. Now to address your question in terms of the global nature, because we all live more and more in a global environment, I would suggest two things. Number one is, there is value, and sometimes we have to understand that there are trade-offs to really work in a global environment. I was just with a customer last week who has offices expanding dramatically in Asia, and theyre also headquartered in New York. And he had this concept of 36-hour day. Meaning, once a week, both teams have to actually sacrifice in terms of when they come in, because its critical for them to work around the clock and have their architectural firm on the same programs. And so, at 10 oclock at night in New York typically its roughly mid-morning somewhere in Asia they spend an hour transitioning work for the week. So its once a week they have to go through that process. The second thing I would say is, you talk about this global fatigue. And this is something we live inside Cisco dramatically, because were certainly a global company. You have to not be headquarters-centric. We happen to be based in California. You cannot have all your meetings at 10 oclock in the morning California time and expect everybody in the world to adapt to your time zone. So what we do quite frequently is we alternate time zones. For example, if we have a bi-monthly meeting, we may actually have one thats California time in the morning. And the next time well actually do it in Asia in their morning, and well be up at night. So, you have to give and take in that environment, and theres no difference in terms of asynchronous or synchronous. You have to collaborate, and you have to communicate, I believe, face to face via video, and in real time. And we have to kind of trade off in terms of the boundaries, of how were going to communicate, so just a couple a thoughts from my end. Carl, the other thing that Id add to what you said is that I think the questions an outstanding one. Because I think the reality of it is, we live in an asynchronous and synchronous world. And one thing I would just add to that is I think its important for us to imagine a different workspace for the future. I think in lot of workspaces, we are oriented around email, for example, and that is not a very good synchronous/asynchronous tool in order to bring teams together in a virtual world. So inside Cisco for example, we really believe enterprise social software is going to create the same kind of environment that you might find in Facebook that actually is, Facebook is synchronous and asynchronous, irrelevant. Its just there. And we believe that the ability to connect synchronous and asynchronous communication is going to happen through enterprise social software thats going to allow communities to exist around these teams. And through video, and through different forms of communication whether that be written, or audio, or video is going to create places and spaces, where the two worlds can exist, but exist in an ongoing virtual way. We have another question here that talks about skill sets. It says, When I create a work team, I look at skill sets. What else should I look for to create a team that will work well together? Well, you know, Ill take a first shot at that and Carl, you certainly run and manage a team, so Im sure you have some perspectives as well. You know, skills, I believe, is only one dimension of building a good diverse team. And I think its of course, obviously, very critical to have the right technical skills, in whatever areas are going to be important to your business. But I think its really important to understand these types of dimensions that weve talked about today about how people think especially, and how people communicate and express themselves because its a dimension of diversity that I think makes a team stronger. A team over-rotated on analytical thinkers may have limitations on the imagination of the team. Teams over-rotated on conceptual thinkers, frankly, may not know how to get things done. I believe that a good team is not just going to look at skills, but look at the way in which people bring their whole self to work and to the teams that theyre on, through the diversity of different perspectives and styles. And so I think for me, when I try to build a team, Im trying to make sure that I not only have the right diversity of thinking on the team. But I want to make sure those skills and diversity are trying to meet the goals Ive put in place. So as a manager, for me I think its very, very, important to make sure that you have that sense of diversity across the team so that you can capture as many of those perspectives as you need to get work done. So for me, I always like to know the diverse make-up of my team against these eight dimensions. And thats one of the most valuable things you can do, I think, as a manager, so that you are always constantly challenging the status quo, and not getting caught up in, Well, this is the way weve always done it. Sometimes that can happen if youre over-rotated on certain personality types. Carl? Yeah, Ron. I go back to your example that you gave during the webinar, which is really being transparent about decision-making. I think this is one of the simplest and most effective uses of that technique, Ron. You and I run teams. When you just went through how you put that team together how often you communicate, why you put those people together I think it is so important to let the team know transparently: I made the decision to put Suzie, and John, and Bob together, for this reason. And the reason why I do that is I want to call attention to strengths, and weaknesses, and diversity. So I want them to be thinking, not only in their style, but other styles. So once again, just a small technique in terms of transparence in decision-making. Its not just in terms of really tough decisions, but even simple things like, how I made the decision, whos on this team. That can be a very, very powerful, yet very simple, tool to use. I just want to ask the operator if there are any questions on the line. If not, Ill continue with the ones that have been typed in. Just goes to show you, I think people are so used to texting these days, and like to type questions in. The next question is, is there a type or a style of communicator that is most often seen in leadership? Thats a great question, and I think that from my view, having worked with I know, Carl, you have many CEOs, CXOs, and leaders of businesses, I dont believe, at least in my mind, that there is any one dominant style from this model. Conceptual or analytical tends not to be in any biased way of at least my experience being successful at leading a business. I do believe that one of the things that is often a misnomer, if you will, about organizations and leaders Ill put a good word in for the introvert. There are as many introverted CEOs that Ive met as there are extroverts. So for the introverts out there, hang tight. There are more leaders out there than you realize. Hey listen, heres what the science will tell you: About half the world is conceptual, the other half is analytical. Science will tell you that a slightly greater percentage is extroverted rather than introverted. But in general, its not far off from being about 50/50. And at least in my experience, thats what I found with leaders of businesses. Yeah, Brian. The only thing I would say is you went through in terms of the four quadrants, four pretty successful leaders in the global stage today. And it shows you can be a leader no matter what style you are. So you shouldnt have to try to adapt because you think one is better than the other, as you said. Once again, and this is where I go back to Ron one of the things Ive learned from this is, understand where you are, and complement yourself. Thats what leaders do. Leaders dont really worry about what style they are. They worry about how they complement their style. All right gentlemen, were almost at the very top of the hour, so I think Im going to conclude our webinar at this time. Id like to thank Mr. Ron Ricci and Mr. Carl Wiese of Cisco, for sharing their expertise with us today. Im going to conclude our event. A recording of this event as well as the presentation materials will be available shortly on our hiring site, hiring.monster.com, under the Resource Center tab. Again, everyone who participated today will receive an email with a direct link, to todays materials. Thanks so very much for joining us. Join us again on Thursday, June 28, for a webinar entitled, Its Five Oclock Somewhere. Everyone, have a phenomenal day.

Job Choices in the Legal Field

Job Choices in the Legal Field Job Choices in the Legal Field People will always need lawyers. However, plenty of job options exist within the legal field beyond becoming a lawyer. The delivery of legal services is a complex process that typically requires teams of skilled professionals to provide quality and cost-effective service. As a result, the legal field offers many jobs encompassing a diverse range of skills, experience, and education. Developments in the law and technology have also created new legal career opportunities. Core Legal Careers Lawyer: Also called an attorney or counselor- or a solicitor or barrister in parts of Europe- a lawyer advocates for their clients rights. They may do this through negotiation with other parties to a lawsuit or through litigation.  They effectively steer the ship. The failure or success of a firm begins with the abilities of its lawyers.  Paralegal: This person serves as the lawyers right hand. A paralegal takes over certain tasks to free up the attorneys time so he can take care of things that only an attorney can do, such as appear in court or give  legal advice. Paralegals may draft pleadings, assist clients, and do legal research under the supervision of the attorney.   Legal Secretary: Also called an administrative assistant,  this position entails less responsibility than a paralegal but often more than the average secretarial role. Responsibilities include the normal sphere of secretarial duties in addition to things like file maintenance and drafting basic correspondence, such as letters to clients notifying them of upcoming court dates.  Legal Assistant:  Both paralegals and legal secretaries may be referred to as legal assistants.   Careers in Legal andAdministrative Support Compliance Specialist: This employee implements and oversees corporate compliance with applicable laws and policies, both locally and at the federal level. The position may include training employees in compliance procedures.  Conflicts Analyst: A conflicts analyst fills a delicate role within a law firm. They research potential conflicts of interest between firm personnel and parties involved in a case, including judicial staff. Maintaining a high level of confidentiality can be critical.  Legal Recruiter: This position does not involve working within a law firm. A legal recruiter provides their clients- typically law firms- with potential employees. Those employees are usually attorneys but sometimes paralegals as well. A Juris Doctor degree may be required.   Court Messenger: This is the person on the go, responsible for making deliveries of documents and other evidence to courts and  to other attorneys.   IT Careers in Litigation Support Litigation Support Professional: This job can require both technical savvy and an understanding of the law. Litigation support professionals work with software and applications to manage case data thats crucial to litigation.  E-Discovery Professional: This role is similar to that of a litigation support professional but mostly focuses on discovery- the exchange of information pertinent to a case between the courts and parties to a lawsuit- rather than the totality of a case file. Discovery is being condensed into electronic storage mediums more and more in the millennium.   Document Coder: This is largely a data entry position. The coder maintains a system to identify and access the various documents in a case file. Its typically an entry-level position in IT litigation support.   Careers in the Courtroom Judge: The judge oversees trials, pretrial conferences, pretrial rulings and, in some cases, appeals. This a public sector position that may be appointed or elected. Their overall job is to interpret and apply the law.  Magistrate: Not all states make use of magistrates. These are junior judges or judicial officers who are entrusted with minor cases and disputes to take some of the weight of caseloads off judges.  Law Clerk: Law clerks are to judges what paralegals are to attorneys - their right hands. Theyre often law school graduates who have not yet applied to the bar, but they may be new, young attorneys just getting their feet wet as well. Its a prestigious entry on a resume. Law clerks manage the judges case files and do research, drafting condensed reports on filed documents as guidelines. As a result, the judge doesnt have to read the entire bulging case file to get a handle on what the matter involves.   Mediator: Also called an arbitrator or conciliator, a mediator handles alternative dispute resolution (ADR), which many states require before a civil lawsuit can proceed to trial. The mediator meets with and attempts to guide opposing parties to compromise or settlement. They dont represent either side and may or may not be an employee of the government.   Careers in Court Reporting Court Reporter: This is the stenographer you see seated beside the judges bench. They transcribe legal proceedings, hearings, trials, and even depositions. More courts are moving to audio recordings, and court reporters also transcribe these tapes.  Broadcast Captioner: Videography in the courtroom is common. This job involves entering captions on videography, often in real time in the course of a trial, which is then preserved as part of the case file in the event of an appeal.  CART Provider: CART stands for  Communication Access Realtime Translation. It most commonly involves assisting the deaf and hearing impaired, converting speech to text for their benefit.   Careers in Legal Consulting Jury Consultant: A jury consultant guides attorneys toward selecting sympathetic jurors at trial and helps them avoid unsympathetic jurors. They do this by posing a series of questions to potential jurors. It can also involve doing background research and interpreting body language, both during questioning and later during trial.  Computer Forensics Professional: This professional analyzes digital evidence and reports on it. They may also testify regarding it at trial. Think of a hard drive thats been intentionally erased, but some trace of data remains behind. The computer forensics professional would unearth that.   Forensic Scientist: A forensic scientist helps to collect, preserve, and analyze physical evidence for attorneys and the courts. A blood spatter analyst is one example.  Legal Videographer: Also known as a forensic videographer, this career option involves creating video images for trial. The videographer may also present the images at trial under oath.  Accident Reconstructionist: This individual often has a background in engineering or law enforcement. THey examine the details of an accident to recreate how it might have occurred and ultimately who, if anyone, is to blame. Careers in Legal Administration Law Firm Administrator: Sometimes called a  practice administrator, this top-tier administrative position oversees the day-to-day operations and finances of a law firm.  Contract Administrator: This individual typically works under the practice administrator dealing with specific areas of day-to-day finances, particularly those involving contractual obligations.   Careers in the Courthouse Courtroom Deputy: Youll typically find them in a law enforcement uniform helping to maintain order in the court. They may accompany criminal defendants to and from the courtroom or intercede between counsel. For example, they may pass an item of discovery from one table to the next or to the judge.  Court Interpreter: A court interpreter assists non-English-speaking litigants.  Court Clerk or Prothonotary: This is a behind-the-scenes role in the courthouse but no less important. Every legal case involves reams of filed paperwork, even in this time of technology. Clerks accept it from litigants and keep orderly track of all of it. The job ranges from entry-level positions to chief clerk.   Careers in Legal Education Law Professor:  Law school professors not only teach classes but are typically involved in research as well. Many schools also require that they periodically publish in law journals.  Law School Dean: The dean is the highest ranking administrator in a law school, supervising operations, academic programs and even sometimes issues of student discipline.  Law School Admissions Officer: This individual oversees and reviews student applications and test scores and may also personally interview potential students for acceptance.   Legal Career Counselor: Many law schools, particularly top-tier schools, employ someone to prepare graduating students for entering the workforce. They might conduct mock job interviews, help identify potential employers, arrange interviews with law firms, and even make the initial introduction. Loyalty to the school and marketing the school and its students to future employers is paramount.   This  list is not all-inclusive, but it represents a broad sampling of the hundreds of opportunities that exist in the legal industry. Many of these positions are available only in larger firms.

About National Business Womens Week

About National Business Womens Week About National Business Womens Week What is National Business Womens Week? According to Cheryl Grazier, executive director of the Missouri Business Womens Council (2002), the purpose of National Business Womens Week is to recognize women who have been the cornerstone of working in business in the United States in the past and to examine how far women in business have come. When is National Business Womens Week? Since 1938 National Business Womens Week has officially been celebrated the third full week in October of each year. When Did National Business Womens Week Begin? The first observance of NBWW was April 15-22, 1928. The first NBWW began with a nationally broadcast speech by Lean Madesin Phillips, the president of the National Federation of Business and Professional Womens Clubs (NFBPWC). Although Phillips launched the first NBWW event, the idea for NBWW should correctly be attributed to Emma Dot Partridge the executive secretary for NFBPWC (1924 through 1927). Phillips stated in her speech NBWW was created to focus public attention upon a better business woman for a better business world. NBWW Trivia U.S. President Herbert Hoover was the first president to issue a letter recognizing NBWW and the contributions and achievements of workingwomen. More Ways to Recognize Women Business Owners and Working Women Acknowledging the many important economical and advancement contributions from small to large made by women is an important step towards creating better gender diversity in boardrooms and the corporate world. One of the ways in which we can recognize working women and female entrepreneurs is by celebrating National Business Womens Week (NBWW) but there are other national recognition events in which women can also be acknowledged. In additional to NBWW, women can also be recognized during National Small Business Week. In 2010, women business owners were recognized in 24 states as Small Business Persons of the Year. National Small Business Champion Awards are divided into the following categories in which woman who standout have the opportunity to be recognized and rewarded for their achievements: Entrepreneurial Success WinnerFinancial Services Champion of the YearHome-Based Business Champion of the YearMinority Small Business Champion of the YearVeteran Small Business Champion of the YearWomen in Business Champion of the YearSBA Young Entrepreneur of the YearExporter of the YearJeffrey Butland Family-Owned Business of the Year Why Wait? Any day is a good day to support business women.   You dont need to wait for NBWW or National Small Business week simply by offering women equal opportunities, training, advancement as their male counterparts enjoy is perhaps the best way to help women achieve even greater success.

An OK Personality Theory for Recruiters

An OK Personality Theory for Recruiters An OK Personality Theory for Recruiters KNOT OK/Image: Michael Moffa Given that there are so many personality-type classifications that are floated, many of which sink after even the casual scrutiny test, it’s nice to find one that is at least on intelligent inspection not only interesting and fun, but also useful and durable. One in particular that I’ve always found helpful in describing, explaining and predicting behavior and motivation is the “Transactional Analysis” theory of “(Not) OK” interactions between and among people. Simple, clear, easily remembered, logically structured and empirically well-supported- by common sense and daily observation as well as by clinical psychological analogues, what I shall call the “(Not) OK Theory” may be very helpful to you in identifying and managing your recruitment interactions with the Big Three Cs: candidates, clients and colleagues. A Brief Overview A classification of 2-person interactions inspired by Eric Berne, author of the best-selling Games People Play, and developed by Thomas Harris in his book I’m OK, You’re OK, the 4-fold 1970s categorization of types of interactions is utterly simple and mnemonic (easily remembered). Just imagine any two people and their attitudes toward each other on any specific occasion (a “state”) or their habitual attitudes and dispositions toward each other (as “traits” of personality or character). Adapting the Harris-Berne framework for the purpose of this explication, here “OK” can be informally and approximately rendered as “not viewed with negative emotions, such as suspicion, blame, hate or doubt and not regarded as inferior”. 1.   “I’m OK-You’re OK” 2.     “I’m OK-You’re Not OK” 3.     “I’m Not OK-You’re OK” 4.     “I’m Not OK-You’re Not OK” The first one, “I’m OK-You’re OK” describes the attitude that “I don’t  blame,   or have doubts, hate, suspicions or a sense of inferiority regarding either you or me.” An applicant who seems at ease with a recruiter, doesn’t put on airs, is not suspicious, guarded, critical, rude, defensive, self-deprecating, insecure, obsequious, unctuous, hostile, aggressive, or otherwise “off” is in all likelihood approaching the interaction with a very egalitarian, democratic, fair-minded and open attitude. Not only is this a cultural ideal in democratically-minded eqalitarian societies like that of the U.S., it is a common clinical and therapeutic ideal for people striving for self-help and self-improvement and not a bad goal to aim at for the rest of us. “Sex in the City”, Patterns in the Office My hunch is that the enormously popular  â€œSex and the City” TV series and movies had the character “Carrie Bradshaw”, played by Sarah Jessica Parker, narrating each episode because she seemed to have most closely approximated this very even-handed, fair-minded type and ideal role-model- or so I and various female friends have thought. On the other hand, “Samantha Jones” (Kim Cattrall), the most sexually predatory of the four characters in “Sex and the City” is, by consensus among those I’ve asked and in my judgment, the “I’m OK-You’re not OK” type- but mostly in her situations and dealings with men, which, of course, did not exhaust her interactions with people, even if they exhausted the men (in both senses of “exhaust”). For her, the “I’m OK-You’re not OK” stance was much more than an occasional state: It was a pronounced trait, but one most prominently displayed in her frequent encounters with men. Her “I’m OK-You’re Not OK” counterpart in recruitment is best exemplified by a writer I interviewed in Tokyo for a position with Business Insight Japan Magazine, for whom I was the editor-in-chief in the late 90s. Not an apprentice writer, he had strong street cred, having been, as he was quick to mention, published in Newsweek, an accomplishment of which he seemed inordinately proud. The problem was that he regarded his talents as a license, not as a gift. Confidence that had mutated into arrogance was evident the moment I offered him a coffee: As I did so, he said with a clearly imperious tone of voice, “Do you have real cream, or crap?” For me, the interview was basically over at that point, and we didn’t hire him, Newsweek or no Newsweek. What went wrong? As I saw it, he was approaching the interview from the “I’m OK-You’re Not OK” position- something a job applicant should never do, unless it’s for a posting as strutting SS Obergruppenführer and the placement is a shoe- or boot-in. Of course, labeling his attitude is not enough. But it is a good, insightful first step in understanding the dynamics and revealed patterns of behavior in situations like that. Making Use of the Labels First, it makes it clear how “relational” interactions are. Instead of trying to figure him out by making him the entire focus of your reflections, your task becomes trying to make sense of the relationship with you and what would tempt a candidate to try to run that kind of “I’m OK-You’re Not OK” scenario with you, given that, like Samantha of “Sex and the City”, the targeting is likely to be selective. Of course, that unwelcome “OK/Not OK” strategy could be a blanket one, used on everybody. In that case the trait is pervasive, persistent and more likely to be incorrigible. Another benefit to be derived from the “OK” model is that it can sharpen your detection skills: You may be able to extrapolate something very important from an otherwise ostensibly innocent and innocuous bit of behavior that seems to raise no red flags, e.g., an applicant telling you that although the prospective employer company’s total sales last year were pretty good, their rate of growth was flat. Of course, the facts are the facts. But the way in which they are cited, e.g., the tone, intent or the timing and context of the comment, e.g., anything that suggests the applicant is “too good” for the company, can serve as a coal mine canary warning of possible trouble on-site, after placement. Moreover, identifying the pattern as “OK/Not OK” may facilitate the connection of previously unconnected dots of the applicant’s behavior. The Unhappy Dream Employee The “I’m Not OK-You’re OK” applicant can, for certain kinds of companies or bosses, be the dream employee: Saddled with self-doubt, or shaky “self-esteem”, someone with this stance is very likely to make strange efforts to please: to fear, as opposed to simply dislike, confrontation and conflict with anyone with whom he interacts on this “Not OK/OK” basis; and to waive various rights. Symptoms of the pattern might include hesitating to take earned time off, hesitating to voice any complaint or criticism, tolerating abusive co-workers, or in extreme instances displaying a pronounced tendency to fawn or grovel. On the positive side, a milder version of this can be manifested as a consistently sunny disposition and willingness to please- which, of course, certainly does not mean that any given happy person must feel he or she is not OK. Just as two men may refuse to fight each other for totally opposite reasons- one from fear, the other from the self-discipline of a martial artist, any two employees can display the same behavioral trait, such as a pleasing manner, but from entirely different, indeed opposite motives and self/other-perceptions. To intelligently apply the “OK Theory” perspective, you must apply it to discern underlying motivation and emotions as well as to raw behavior, such as tone of voice, body language and actions. Of course, helping an employee change his or her stance from “I’m Not OK-You’re OK” to “I’m OK-You’re OK” can benefit everyone, e.g., through encouragement of a more proactive approach to work and workplace relationships. Sometimes this can be as simple as sincerely complimenting the employee for a job well done; other times the “Not OK/Ok” stance will require prolonged and varied efforts that may nonetheless not effect significant or enduring change. Welcome to Our Nightmare The final category, “I’m Not OK-You’re Not OK” is the nightmare pattern. The analogue of this in clinical psychology seems to be that of the hopeless and panicked hysteric who doubts, fears, suspects or is otherwise negative about not only himself or herself, but also you- and possibly everyone else, as well as the situation. Interestingly, some classical clinical psychology classifications, viz., the “schizoid”, “manic-depressive” and “hysterical”, plus the well-balanced personality seem to roughly- only roughlymap into these four “(Not) OK” types, as “OK/Not OK”, “Not OK/Ok”, “Not OK/Not OK” and “OK/Ok” patterns, respectively. The “I’m Not OK-You’re Not OK” stance is likely to be manifested as on-the-job hopelessness, helplessness and a tendency to catastrophize and see problems as unmanageable crises. That’s because, from the perspective of this pattern, there is no one to turn to or depend on for a way out of real or imagined emergencies- the latter being more likely the more helpless and hopeless one feels. On the positive side, the “I’m Not OK-You’re Not Ok” posture does have one thing going for it…. …It’s very democratic.

Best Army Jobs - Highest Paying Jobs in the U.S. Army

Best Army Jobs - Highest Paying Jobs in the U.S. Army Best Army Jobs - Highest Paying Jobs in the U.S. Army The U.S. Army provides training for jobs in over 150 career fields- known in the Armed Forces as Military Occupational Specialties (MOS). When enlisting, you will be able to choose one but your options will be limited by the results you get on the Armed Forces Vocational Aptitude Battery (ASVAB). This is a test everyone who decides to join the U.S. military must take. It assesses individuals’ skills and matches them to MOSs in their branch of service. How Does Army Compensation Work? Most Army enlisted active duty soldiers start out with the same basic pay. As of 2019, that was $20,170.80 annually after the first four months of service. Pay during the first four months of basic combat training is slightly lower. After six months of service, pay increases (to $22,608 in 2019) and continues to rise with years of experience. Military pay goes beyond this base salary. It also includes housing for soldiers and dependents, food allowances, and health insurance. While the basic pay may be lower than earnings are for civilian jobs, when everything else is factored in, those who enlist in the Army can end up with higher overall compensation. The chart below shows what the enlistment bonuses are for a set of Army jobs. Entry-Level Army Jobs With the Highest Pay Although basic entry-level earnings are the same for all enlistees, there is extra pay for which some may qualify. Soldiers serving in roles that demand extra responsibility or extraordinary effort may qualify for Special Duty Pay. Others can get Hardship Duty Pay for serving in a location where conditions are poor. There is also Foreign Language Proficiency Pay for soldiers who are proficient in a critical foreign language, Flyer Pay for pilots and non-pilots who work aboard military aircraft, and Diving Duty and Sea Pay. Soldiers in some high demand jobs may qualify for active duty enlistment bonuses. They range from $5,000 to $40,000. While an MOS that offers additional pay may be appealing, don’t forget that the Army will make the ultimate decision about whether to place you in that role. To qualify for one of these MOSs, it must appear in the results of your ASVAB. Talk to an Army recruiter to learn more about high demand jobs and learn how to qualify for them. Here are the 10 Army jobs with enlistment bonuses ranging from $18,000 to $40,000. Read the descriptions and learn what civilian careers each can prepare you for after leaving the military: Satellite Communication Systems Operator-Maintainer Enlistment Bonus: $40,000 Job Description: Keeps lines of multi-channel satellite communications running for the entire Army; maintains satellite communication equipment. Civilian Jobs With Matching Duties: Electrical and Electronics Repairer (Commercial and Industrial Equipment); Electronic Home Entertainment Equipment Installer or Repairer; Electronics Engineer; Radio Operator; Telecommunications Equipment Installer or Repairer. Cryptologic Linguist Job Description: Identifies foreign communications using signals equipment; analyzes communications; provides translations. Enlistment Bonus: $40,000 Civilian Jobs With Matching Duties: Interpreter or Translator; Computer and Information Systems Manager; Computer Operator; Database Administrator. Microwave Systems Operator-Maintainer Job Description: Installs, operates, and maintains microwave communication and technical control equipment. Enlistment Bonus: $24,000 Civilian Jobs With Matching Duties: Electrical and Electronics Repairer (Commercial and Industrial Equipment); Electrical Engineer; Electronics Engineer; First Line Supervisor of Mechanics, Installers, and Repairers. Petroleum Supply Specialist Job Description: Distribute bulk fuels and water from storage facilities to using units; select and submit samples for testing in laboratories; operate distribution equipment. Enlistment Bonus: $21,000 Civilian Jobs With Matching Duties: Hand Packer or Packager; Petroleum Pump System Operator; Refinery Operator, or Gauger; Production Planning and Expediting Clerk; Transportation Manager. PATRIOT Launching Station Enhanced Operator/Maintainer Job Description: Moves and places the PATRIOT launching station- a missile system- in various locations; operates the PATRIOT’s components; maintains station; establishes and maintains communications. Enlistment Bonus: $21,000 Civilian Jobs With Matching Duties: Bus and Truck Mechanic or Diesel Engine Specialist; Computer Operator; Electrical or Electronics Repairer (Commercial and Industrial Equipment); Emergency Management Director. Air Defense Battle Management System Operator Job Description: Operates, places, and maintains complex computer systems and the Sentinal Radar that protects the armed forces from aerial and missile attacks and aerial surveillance; collects and evaluates intelligence data; provides early warnings and conducts engagement operations to destroy threats. Enlistment Bonus: $18,000 Civilian Jobs With Matching Duties: Aerospace Engineering and Operations Technician; Computer and Information Systems Manager; Computer Operator; Electrical or Electronics Repairer (Commercial and Industrial Equipment); Emergency Management Director. Air Defense Enhanced Early Warning System Operator Job Description: Uses complicated computer systems to evaluate crucial data about incoming aerial and missile attacks and aerial surveillance; provides early warnings of incoming ballistic missile threats and conducts operations to destroy them. Enlistment Bonus: $18,000 Civilian Jobs With Matching Duties: Computer and Information Systems Manager; Computer Operator; Electrical or Electronics Repairer (Commercial and Industrial Equipment); Emergency Management Director. Human Intelligence Collector Job Description: Provides U.S. forces with information about enemies’ strengths, weaknesses, and potential battles areas; debriefs and interrogates sources; prepares reports of findings. Enlistment Bonus: $18,000 Civilian Jobs With Matching Duties: Government Programs Eligibility Interviewer; Interviewer (Admissions Clerk or Registrar); Intelligence Analyst; Special Agent or Police Detective. Cryptologic Cyberspace Intelligence Collector/Analyst Job Description: Uses automated data processing equipment to collect, process, and report intelligence; performs initial cryptological digital analysis to establish target identification; develops databases. Enlistment Bonus: $18,000 Civilian Jobs With Matching Duties: Computer and Information Systems Manager; Computer Operator; Databases Administrator; Information Security Analyst; Intelligence Analyst; Management Analyst; Technical Writer. RADAR Repairer Job Description: Maintains ground surveillance radar and related equipment; inspects and tests equipment; repairs, removes, and replaces defective components and parts; troubleshoots assemblies and elements for deficiencies and malfunctions; prepares and maintains equipment logs and modification records. Enlistment Bonus: $18,000 Civilian Jobs With Matching Duties: Avionics Technician; Computer Operator; Electrical and Electronics Repairer (Commercial and Industrial Equipment), Network and Computer Systems Administrator; Electronics Engineering Technician.