In today's job market, your resume is the most important document you have to get your job application in the hands of the hiring manager. If you can't get your resume past the ATS, it doesn't matter how much experience or how good your cover letter is. That's why you need to be strategic and intentional about the words you include in your resume.
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All successful people have had their fair share of failures. For executives, experiencing failure is not only part of the job, but one of the biggest opportunities for you to prove how good of a leader you really are.
Steve Barriault, Global Technology Sales Leader<img lazy-loadable="true" src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yNDU0NDMyNy9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTYxMzI5MTIyMn0.2usqGY4wmROSFB4BB9rwKJEYNJeDyYD_4_dKEKTFSlc/img.jpg?width=980" id="5997b" class="rm-shortcode" data-rm-shortcode-id="08d50ae0f18adf7f6bbb2fbb3121358a" data-rm-shortcode-name="rebelmouse-image" alt="Executives discuss failure during a meeting" /><p>Failure is THE great teacher. We all know the inspiring stories of entrepreneurs, scientists, and other remarkable figures in our history that succeeded after a litany of failures.<br></p><p>Of course, failing is no fun. As leaders, we must try to avoid it. But not at any cost. See, if you are so conservative that you drill down the chances of failure to zero, you are likely missing on opportunities that may have otherwise propelled your organization to new levels.</p><p>And that is a failure all on its own.</p><p>So, it is all about situational awareness. Realize the risks you are about to take. Don't run headfirst into danger with half a plan. Do your due diligence. Stress-test your plan by encouraging constructive criticism.</p><p>But, don't fret failure either.</p><p>And if and (probably) when failure happens, don't play the blame game. If you do, the message you will give is the following: audacity and innovation are wrong and punishable.</p><p><strong>Instead, learn from the failure and use it to highlight the path to success.</strong></p><p>Let me illustrate with an example. My team once tried to sell one of our products in Telecom (not our strong suit). We put together the solution proposal for that new, large customer base on a few assumptions we made about the industry, and what the customer told us was essential to them.</p><p>Technical-wise, we based our solution on conventional wisdom. Things everyone knew to be true. And we would start with a limited proposal, so money-wise acceptance would be swift, and then build our presence in the account.</p><p>We prepared before the proof of concept, which turned out to be a bit tougher than expected but still reasonably successful.</p><p>But the customer perceived only marginal value in what we offered, and we failed at securing the account.</p><p>Fast forward a few months. Another Telecom player—an even bigger one—expressed interest in some testing solution to ensure their code behaved properly after a necessary hardware upgrade.</p><p>We could have played it safe again. And maybe fail again. Not this time!</p><p>My team discussed and came up with a more audacious plan. We threw conventional wisdom out of the window. We changed the mix of tools—radically. And the size of the contract went up significantly.</p><p>In other words, we did the opposite of conventional wisdom.</p><p>We ended up winning the client's trust and landing one of the largest deals to date. The client was successful and continued to invest in our technology to this day.</p><p>And, along the way, we learned a new way of selling our tools in a non-traditional market.</p><p><strong>Sure, minimize the risks of failure. But take calculated risks. And when failure comes, learn from it.</strong></p><p>Above all, remember: if this is a team plan which everyone executed in good faith, the team, not the individuals, own that failure. So, avoid the blaming game.</p><p><br></p><p><em><a href="https://www.linkedin.com/in/steve-barriault/" target="_blank" rel="noopener noreferrer">Steve Barriault</a> is a global technology sales executive with 18+ years of experience in business development on three continents. He is currently serving in a 3,000 employee-strong company providing embedded software testing solutions in multiple industries such as automotive, avionics, industrial systems, telecom, and others. Multilingual, he holds advanced degrees in business, science, and computer science.</em></p>
Chris Rankin, Marketing Executive<img lazy-loadable="true" src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yNDU0NDMyOS9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTYwOTMwNjMxMn0.mzgivXxcFMMojyLKCsj72PR2Fz9xsKsPYGWx3AtZa8g/img.jpg?width=980" id="5f19e" class="rm-shortcode" data-rm-shortcode-id="0d91b7e0025ffb11c9e44b5446c242e6" data-rm-shortcode-name="rebelmouse-image" alt="Executives go over their failures" /><p>At the executive level, we shy away from the word failure because the size and impact of the goals we handle are business critical. Failure at this magnitude has impacts far larger than our own careers. But let's be completely honest and admit that leading people has distinct similarities to "herding cats," (which could explain the popularity of animal memes in the workplace). To compensate for that complexity, smart executives create margins for failure to ensure goals are delivered on time and on budget.<br></p><p>Today, organizations are having to do more with less and margins for error are shrinking. As executives, we need to apply margins of error to our advantage before those resources are completely gone. <strong>We need to rethink failure from a concept of reflection that comes after a deadline and start putting it to work before the deadline.</strong> Pain is motivational—it is the extra jolt that makes us take on the impossible. Marketing strategically leverages it in the back end of pricing models to motivate highly change-averse customers. Product stimulates innovation with it through intentional end-of-life dates.</p><p>It's time to apply these concepts internally to any of those pain points we have gotten used to living with. The ones we have labeled as "inefficiencies" or as a "nice to have" because there always seems to be something more pressing. The way we do this is to reevaluate how we plan for these marginal failures. The secret is to find a way for the audience with the ability to solve what is blocking change to experience it first-hand. Let's look at an example.</p><p>Streaming technology was spotty pre-COVID-19, resulting in dropped calls during demos and occasionally costing the company sales revenue. But getting the resources to address the failure took a back seat to more pressing business objectives. So, we planned a specific percentage of overage in filling the top of the sales funnel to accommodate the known failure. Then COVID-19 put the company's CEO and c-suite stakeholders in the front seat of experiencing that specific pain. Dropping the CEO off a few high-profile meetings made for an uncomfortable moment. But experiencing the problem was motivating in a way that hearing about it hadn't been.</p><p>Within the week, the technology problem was solved despite the organization being large, complex, and international. The change benefited several strategic business initiatives, increased sales closure rates, improved marketing lead conversion, streamlined customer support resolutions, and stabilized internal communications. It's human nature to deal with direct pain before addressing that of our colleagues. The resource planning executives deprioritized the improvements to the organization's streaming technology to respond to more immediate concerns, like the pain points they were experiencing firsthand. Experiencing something will always be more motivating than hearing about it, so use that to your advantage.</p><p><br></p><p><em><a href="https://www.linkedin.com/in/see-a-rankin/" target="_blank" rel="noopener noreferrer">Chris Rankin</a> is a marketing executive who specializes in brand and digital strategy. Her specialty is in reimagining e-commerce to deliver digital branding experiences that augment a customer's real world. She believes social influencers are the content creators brands should partner with and enable to achieve better targeting and authenticity. She holds 20 years in marketing experience for health, technology, and fashion with an MFA from the Academy of Art University and a BA from Principia College. She believes learning from each other is the fastest path to growth and she welcomes anyone interested in swapping stories.</em></p>
Karen Doerr, Business Development And Healthcare Sales Leader<img lazy-loadable="true" src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yNDU0NDMzMS9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTYzNjI0NTE3MX0.IQGQ6o9NgNSj1Avvj8mlKkr9hP9Sww1NNhHFNpPX4oA/img.jpg?width=980" id="ee9d1" class="rm-shortcode" data-rm-shortcode-id="d4de510fe34e14b43efcb475c25638c7" data-rm-shortcode-name="rebelmouse-image" alt="Successful leaders talk about failure" /><p>It happens to all of us. We make decisions that we feel certain of only to discover months later that our decision was a failure. We missed a revenue target, didn't close an account with high probability, or lost a key client because we were too focused on building back up a threadbare pipeline. The challenge is we all think we are expert critical thinkers, great at analysis, and strategic in our planning. Even with those necessary skills, we are not infallible and must find a path forward from our failures.<br></p><p><strong>What I have found helpful in moving forward from failure are the following:</strong></p><p>• <strong>Be self-aware.</strong> Be objective in monitoring your own progress or lack thereof to goals. If you see that it is possible that you won't meet a goal or a quota, acknowledge that possibility and start to identify what might be done.</p><p><span></span>• <strong>Take ownership of your mistakes.</strong> Give your team and your boss an early heads up that things are likely not going to turn out as planned and have an alternative strategy or process identified to help mitigate the loss. Listen to input they may have to help correct the current trajectory.<br></p><p>• <strong>Know which KPIs you need to monitor to validate your progress toward goals.</strong> Make sure the metrics are accessible and easy to report on. Monitor these KPIs faithfully and, when possible, have someone else on your team reviewing these metrics concurrently.</p><p>• <strong>Pause and reflect.</strong> Try to be objective in thinking through all the components that led to your decision and dissect those to see which variables you may have missed or which assumptions you made that contributed to the failure.</p><p>• <strong>Don't be afraid to not talk about your mistakes with others.</strong> Recognize that things will go wrong. The executive who told you they intend to sign your contract before the end of the year is recruited by a competitor and leaves their post early. Or state funds get redirected to a different division and your largest YTD sale is now only 1/3 of its forecasted value.</p><p>People are drawn to a leader who is humble, authentic, and vulnerable enough to share when they make a mistake especially when done so to help prevent that same mistake being made by others. Use failure to your advantage to build an environment of trust and cohesiveness. Openly discuss failure and use those learnings to create true innovation where mistakes and risks are encouraged and learned from. Listen to other ideas or solutions that might enhance or replace yours. </p><p>Learn from your failure, forgive yourself, and move forward. Recognize the past but look to the future.</p><p><br></p><p><em><a href="https://www.linkedin/in/karen-hercules-doerr" target="_blank">Karen Doerr</a> is a business development and healthcare sales leader who enjoys introducing new tools and services to payers and providers that increase patient access and eliminate waste in healthcare delivery. Karen has helped start-ups and medium-size companies establish national brand awareness and accelerate revenues exploiting gaps in the complicated healthcare ecosystem. In her last leadership role, she led sales and marketing efforts for a digital healthcare start-up targeting chronic disease and is most impactful at the intersection of primary care, technology, and care management.</em></p>
Rosanne Mao, CFO/Finance Director<img lazy-loadable="true" src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yNDU0NDMzMy9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTYxNzk1NjM5Nn0.Mz1mdtyeRRGMnQduOLHtIMJRJN4kVagSs6xnWMOFG8A/img.jpg?width=980" id="3789d" class="rm-shortcode" data-rm-shortcode-id="3bbdb83513355209842bf7f49a2f8448" data-rm-shortcode-name="rebelmouse-image" alt="Executive thinks about failure and success" /><p>Using failure as an advantage requires resilience and mental strength. Optimism inspires executives to bounce back from failure. People tend to see each failure as a building block to the ultimate success because of the learning experience. Optimism is a feeling of positivity. Persistent people's optimism never dies, which makes them great at rising from failure. Persistent people shake off those failures and keep going.<br></p><p><strong>Fear of failure is worse than failure itself because it condemns a life of unrealized potential.</strong> Success in the face of failure comes from focusing on results to achieve, rather than trying not to fail. Winston Churchill stated, "Success is stumbling from failure to failure with no loss of enthusiasm." The resilient and authentic executives identify skills, ideas, and life lessons that can be learned from failure. Each stumble pushes them outside of their comfort zones and leads to self-growth.</p><p>In most cases, these "overnight successes" stories don't reveal the missteps behind the eventual achievements. Economic uncertainty, negligence of some basic market research, and inadequate cash flow are the top failure reasons for entrepreneurship. <strong>Failure is a stepping stone on the pathway to success. Failure is an option.</strong> Without all that trial and error, it's highly unlikely that Google could have built the algorithm-based juggernaut so familiar today.</p><p>Failure coupled with fear can mean the end of the business. Failure coupled with motivation leads to success. If people had never started a venture, they couldn't be failing at all. Use that perspective to approach the future goals and obstacles. Checking the emotions, examining the failure, and taking the time to gain perspective will help to find the positive aspects of the problem.</p><p>Modern finance leaders are required to embrace digital technologies and use data analytics to drive consistent and measurable growth for the business. They are increasingly expected to be key drivers of business innovation. Failure, not initial success, is the key to successfully innovate. Albert Einstein said, "If you've never failed, you've never tried something new." Traditional finance executives are risk-averse and failure-fearing. The modern finance executives are capable of driving innovation, and experimenting new ways to drive efficiency and productivity.</p><p>Although failure is not good, organizations can't possibly undertake the risks necessary for innovation and growth if they could not accept the failures. In many cases, consider them experiments rather than failures. In order to innovate, executives have got to take risks. How can we design organizations to manage, mitigate and learn from failures? The article "Learning Through Failure: The Strategy of Small Losses" states that if the organization can adopt the concept of intelligent failure, it will become more agile, better at risk taking, and more adept at organizational learning.</p><p><strong>Create an environment in which failures are discussable.</strong> The kind of culture building should happen at all levels of the organization. Executives need to create a climate that encourages intelligent risk taking and doesn't punish any failures that result.</p><p><br></p><p><em><a href="https://www.linkedin.com/in/rosanne-mao/" target="_blank" rel="noopener noreferrer">Rosanne Mao</a> is a CFO/finance director with more than 20 years of financial management experience in a multinational company. She's helped the company enhance cash flow, maximize corporate profitability, improve investor relationship, and reduce risk. Her leadership strategy has successfully driven company EBIT to increase by 15%. She has strategically led the enterprise digital transformation with 37% improvement in financial productivity.</em></p>
Dr. Jan Urbahn, Automotive & Shared Mobility Executive<img lazy-loadable="true" src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yNDU0NDMzNC9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTYyNTEzMjk2M30.aAyXTdtc78W8nDxe7qh1UGoWnbCgyI8TlIys1ps_NUI/img.jpg?width=980" id="d1cbe" class="rm-shortcode" data-rm-shortcode-id="1505ec992bda0cf7fef02844640d00ff" data-rm-shortcode-name="rebelmouse-image" alt="Team discusses failure at work" /><p>First of all, when you think you are experiencing failure, you should give yourself a pat on the back because it means that you had a goal in mind and you went out and tried to achieve it. Too often ideas just stay ideas and their creators never take the next step to try implementing them.</p><p>There is a great video by the early Steve Jobs on this topic in which he tells the story of how he got parts as a 12-year-old boy from Bill Hewlett to build a frequency counter. Steve Jobs was so successful because he failed so often. As another example, Michael Jordan, said to the same effect, that he missed 9,000 shots, he lost 300 games, that is why he was so successful. These statements on failure by some of the most successful people we know are inspiration and encouragement to act on your ideas.<br></p><p>For practical implementation, it is important to be able to identify failure. <strong>Failure means that I haven't achieved my goal. What was my goal?</strong></p><p><strong></strong>Actually, all my tasks and projects are broken down into an agile backlog and I execute, even my home-related projects, in Scrum sprints, and I try to keep all my projects broken down into small sub-projects. With that, I have plenty of goals for the week and I can keep measuring how many are achieved to what grade. With the Scrum element of the weekly review (the retrospective) I can take the learnings and think about improvements for the next sprints coming up. With agile processes, every failure becomes an opportunity for improvement, delivering potentially big rewards in the future. </p><p><br></p><p><em><a href="https://www.linkedin.com/in/jan-urbahn/" target="_blank" rel="noopener noreferrer">Dr. Jan Urbahn</a> is an automotive executive with 20+ years of experience in product development, safety engineering, and operations in automotive and shared mobility business. He helped launch 3 new businesses with up to 1,500 shared cars in fleet size. His most recent leadership position is within the shared mobility space, where he helped develop a new EV battery and guided the coronavirus response.</em></p>
James Wheaton, HR Professional & Business Coach<img lazy-loadable="true" src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yNDU0NDMzNS9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTYxOTM0MjI4NH0.ybHy-VIw4LXFvdffLgXBE6DaIGwcuzfMesD8snpkm_Q/img.jpg?width=980" id="1a3b2" class="rm-shortcode" data-rm-shortcode-id="cebce47f2ce6f6eb22c1adf958bcf496" data-rm-shortcode-name="rebelmouse-image" alt="Leader talks about failure during a meeting" /><p>How many of you remember growing up being unsuccessful at winning a board game, striking out in a softball or baseball game, or losing your first running race on the schoolyard? Behind each great failure growing up, most likely, there was a parent, teacher, or coach who would state, "If you lose, try, try again."<br></p><p>Off we went with that unenviable phrase securely latched in the back of our minds. Keep on trying, don't give up, or next time will be better, all dangling off that first phrase like little magnets.</p><p>Guess what? All those people from your formidable days were spot on!</p><p>Now you're out in the workforce of a company managing a department, division, heck maybe the CEO of a company. Do you remember those halcyon days of your youth? Is every decision made going to be correct? Will every deal signed become gold? Have you experienced the jubilation of success only to have the agony of crisis chase after you when an uncontrollable factor catches up to you, like COVID?</p><p>The word sometimes used is "failure"—an all too unforgiving word that has many meanings, contexts, perceptions, and clarifications. How can all of us turn a failure into an advantage?</p><p><strong>First and foremost, it is an opportunity to LEARN.</strong></p><p>Any time our intended success is found falling well behind, it provides an opportunity to learn and assess how to correct and move forward. Not learning from something less than successful will lead to further setbacks. Taking advantage of the opportunity to correct the course is an invaluable component to learning.</p><p><strong>Learning Becomes Growth</strong></p><p>"<em>The world as we have created it is a process of our thinking. It cannot be changed without changing our thinking</em>." — Albert Einstein. </p><p>By changing our thinking, we are, in fact, allowing ourselves to grow. Few could argue that Albert Einstein was a failure, yet every day his curiosity waded into the deep waters of physics to find his theories tested. His outcomes were not always met. However, his failures led to his successes, and from that, his growth led him to be at the forefront of science.</p><p><strong>Failure Can Inspire</strong></p><p>Failure is also about being honest with yourself. Allowing experiences, good, bad, or indifferent, to shape future decisions. I have found that honesty allows for congruence, and others will notice that congruence between your actions and your reactions. Besides that, who doesn't appreciate a good comeback story?</p><p>How can "failure" be advantageous? It can help define how you learn and rebound, what your growth path becomes, lastly, how you use what you have learned, and your growth to inspire to stretch their capabilities and opportunities continually.</p><p><br></p><p><em><a href="http://www.linkedin.com/in/jameswheatonhr" target="_blank">James Wheaton</a> is a human resource professional, as well as a business coach. His passion is optimizing business performance and people's performance. He has experience in large and small public companies supporting a broad spectrum of human resource functions with particular depth in compensation in both internal and external consulting roles. </em></p>
Melodie Turk, Organizational Development Executive<img lazy-loadable="true" src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yNDU0NDM0My9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTY0NDY2MDA4NH0.HeuPfwsr58ZdyHgfOaQQSJH-lvMD8hQU5DPxgsUzR1w/img.jpg?width=980" id="b6158" class="rm-shortcode" data-rm-shortcode-id="5a8ca384a4ca6e0e397a9957b4dd3dcf" data-rm-shortcode-name="rebelmouse-image" alt="Two executives discuss their failures" /><p>Everyone blunders, makes mistakes, or fails—the key is to learn and grow through it.</p><p>It's also an opportune time to display our leadership skills and strengthen our reputation. By publicly acknowledging our mistake, seeking input to correct it, and sharing the solution for it, we not only set an example for how we deal with failure, but how others can deal with failure as well.</p><p>When we acknowledge our failure and seek input to correct it, we display humility. This is our chance to be real, to be authentic, and to show our vulnerable side. When we follow through with the correction of the mistake, it shows integrity. Humility and integrity will build trust with those we lead—strengthening our reputation.</p><p><br></p><p><em><a href="https://www.linkedin.com/in/melodieturk/" target="_blank">Melodie Turk</a> has a passion for transforming people and organizations. With her 15+ years of experience in change management, making a difference in tomorrow is always the goal. Recently, she led talent development strategy and implementation for 1600+ employees—adding learning hours, training sessions, and diversity and inclusion conversations—all which increased employee engagement, enhanced culture, and promoted workplace satisfaction.</em></p>
We are happy to announce the arrival of Work It Daily's first online career change boot camp! If you're looking to change careers after a layoff, or are unhappy in your current career, you can't pass up this exclusive opportunity.
What To Expect...<a href="https://workitdaily.lpages.co/how-to-change-career-when-unsure/" ><img lazy-loadable="true" src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yNDU0MDcxNy9vcmlnaW4ucG5nIiwiZXhwaXJlc19hdCI6MTY1MzgxODY0OX0.-WFUXUPz922NHJxPdqNShXMXkTnt9duFqH78h7uFkUc/img.png?width=980" id="9e760" class="rm-shortcode" data-rm-shortcode-id="ed9fe8d343d5e669e43cb3cc26ca2932" data-rm-shortcode-name="rebelmouse-image" alt="Work It Daily's online career change boot camp agenda" /></a><p>We hope to see you there!</p>
When you have an employer calling and saying they want to schedule a phone interview with you, that means you look good on paper and they now want to see if you are all that you say you are. The phone screen is a critical stage in the job search process because how well you communicate and perform will pave the way to the big opportunity of a meeting at their office with the decision makers.
1. Watch Your Intonation & Build Rapport<img lazy-loadable="true" src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yNDUzMTU0MS9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTYyNTMyNTIxOX0.86pB-q36FP0SSfCV5AmrWLNsJzWFICV-h3Do4blvqA0/img.jpg?width=980" id="726a1" class="rm-shortcode" data-rm-shortcode-id="be335b2e31cb49e94600206002449f65" data-rm-shortcode-name="rebelmouse-image" alt="Man answers a question during a phone screen" /><p>Your intonation and body language account for 90% of the effectiveness of your communications. If you are just on the phone with no video, your intonation is all you have so be enthusiastic and try to build rapport as people hire people they like.</p><p>At this point in the process, the screener is also looking to clear up any questions or hesitation they may have about you from reviewing your resume. Be aware of anything on your resume that may be a <a href="https://www.workitdaily.com/job-interview-red-flags" target="_blank">red flag</a> and prepare to respond to it without coming off as defensive.</p><p>You want to be honest and address any concerns, but also know how to steer the response to something more positive that brings back the message of "This is what I have to offer that you need." </p>
2. Dress The Part And Talk The Part<img lazy-loadable="true" src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yNDUzMTU0OC9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTY1NjI5NjI0Mn0.0z97PX8nZ3RL1LKmXpH5qAKqfH9GXMkKguSykgKyxyw/img.jpg?width=980" id="c3674" class="rm-shortcode" data-rm-shortcode-id="63c6eee3f57c348c718add12a7e898ac" data-rm-shortcode-name="rebelmouse-image" alt="Woman listens during a phone screen" /><p>Struggling with confidence before your phone screen? Wear your favorite interview outfit. The one you know you look good in. You'll feel confident and professional. </p><p>Also, today's "phone screens" don't necessary mean just voice. Many employers may request a <a href="https://www.workitdaily.com/virtual-interview-tips" target="_blank">virtual interview</a>, so be prepared to not only talk the part, but dress the part, too.</p><p>How you look and sound leaves an impression, just like it would from an in-person meeting. Express energy and enthusiasm in your tone.<br></p>
3. Speak Of Accomplishments When Asked About Previous Jobs And Responsibilities<img lazy-loadable="true" src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yNDUzMTU0NS9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTY0MjIzNjM4MH0.NXRiw9YXWOe5Ilq4mN4kWZn9QLlH_Vl1pF6bh9ZC4AI/img.jpg?width=980" id="6789e" class="rm-shortcode" data-rm-shortcode-id="3012c63d9243360360cafdfb7b3d5489" data-rm-shortcode-name="rebelmouse-image" alt="Job seeker on a phone screen" /><p>Employers asking about your past experience aren't looking for a description of your job. If you want to impress, you need to speak of accomplishments and success and how those experiences have prepared you to contribute and bring success to future employers.</p><p><a href="https://www.workitdaily.com/quantify-work-experience-on-resume" target="_blank">Quantify your experience</a>. Do your research and talk to the need that the job posting highlights and then talk about how you've been there, done that, and can directly contribute to the employer's needs.</p>
4. Be Prepared To Handle The Offbeat Question<img lazy-loadable="true" src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yNDUzMTU1MC9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTY1NjMwNDIwMX0.qIrvFe3ZD90dmNtHpxfwqzDqc410fY5k7wqy0gdufgY/img.jpg?width=980" id="2c796" class="rm-shortcode" data-rm-shortcode-id="6a3f6722b84b4516c7aeb3f2e77790e7" data-rm-shortcode-name="rebelmouse-image" alt="Woman answers a difficult interview question during a phone screen" /><p>Some phone screens have standard questions directed towards your experience and skills, but there are also employers who may put you on the spot with a scenario to see how you react and respond.</p><p>The important thing is to not let these types of questions rattle or stump you. Keep a can-do attitude. Make sure you know your experiences, accomplishments, skills, and strengths like the back of your hand. That, and how you can help the company reach their goals. It'll be hard to stump you when you've <a href="https://www.workitdaily.com/how-to-research-a-company" target="_blank">done your research</a>. </p>
5. Be Ready To Talk About Salary Requirements<img lazy-loadable="true" src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yNDUzMTU1NC9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTYwNjM3NjI0Nn0.5z-0ahCtxCo_-qR-VClp8bem5ao7iR-7-Y6cCgzxd2Y/img.jpg?width=980" id="d6da0" class="rm-shortcode" data-rm-shortcode-id="6ab6a0a7d17ded130b89c53369669f55" data-rm-shortcode-name="rebelmouse-image" alt="Man aces his phone screen" /><p>You will be asked this to see if you are in their salary range. This can be tricky because if you present a number below what the employer has budgeted, you lose any chance of securing a higher salary that the employer may (or would) have considered. And if you present a number that is too high, the employer may decide to dismiss your application and resume even before you have had the chance to make your case in an interview.</p><p>The best way to respond to a question about salary during a phone screen is to say, "Although the job and the challenge are most important to me, you should know that I am considering a salary in the XX to YY range." If you make it all the way through the interview process to the last round of interviews, you'll want to hone your <a href="https://www.workitdaily.com/how-to-negotiate-salary" target="_blank">salary negotiation</a> skills as well. </p>
Every week, new companies announce their hiring efforts, or tell the world they will be laying off employees. Well, we've made it a bit easier to stay on top of those stories that could impact your career.
Who's Hiring<img lazy-loadable="true" src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yNDUyNDI1MS9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTY0ODYxMzg4NH0.c08urZScpIRsqfq0-yMAI-yUugRzqCkXz1YsoLBchTk/img.jpg?width=980" id="dfa8a" class="rm-shortcode" data-rm-shortcode-id="f6e17600317d2247dab05bc8dc1ac2a3" data-rm-shortcode-name="rebelmouse-image" alt="Woman finds out which companies are hiring" /><p>1. <a href="https://www.linkedin.com/company/nestle-s-a-/jobs/" target="_blank">Nestle USA</a><a href="https://www.cnn.com/2020/09/27/economy/companies-hiring-pandemic/index.html" target="_blank"></a></p><p>2. <a href="https://www.linkedin.com/company/lockheed-martin/jobs/" target="_blank">Lockheed Martin</a><a href="https://www.cnn.com/2020/09/27/economy/companies-hiring-pandemic/index.html" target="_blank"></a></p><p>3. <a href="https://www.linkedin.com/company/microsoft/jobs/" target="_blank">Microsoft</a><a href="https://www.linkedin.com/company/northrop-grumman-corporation/jobs/" target="_blank"></a></p><p>4. <a href="https://www.linkedin.com/company/glaxosmithkline/jobs/" target="_blank">GSK</a></p><p>5. <a href="https://www.linkedin.com/company/fidelity-investments/jobs/" target="_blank">Fidelity Investments</a><span></span></p><p><br></p><p>Want more info? Check out the <a href="https://www.linkedin.com/pulse/heres-whos-hiring-right-now-andrew-seaman/" target="_blank">complete list</a>.</p>
Who's In Trouble<img lazy-loadable="true" src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yNDUyNDI3OC9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTY2MTQ3OTk3NH0.rzV8ZlCxMNcb8PdPmHWY45AZEYp_I9Z9DILPhFldh04/img.jpg?width=980" id="9ea1c" class="rm-shortcode" data-rm-shortcode-id="6349c141458bd7541b4cd05fcc9ceeac" data-rm-shortcode-name="rebelmouse-image" alt="Man reads about the newest layoffs in his industry" /><p>1. <a href="https://news.yahoo.com/east-hartford-aerospace-company-announces-175339188.html?guccounter=1&guce_referrer=aHR0cHM6Ly93d3cuZ29vZ2xlLmNvbS8&guce_referrer_sig=AQAAAHGIdNAsYm0Hs_mAIB5wzrnLT0Je662X1z_mprv_8XunSvWh8ZO3BOzcOEzZHscJmd-qYwWwK9Jjc7LHNYce0DGZvZrKydjG1-FKY91kGEbEq_1zYPibqO6gJE6qIe6X12GDw6ryJkgWvzEbUvoY9EjlBWRcOR7-keOIB3iTH3eW" target="_blank">Pratt & Whitney</a><a href="https://www.cnbc.com/2020/09/30/disney-leads-companies-announcing-layoffs-big-airline-job-cuts-loom.html" target="_blank"></a></p><p>2. <a href="https://www.wesh.com/article/orlando-luggage-valet-and-passenger-services-company-announces-1000-layoffs/34333409#" target="_blank">Baggage Airline Guest Services</a></p><p>4. <a href="https://fortwaynesnbc.com/2020/10/14/fort-wayne-label-manufacturing-plant-phasing-out-operations-job-layoffs-coming-over-next-year/" target="_blank">Avery Dennison Corporation</a><a href="https://variety.com/2020/tv/news/warnermedia-new-round-layoffs-restructuring-1234797965/" target="_blank"></a></p>
It's that golden moment, the one you always dream about. The moment your boss actually offers you a raise, and you didn't have to ask for it! It doesn't happen often, unless you have something in your contract that stipulates your pay increases, or some other sort of mandated pay raise. However, for the majority, an impromptu raise is just a dream.
1. Bring In New Business<img lazy-loadable="true" src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yNDUyMDk3MC9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTYxNzM0MzU3NH0.1vWJLgURlfAUMi9tf0CV22AtfRV9bH3aIgDMxdkdeKE/img.jpg?width=980" id="adb33" class="rm-shortcode" data-rm-shortcode-id="711766bdfef1451ef2458db4ee8d2190" data-rm-shortcode-name="rebelmouse-image" alt="Woman looking for a raise gets congratulated by her boss" /><p>It doesn't matter if you're in sales or not. If the company you work for isn't able to bring in new business, they aren't going to grow, and they won't be able to afford to give you a raise.</p><p>In today's business world, everyone is in sales. You are a business-of-one. <strong>You have to sell yourself, your company, your skills, and your products.</strong> If you aren't <a href="https://www.workitdaily.com/how-to-be-a-successful-salesperson" target="_blank">a salesperson</a>, you may not have the know-how to follow a sale through to the end, but you can still bring in business.</p><p>For example, just because I was an accountant at <a href="http://www.drsnooze.com/" target="_blank" rel="noopener noreferrer">Dr. Snooze</a> mattress company doesn't mean I had less of a chance of getting a raise as the people on the sales floor. I'd still get leads and find new accounts. I used excellent customer service to make sure other companies kept coming back to do business with us.</p><p>Start looking for any ways to bring in new business and you'll be amazed at what you can learn.</p>
2. Become An Expert (On Something)<img lazy-loadable="true" src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yNDUyMDk3My9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTY1MzUwMDgzOH0.hYRiGNcfd7dD9qDmI9OQsWtAMhtL18L1bO7tNSPJOsQ/img.jpg?width=980" id="8319a" class="rm-shortcode" data-rm-shortcode-id="77abe2a8811778a5660fb91d53438e88" data-rm-shortcode-name="rebelmouse-image" alt="Woman takes notes to be a better employee and earn a raise" /><p>This "something" should be related to your field, obviously. There's no point in learning everything there is to know about QuickBooks if you work as an account supervisor. Sure, it might occasionally come in handy, but <a href="https://www.workitdaily.com/career-goals" target="_blank">the goal is to become a go-to person</a> on a topic.</p><p>If someone has questions about an account, they should be coming to you, and you need to be able to answer them. It's even more impressive if you can reach out before they even realize there's an issue. Not only does that mean that you increase your customer retention, but your clients will remember that and recommend you.</p>
3. Find A Mentor<img lazy-loadable="true" src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yNDUyMDk3NC9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTY2Mzc2NjU2OX0.mi87xKVyXMBRwTms8wWFIw7h9zYdclwKpVg7q_fV0Ps/img.jpg?width=980" id="d8fbb" class="rm-shortcode" data-rm-shortcode-id="25be6daa30af565ebf4932bfb63a836d" data-rm-shortcode-name="rebelmouse-image" alt="Man finds a mentor at work" /><p>Not just any mentor. Do what you can to make sure that the mentor you choose is <a href="http://money.usnews.com/money/blogs/outside-voices-careers/2010/01/13/13-tips-on-finding-a-mentor" target="_blank">someone who you would like to model your career after</a>.</p><p>In today's marketplace, having a mentor that's a little bit old-fashioned (or at least respected in the industry) might be a great way to distinguish yourself. After all, careers now last about 4-5 years, instead of 40-50. You feel like you need to be on-call 24/7, but that doesn't leave you any time for a life. A mentor can help you work through the kinks, and can help you to pave a path that others want to follow.</p><p>With some guidance from a mentor, you'll stand out from other employees on the job, and could be next in line to get a raise. </p>
4. Make Your Boss Look Good<img lazy-loadable="true" src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yNDUyMDk3OC9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTY0MzU5MDU2OH0.NytlcpPA4vMknR8EacpBEt0E0UFOEWCP7zYs1QkzisU/img.jpg?width=980" id="032fe" class="rm-shortcode" data-rm-shortcode-id="3a7bd6c301068562b20d66f4a8dc4cfd" data-rm-shortcode-name="rebelmouse-image" alt="Man helps his boss with something at work" /><p>Oh, there is nothing that will make your boss love you more than if you make them look good. After all, they'd probably like a raise just as much as you would, so it makes sense that they need you on their team. Stepping on their toes and making them look like they don't know what their doing isn't going to win you any favors.</p><p>When I was working at <a href="http://www.mcelroymetal.com/" target="_blank">McElroy Metal</a>, this tactic worked perfectly for me. I gave my supervisor all the credit for a huge sale I made, and he quickly became a favorite with the owner. When it was time for him to give promotions, I was the first one to be recommended.</p>
5. Become Irreplaceable<img lazy-loadable="true" src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yNDUyMDk3Ni9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTY0MjM3MzMwMn0.f2Y5uTAdMXZQgn2SGvYExmdv76AUEAx6KVoP5oP2kL0/img.jpg?width=980" id="5418a" class="rm-shortcode" data-rm-shortcode-id="03a9ebe47bddd2735a56ab7198fbd6aa" data-rm-shortcode-name="rebelmouse-image" alt="Man gets complimented by his boss after getting a raise" /><p>The thing is, once you've made yourself irreplaceable, you can ask for pretty much whatever you want (within reason, of course). Becoming an <a href="https://www.workitdaily.com/how-to-be-an-indispensable-employee" target="_blank">indispensable employee</a> involves doing what you're supposed to, plus everything listed, and then a little bit more.</p><p>After all, people who make themselves exceptional <a href="http://www.forbes.com/sites/jacquelynsmith/2013/09/05/17-ways-to-be-indispensable-at-work/" target="_blank" rel="noopener noreferrer">stand out for a reason</a>. Having the perception that losing you would decrease productivity around the office and cost them money means that job security is locked in tight, and your boss will want to fight to keep you. </p>
We've all learned some lessons from the COVID-19 pandemic. Every disruption, every change, is a learning experience. And this year has seen a lot of both.
Bonnie Patrick Mattalian, Multi-Unit Business Operations Executive<img lazy-loadable="true" src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yNDUxNzMxOC9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTY0NTU0MDEwMn0.jwgwtGwLNq7t26aDexkpwMxbRAPdWYjJS6Y1y2wyNtQ/img.jpg?width=980" id="b7675" class="rm-shortcode" data-rm-shortcode-id="d2b9032d1789d5d6a3f51630685f8e97" data-rm-shortcode-name="rebelmouse-image" alt="Executives meet during the COVID-19 pandemic" /><p>The pandemic didn't happen gradually. The experience was like a tidal wave. We saw it coming from reports from afar. Then, we felt it near us. And the next thing you know, it was in our communities, our businesses, and our homes.<br></p><p>We all shared that sick feeling in our stomachs anytime we watched the local or national news.</p><p>My family suffered the loss of fifteen family members and friends. Fifteen! And because things were the way they were, we could not even legitimately grieve.</p><p>At work, we scrambled to identify processes for layoffs, reorganizations, and business shutdowns.</p><p>Our home life turned upside down. Our residences quickly became workplaces, homeschools, restaurants, places of worship, movie theaters, playgrounds, gyms, barber shops/salons, and the only respite area.</p><p>Technology was our lifeline to our family, friends, physicians, workplace, entertainment, shopping, and so much more.</p><p>Many companies made difficult decisions to layoff staff, given their business situation. This was a challenging but predictable call for employers.</p><p><strong>The Importance Of Connections</strong> </p><p>For those who are unemployed during the pandemic, jobs are few and far between. No longer does it make sense to apply for jobs, since at least a thousand other people are doing the same thing. The best tactics to find work today and stay gainfully employed are networking and identifying critical or innovative business solutions.</p><p>At the start of the crisis, we had calls with our teams daily. Changes were happening, and business was devolving that quickly. The teams immediately began sharing information and best practices. Sharing experiences with others in a similar circumstance proved to be essential for emotional support.</p><p>Despite a job loss, the thread that held those work connections together continued after the fact.</p><p><strong>Connective Actions</strong></p><p>During this pandemic, connections are what has held us together and it's what's moving us forward.</p><p>How many industries saw informal groups begin to connect, and continue to do so now? Thought leaders are avidly posting and connecting on social media to provide solutions. There are webinars hourly on every topic imaginable to help bring people together to solve the business, social, health, and economic issues that continue to plague our world.</p><p>I know that I have connected with more people in the past four months than I have in the past six years. That includes reconnecting with friends and reaching out to new contacts, to offer support or to move a new relationship forward.</p><p>I'm eternally grateful to the thousands of people and organizations that have removed barriers to help humanity and bring us all together during this crisis. Those actions have forever impacted the trajectory of so many individuals and will move us towards a favorable recovery in the near future.</p><p><br></p><p><em><a href="https://www.linkedin.com/in/bonniepatrickmattalian/" target="_blank" rel="noopener noreferrer" style="">Bonnie Patrick Mattalian</a> builds high-performing teams and businesses in both the private and not-for-profit sectors. An engaging and collaborative leader of multi-unit operations, Mattalian has improved EBITDA by 3-12% annually with proven solutions for customer experience delivery success, financial profitability analytics, strategic planning, and team leadership development. She has facilitated the successful launch of more than 60 businesses throughout her career, turnarounds for another 20 locations, and was most recently responsible for a book of business for a global company of more than $25M in revenues and 1200+ employees.</em></p>
Steve Barriault, Global Technology Sales Leader<img lazy-loadable="true" src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yNDUxNzMzOC9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTYxMTMyOTYxM30.2u7YqW-NS1JAtLS9csxo7CuXF-Ft8I_elnwkHAfowoo/img.jpg?width=980" id="a629f" class="rm-shortcode" data-rm-shortcode-id="f1c5de307f70397ea2b0334a1a8a23a9" data-rm-shortcode-name="rebelmouse-image" alt="Two executives talk about what they learned during COVID-19" /><p><strong>The biggest lesson? The value of momentum and the importance of not resting on your laurels.</strong><br></p><p>It is not something brand new to me. During my academic and professional career, I always made a point to do things in advance whenever possible.</p><p>Just like I was planning my projects well in advance during my master's so I never had to pull an all-nighter just before the deadline, I always, always tried to build a full pipeline that did not hinge on one or two mega-deals. Because when these did not pan out last minute, I wanted to have jokers up my sleeves.</p><p>In retrospect, this mentality served me well. I kept on hitting my numbers. And I had owners that did not ask for the impossible.</p><p>So, this is not a new lesson. But it is a useful reminder. I saw territories that had momentum in February do quite well during the pandemic. Sure, some projects got delayed, but they had a sufficiently deep pipeline to keep on churning revenue. We have well-trained, dedicated people, and that lessened the negative impact of COVID-19 on our sales.</p><p>On the other hand, I also saw different situations happening (not to me, thank God!), where teams got caught in the storm. They did not have momentum going in—perhaps some felt that things would "just fix themselves" naturally by being a tad more patient.</p><p><strong>The fact is, you never know what kind of curveball life can throw at you.</strong> </p><p>As an executive, you always have to prepare for all contingencies. That doesn't mean being impatient or putting your teams under enormous stress. But it means having the maturity and self-awareness to realize when things are not quite right, and the courage to fix them.</p><p>Yes, even when you are doing well, and it seems your organization can do no wrong, always plan for contingencies, and always ensure you have momentum on your side because you never know when the wind will turn.</p><p><br></p><p><em><a href="https://www.linkedin.com/in/steve-barriault/" target="_blank" rel="noopener noreferrer">Steve Barriault</a> is a global technology sales executive with 18+ years of experience in business development on three continents. He is currently serving in a 3,000 employee-strong company providing embedded software testing solutions in multiple industries such as automotive, avionics, industrial systems, telecom, and others. Multilingual, he holds advanced degrees in business, science, and computer science.</em></p>
Susan Leys, Healthcare Coach, Consultant, And Career Navigator<img lazy-loadable="true" src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yNDUxNzM5MS9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTY0NjQ5ODU1NH0.AJGPatVx3einoj546Z0MwkXnjyb3AMsfTvmqNWSiaKQ/img.jpg?width=980" id="22646" class="rm-shortcode" data-rm-shortcode-id="0aead23c4c7ebba4408e65120b1a53d8" data-rm-shortcode-name="rebelmouse-image" alt="Executives discuss what they learned during COVID-19" /><p><strong>The biggest lesson I've learned as an executive through the COVID-19 pandemic is about collaboration and the abundance of angels walking among us. </strong>In healthcare, mastering the art of collaboration has been a huge factor in making a hospital successful. How well teams collaborate interpersonally and across levels of care has been critical for the provision of care for patients and families and the patient experience overall.<br></p><p>Healthcare professionals (like other essential professionals) work at all hours during the day and night as well as weekends and holidays providing care for us when we need them. During the COVID-19 pandemic, however, many nurses, physicians, and techs have placed their own lives at risk by traveling into areas where the pandemic has hit the hardest and without always having the personal protective equipment they have needed to protect themselves. </p><p>Try to imagine just one day the life of a physician or nurse: you get dressed and kiss your family goodbye and leave for work. Once you arrive, you put on your scrubs, protective gown, mask, gloves, face shield, and walk into your patient's room to care for them. It only takes a split-second glance from your patient to see all of your protective gear, which validates how contagious their COVID-19 virus is. And because their families cannot visit in person to hold their hand, to pray with them, stroke their hair, and tell them how much they are loved, this responsibility falls to you to compassionately let them know that they are supported. Hopefully, you can help them connect to their family by Zoom, all while also using the extensive insight, knowledge, experience, and clinical skills you possess to provide care for them and help them fight on or let go. </p><p>Hour after hour, shift after shift, day after day, you provide care for patients in hospitals across the country during a pandemic that continues to traverse our country. </p><p>And at the end of your shift, you take your PPE gear off, label what is yours say "goodbye" and have supportive conversations with your team, and then go back home, hoping your family hasn't been exposed and that everyone's okay. You have an abundance of feelings and emotions from your day as you do every day, but for now, you put them aside so you can spend time with the people you love the most, have a meal, and then get some sleep before you have to do it all over again on your next shift. </p><p>There is an abundance of angels among us.</p><p><br></p><p><em><a href="https://www.linkedin.com/in/susanleys/" target="_blank" rel="noopener noreferrer">S.A. Leys</a> is a coach, consultant and career navigator at <a href="http://www.coachingfornurses.io/" target="_blank" rel="noopener noreferrer">http://www.coachingfornurses.io</a>. We provide coaching, consulting, and debriefing for the healthcare professionals and teams who care for all of us. Follow our hashtag #debriefyourteam on LinkedIn to receive information and strategies to assist your team with coping and retention strategies.</em></p>
Dr. Jan Urbahn, Automotive & Shared Mobility Executive<img lazy-loadable="true" src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yNDUxNzQxMS9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTYzNTE0NDAyM30.Xaas64I985qSBeBpklXSAD9UGJy-PqFmedM9J4kHvZc/img.jpg?width=980" id="e8c72" class="rm-shortcode" data-rm-shortcode-id="7394fc8fb1d34c942f3b8fc70b1d9c9f" data-rm-shortcode-name="rebelmouse-image" alt="Executive writes down what he's learned during COVID-19" /><p>I have two things I've learned from the pandemic. <strong>The first thing is to engage third party sources and trust scientific analysis.</strong> In mid-January 2020, the virus had been in the news for three weeks and I was receiving a rush air freight delivery of electronic parts from Hong Kong in New York, for immediate delivery. There was little information available anywhere about best practices. An online search through several medical journals brought up a just-published article from frontline doctors in Wuhan who were reporting on potential transmission through surfaces. Based on the article, we decided to disinfect the entire delivery and have staff wear PPE. In hindsight it was a good decision to trust direct medical information early on.<br></p><p><strong>The second thing I learned is that for a comprehensive response, all divisions of the business have to work closely together.</strong> When the U.S. approached the lockdowns in March, supply lines dried up and in order to get reasonable pricing on basic supplies like disinfectants, one needed to buy larger than normal quantities. That presented new challenges for all teams involved, including purchasing, finance, administration, and operations. Looking back, I would have started even earlier with an integrated response team.</p><p><br></p><p><em><a href="https://www.linkedin.com/in/jan-urbahn/" target="_blank" rel="noopener noreferrer">Dr. Jan Urbahn</a> is an automotive executive with 20+ years of experience in product development, safety engineering, and operations in automotive and shared mobility business. He helped launch 3 new businesses with up to 1,500 shared cars in fleet size. His most recent leadership position is within the shared mobility space, where he helped develop a new EV battery and guided the coronavirus response.</em></p>
Andrea Bjorkman, HR Executive & Knackstor Global Co-Founder<img lazy-loadable="true" src="https://assets.rebelmouse.io/eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpbWFnZSI6Imh0dHBzOi8vYXNzZXRzLnJibC5tcy8yNDUxNzQxMi9vcmlnaW4uanBnIiwiZXhwaXJlc19hdCI6MTY0Nzc4ODcxMX0.j_2uTwdiv-XYdsj9jLkFTUYHWCz0oUZsxSFuiy6JGRU/img.jpg?width=980" id="43678" class="rm-shortcode" data-rm-shortcode-id="2d592db4fa91e7d38a7de66f16f27f2e" data-rm-shortcode-name="rebelmouse-image" alt="Executives meet to talk about the lessons they learned from the COVID-19 pandemic" /><p>I am a lifelong learner, and that has always helped me succeed. I am grateful for my parents and the outstanding teachers that helped instill that in me. But never in my lifetime has this been as important as it has during this pandemic. <strong>My biggest lesson learned is the need to seek out these learnings in new and different ways and the required immediacy to capitalize on and implement my newfound knowledge and thinking.</strong><br></p><p>William Glasser <a href="https://www.azquotes.com/quote/765046?ref=learning" target="_blank" rel="noopener noreferrer">expounded</a> on the many ways we learn:</p><p>10% of what we read.</p><p>20% of what we hear.</p><p>30% of what we see.</p><p>50% of what we both hear and see.</p><p>70% of what is discussed.</p><p>80% of what we experience personally.</p><p>95% of what we teach to someone else.</p><p>One of the most effective ways to learn in these times is by collaborating with others. <a href="https://www.chieflearningofficer.com/article-author/steve-heinen/" target="_blank" rel="noopener noreferrer">According to Carol Valone Mitchell and Steve Heinen</a>, "Covid-19 has presented us with both a health crisis and an economic crisis, which present a great deal of uncertainty, complexity, and ambiguity. No one person has the necessary knowledge and experience to solve these problems alone — it requires multiple people with different kinds of expertise and the ability to work together to create novel solutions."</p><p>Of course, this entire article represents the collaboration of leaders at its finest. We learn from each other. We read, hear, see, share our experiences, and teach others through venues like this. We then make the necessary changes needed to help our employees, and ultimately, our organizations succeed.</p><p><br></p><p><em><a href="http://www.linkedin.com/in/andreabjorkman" target="_blank" rel="noopener noreferrer">Andrea Bjorkman</a> is an HR executive with broad-based business and HR experience. Most recently, she has taken her passion for innovative ideas to help meet underserved markets to her new role as Co-Founder/Managing Director (USA), Brand Knackstor Global, Blue Hour Moon Technologies Corp.</em></p>
Are you feeling defeated because you've done all you could do to attain a job, but have yet to land one? Examine your internal dialogue. Yes, put down the resume, halt the job search, and join me in this deep-dive exercise of exploring your thoughts...