This cast gives our guidance on how to write a job advertisement.
Writing job advertisements is a job which managers love to delegate. They think it involves creativity and therefore must be difficult and takes lots of time they don't have. Like everything, those of us who have written lots of advertisements know there is a formula.
Once you know how, it's easy.
This cast gives our guidance on when to arrive for an interview.
It turns out that there is a perfect time to arrive before an interview. Too early, and the interviewer is not ready and feels flustered and hurried by your arrival. Too close to your interview time, they’re not sure whether you’re coming or not, and start to worry. After your interview time, and there are two problems – one, you’ve started your interview with a negative, and two, you have a shorter time to get yourself out of that hole.
Does it really matter? Yes. The idea is that you want the interviewer to like you. The way you do that is to make their life easier. The way you do that is to be on time. Being on time means not too early and not too late.
What is the perfect time? 8 minutes before your interview.
This cast gives our guidance on how to finish a conversation.
At least once a month we're asked: is there a way to help a conversation draw to a close without diminishing the relationship building aspect? Most recently, this came up on a forum post which Mark answered, but it comes up so often, we thought we'd answer it in a cast.
We just wish it wasn't that all of the people who ask it weren't incredibly high D's who constantly interrupt and have short attention spans. (Not casting aspersions - it's true of us too).
Literally, we have NEVER met someone who has asked me this question who, when asked for an example, didn't want to end a conversation after an abruptly short period of time, after having appeared to have been tapping their fingers in irritation within seconds. I've seen them expect conversations to be over ("okay, I've built this relationship, now let me go do IMPORTANT STUFF, BYE!") within 30 seconds. In the context of this posting, they would define "reasonable" as that 30 seconds.
But maybe that's not you. ;-)
So, if you think you've spent enough time:
This cast helps you start to plan to create a presentation.
We've covered a number of aspects of presentations in both Career Tools and Manager Tools, but we've never really told you where to start. A great presentation doesn't start when you stand still in front of the room (Presentation Basics - Principle 1). It doesn't start when you send the invites out. It starts way, way before that. At least, it does if you want to be successful.
It's human nature to wait until a few days before a deadline (or the night before) before starting anything, and yet we all know the sooner we start, the easier it is and the more successful we'll be. So, if you hear nothing else in this cast, hear START EARLY.
This cast gives our guidance on what to prepare for your interview.
Our interview series gives the most comprehensive guidance on how to interview. As we continue to build our audience, we receive questions which make us realize we left something out, or we weren’t specific enough.
This cast is one of those which addresses an issue about which we realize we could have been more detailed. That is, what do you prepare for the interview? We don’t mean in the broad sense of preparing to discuss your experience, or how to answer the interviewer’s questions – that’s covered in the interview series. We mean in the sense of the few things you want to make sure are top of mind just before you go into the interview.
In one of our casts we will describe what to do when you’re waiting in reception for the interviewer. We’ll recommend you have several 3 x 5 cards with the pertinent reminders on them so that you can review them while you wait. This cast gives the specifics of what needs to be on those cards.
This cast helps you be more efficient in following up.
We've talked about following up in numerous Career Tools casts. It's one of the marks of a true professional. People who follow up well, who don't let things fall through the cracks and who are in control of their workload stand out from the crowd. So how do you become one of those people?
This cast concludes our conversation on helping you deal with the situation when your boss finds faults with your work.
This cast helps you deal with the situation when your boss finds faults with your work.
This is another cast which follows the theme of 'what we wish we knew when we were 20'. Apart from the robots on the line at car factories, no-one's work is perfect. Part of the reason we have managers is because they have more experience and can guide us to making our work better. For some of us, the criticism isn't delivered constructively and that is hard to deal with. With age and experience, we've learned the hard way how to deal with having our work critiqued. In this cast, we're going to give you a head start, so you don't have to learn the way we did.
We're not covering major deliverable failure here. In this cast, we're just talking about faults with your every day work. If you've missed a major project deadline, or received a below average performance review, this cast isn't for you. If your boss really does criticize undeservedly, then you need our Bad Boss cast. But don't leap to conclusions. Your boss might not be as bad as all that.
This cast gives our guidance on what you do while you wait in reception for an interviewer.
We've given this guidance on what to do when you sit in reception waiting for an interviewer, but it applies equally to any meeting where you're in an unfamiliar building and have to wait to be collected.
Like lots of our guidance around interview etiquette it's a mixture of the practical things to do and what not to do. Many of the things interviewees do are things they THINK give a good impression. Unfortunately, in many cases they're wrong.
This cast helps you deal with meeting a member of the business who is two or more levels above you in the organization hierarchy.
One of the recommendations we make in Manager Tools is that every manager who has managers below them needs to periodically have a 'skip meeting'. That means she meets with not her directs, but their directs. That's all very well and beneficial for the manager, but it can be intimidating directs' directs. If you find yourself in that position, what can you do to give a good impression and not embarrass yourself?