A:  State the obvious: that you’ve worked temporary positions since (give the date) that enable you to serve a wide range of client organizations in a variety of ways that add value.

Q:   I’ve been fired, laid off, canned, whatever you call it. Bottom line, I don’t have a job and don’t know how to explain what happened to the last one. I was told that the company had decided to go in a different direction. What does that mean and how can I translate that to a prospective employer?

A:  Sometimes it’s not what you say but how you say it. When asked why you left your last job, respond with a firm, “they decided to go in a different direction and I respect their decision.” No translation necessary.

Q:  I’m going to graduate college this spring and I don’t have any idea what I want to do with my expensive degree. My parents are understandably concerned but their constant pressure for me to “commit” to something scares me away from making a decision that could turn out to be the wrong one. What do you suggest I do?

A:  Clarify what’s important to you in a work setting and what you value in the people with whom you work. Figure out what you enjoy, what you’d like to do more, and get better at doing. Ask your professors, extended family and friends for contacts they know who share your interests and values. Follow up, follow through and take a leap of faith that whatever you choose first will be a learning opportunity that you can apply to whatever you decide to choose next.

Q:  I’m in my mid forties with nearly grown children and I’m just now completing a college degree I began years ago. The clock is ticking and I don’t have time to lose, so how can I improve my marketability while I’m still in school?

A:  Network. If you were an active stay at home parent raising those now nearly grown children you’ve met plenty of contacts along the way, in the neighborhood, carpooling, going to doctor’s and dentist’s offices, school, PTA, and community events. Make a list, make calls and set up meetings to get re-acquainted. Describe what you’re training to do professionally and that you would appreciate any suggestions they’d have for internships and referrals. In most cases you’ll get a positive response and willingness to refer you as someone they know as a dependable, hard working, team player.

Q:  I graduated from college with a BA in General Studies and the only job offers I’m getting are for administrative assistant positions. I’m disappointed. I deserve something better, not because I’m so special, but because I have a college degree. Should I take the job, keep looking, or get over myself?

A:  I vote for all three: Take the job, keep looking, and get over yourself. Take the job to put structure in your life and help you determine what you do well, and what you don’t. Ask for expanded responsibilities and continue to develop your competencies. Ask managers how you can capitalize on your strengths and add value to the company. Apply for advancement opportunities within the company and if need be, outside. Go easy on yourself. Finding a career is a process that requires time, self-awareness, self-development, constructive feedback, openness to learning, courage, and determination to succeed.

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Yes! You may use this article in your blog, newsletter or website as long as you include the following bio box:

Joyce Richman (www.richmanresources.com) has been specializing in executive and career coaching since she started he own practice in 1982. She works in a variety of environments including: higher education, manufacturing, sales, marketing, media, technology, pharmaceuticals, medicine, banking and finance, service, IT, and non-profit sectors. A member of the adjunct faculty at the Center for Creative Leadership, Joyce is certified to administer a number of feedback and psychological instruments. Joyce is a weekly guest on WFMY-TV and the career columnist for The Greensboro News & Record. She is the author of Roads, Routes and Ruts: A Guidebook to Career Success and co-author of Getting Your Kid Out of the House and Into a Job. A popular speaker, Richman conducts seminars and workshops throughout the United States, Canada and Europe. Her coaching profile can be found at TheCoachingAssociation.com.

Let’s begin with the “Don’ts”:

Don’t engage in a whisper campaign against management. In fact, don’t whisper about anything, even surprise parties. Don’t huddle in small groups, or large groups, or groups of any size.

Don’t hide. Don’t keep your head down. Don’t duck responsibility. Don’t shrug your shoulders. Don’t argue, defend, or attempt to explain why you’re arguing, defending, and explaining.

Don’t look for your boss. And if you locate him, or her, don’t make unreasonable requests (“You’ll protect me, right?”) or ask questions they can’t answer because 1. They don’t know and would rather not say, 2. They do know and have been told not to say, 3. They don’t know what they don’t know and that’s pretty embarrassing.

Don’t hang out with dooms-dayers, nay- sayers, boss bashing, hair tossing, eye rollers and co-workers prone to public meltdowns. They’ll drain the energy you need to stand upright and get your job done.

What should you do?

Push the negativity aside. There’s plenty you can do, and ought to do, every day to stabilize yourself and the people who work with you. Opt for solutions instead of problems. If you want to ask questions, ask what you can do to help in the transition. If you want to stay busy, focus on increasing the company’s revenues or improving its profitability. If you want to manage your emotions, control what you can and let the rest of it go.

The company is reorganizing. You should, too. Take inventory of your habits, behaviors, systems and processes and determine the ways you can save yourself and other’s time, energy, money, and aggravation. Instead of saturating yourself with blame for the situation you’re in, do something about it. If others are advancing because they appear to know more than you, do what they do; study, learn, and apply what you know in ways that can make an immediate difference for the organization. If they have the style and you have the substance and style appears to be winning, improve your style. Invite others to speak, to share their opinions, and add yours to theirs. Build bridges with ideas and connect ideas to actions that benefit the company.

If others appear to be advancing because they know the people you don’t know, do what they do. Put yourself out there. Introduce yourself to people you need to know and reintroduce yourself to people you need to know better. Go to meetings, get involved, get going on initiatives, and get back to the team with what’s happening. Get to know people who easily connect to people who have influence. Ask them what they need, and respond by telling them what you’ve done and can do and how you can be part of the solution.

If others are advancing because they have something to say; say something. Register opinions, offer perspectives, and advance ideas without having to be asked. Say what you mean like you mean it, without apology, hesitation, or fear of being second-guessed. Say it because it’s part of the answer, not part of the problem.

If others are advancing because they make decisions, be a decision maker. Get involved and involve others. Be informed and inform others. Re-affirm, re-think, re-invent, and re-organize yourself so that you add value to whatever comes next.

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Yes! You may use this article by Executive and Career Coach, Joyce Richman, in your blog, newsletter or website as long as you include the following bio box:

Joyce Richman (www.richmanresources.com) has been specializing in executive and career coaching since she started he own practice in 1982. She works in a variety of environments including: higher education, manufacturing, sales, marketing, media, technology, pharmaceuticals, medicine, banking and finance, service, IT, and non-profit sectors. A member of the adjunct faculty at the Center for Creative Leadership, Joyce is certified to administer a number of feedback and psychological instruments. Joyce is a weekly guest on WFMY-TV and the career columnist for The Greensboro News & Record. She is the author of Roads, Routes and Ruts: A Guidebook to Career Success and co-author of Getting Your Kid Out of the House and Into a Job. A popular speaker, Richman conducts seminars and workshops throughout the United States, Canada and Europe. Her coaching profile can be found at TheCoachingAssociation.com.

Self-assessment:  This is your starting point. You need to clarify what you do well and enjoy doing before you start interviewing. Validate your perspective with those who know and can assess your performance. If they give you a thumbs-up, ask them to be your reference.

Resume:  Top and center your name, address, telephone number, and email address on each of no more than two pages. Use the same font (Times New Roman, Ariel, Tahoma are all good choices) and type size (12 pt) throughout. Next, state your objective (that’s the job you want) and follow with your formal education. Include the name and location of the college or university that confirmed your degree; the degree you earned; academic distinctions; and the year you graduated. Follow education with work experience. Begin with your current or most recent employment and in reverse chronological order list the name of the company/companies where you’ve worked, their locations, followed by your job titles or positions, number of years employed. Summarize in one or two sentences the responsibilities of the job. For each position you’ve held, include a minimum of three quantifiable accomplishments.

Telephone answering machine/service:  When you record your personal, professional sounding no frills greeting, first identify yourself, then ask for the caller’s name, message and phone number.

Email:  If you are concerned about security, create a separate email account for your job search. Shut down any websites or postings that could be interpreted as embarrassing, compromising, or potentially damaging to your reputation.  Proofread, spell and grammar check messages, resumes, and cover letters before sending them.

References:  Prospective employers will expect you to provide them names and contact information for at least three individuals to whom you have reported and who are willing to provide information on your previous employment.  It’s up to you to secure their permission. 

Research:  Employers expect you to do your homework. Check out their company websites; Google the company name for articles in mainstream media and trade journals. If you want to know what the consuming public thinks about how they conduct business, check with the Better Business Bureau.

Dress for success:  When you start looking for a job people start noticing how you look. Don’t wait for an interview to be at your best. Develop and maintain a healthy life style with proper hygiene, good nutrition, exercise, and a good night’s sleep. Be as mindful of your behavior as you are of your appearance.

Networking:  Spend the majority of your search time where you get the greatest return on your investment: network. Connect with people you know who know people you don’t know, so you can tap into the Hidden Job Market. Here’s the deal: employers with jobs to fill don’t want to be inundated with a torrent of applicants and applications. They’d rather use their discretion by focusing on candidates referred to them by individuals they know and trust. If you’re networking with the same people and you’re a good match, you’ll get the interview. The more you network, the better your odds of finding and landing a job.

Telephone screening calls:  Companies save time and money screening applicants by telephone. The conversation is likely to be brief, so you’ll have to know what you want and how you benefit companies where you work. You’ll need to listen well and ask questions that move the process forward. How you sound is as important as what you say, so be positive and energetic. 

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Yes! You may use this article by Executive and Career Coach, Joyce Richman, in your blog, newsletter or website as long as you include the following bio box:

Joyce Richman (www.richmanresources.com) has been specializing in executive and career coaching since she started he own practice in 1982. She works in a variety of environments including: higher education, manufacturing, sales, marketing, media, technology, pharmaceuticals, medicine, banking and finance, service, IT, and non-profit sectors. A member of the adjunct faculty at the Center for Creative Leadership, Joyce is certified to administer a number of feedback and psychological instruments. Joyce is a weekly guest on WFMY-TV and the career columnist for The Greensboro News & Record. She is the author of Roads, Routes and Ruts: A Guidebook to Career Success and co-author of Getting Your Kid Out of the House and Into a Job. A popular speaker, Richman conducts seminars and workshops throughout the United States, Canada and Europe. Her coaching profile can be found at TheCoachingAssociation.com.

“I provide our family gracious living; a fine home, cars, vacations, club memberships, you name it. I’ve been in a family business for a long while so I’m well connected. People would hire my teenager in a minute if I just asked. The good news is he doesn’t want my help; he wants to get a job on his own. The bad news is he’s not doing anything to get one. So I asked a buddy of mine to give my son a summer job. He said he would; all my kid had to do was pick up the phone and call him. I think problem solved. But my son didn’t call him. No matter how many times I told him to. Now I’m embarrassed my kid didn’t follow through. He still doesn’t have a job, and I don’t want to get anyone else involved in this mess. What can I do to solve his problem?”

As long as you provide “gracious living”, your teenager won’t be motivated to do anything about his problem. He doesn’t think he has one. Create one for him. Charge him for the food, shelter, clothing and transportation he enjoys. No pay, no play. And stick to the plan. If you waver a little or waver a lot, game’s over. You both lose.

“Our very independent teenage daughter wants to work this summer, and her father and I prefer she spend the time with us, bonding, traveling, and relaxing together. She’ll soon be off to college and a life of her own. We want to enjoy our little girl just a little longer. How can we say this to her and not come across as ‘smothering’? (Her choice of words, not ours.)”

Given that she’s independent, wants to earn her own way and create some personal space she’s differentiating herself from you and her dad. That’s part of the process typically described as ‘growing up’. You need to participate in that process as well and learn to let go. Respect your daughter’s preferences without guilt tripping or judging them, and trust that the values you’ve instilled within her will serve her well in the future.

“My son is interviewing for summer jobs and hasn’t had any luck. He’s clean-cut, polite, and very reserved. He’s not very competitive. He holds back and doesn’t sell himself. Have you any advice for him, or for us, in helping him overcome this hurdle?”

Bottom line, applicants of all ages have to assert themselves if they want to compete for available job opportunities. Teenagers, reserved and outgoing are more likely to enjoy work and add value when they’re well matched to environments that bring out the best in them. Outgoing teens who are energized by interaction enjoy working in social, relational settings found in retail, food service, and entertainment venues. Reserved teens who draw energy from within, prefer environments that support that preference; libraries, research centers, book stores, museums, art galleries; positions that rely more on individual contribution than team interaction.

If you want to help, ask how you can be a resource. Your teens might want a non- judgmental sounding board for their job seeking concerns or a way to role-play questions they’re apt to be asked. If you want to help, but don’t think you can (and neither do they), find them someone who can.

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Yes! You may use this article in your blog, newsletter or website as long as you include the following bio box:

Joyce Richman (www.richmanresources.com) has been specializing in executive and career coaching since she started he own practice in 1982. She works in a variety of environments including: higher education, manufacturing, sales, marketing, media, technology, pharmaceuticals, medicine, banking and finance, service, IT, and non-profit sectors. A member of the adjunct faculty at the Center for Creative Leadership, Joyce is certified to administer a number of feedback and psychological instruments. Joyce is a weekly guest on WFMY-TV and the career columnist for The Greensboro News & Record. She is the author of Roads, Routes and Ruts: A Guidebook to Career Success and co-author of Getting Your Kid Out of the House and Into a Job. A popular speaker, Richman conducts seminars and workshops throughout the United States, Canada and Europe. Her coaching profile can be found at TheCoachingAssociation.com.

It occurred to me that you might want a little advice too; about how to handle these calls, particularly the ones you’d rather not get, and to remind you that their job search is not your burden. Getting a job is up to them, not up to you. With that in mind and if it helps, here are some tactics you might want to consider when asked to perform a service you’d rather not do.

If you get a call from an acquaintance, a friend, or relative of a friend, who asks you to serve as a reference, pause. And in that pause, ask a few questions.

“I appreciate your considering me as a reference. Let’s talk about the kind of job you’re looking for so I can determine if I’m the right person to help you.”

Listen to caller’s response. If it’s fuzzy, incomplete, or ill considered, suggest that he clarify his objective (or rationale) and get back to you. If he does, and can make a good case for the job he seeks, indicate that you will be his reference with this qualification: “I am pleased to speak on your behalf. I will describe to the prospective employer how I know you and the degree to which I am aware of your experience and expertise. Will that work for you?” Whether it does or doesn’t, you’ve demonstrated care and consideration.

If the caller is someone who has worked for you in the past, whose social skills are impeccable, and skill sets are not, and you believe that she is better suited to different line of work than that to which she is applying, say so. And suggest that she ask her other references for feedback regarding her current objective. If you’re outnumbered, let her know that the other references would do a better job for her than you would.

If the person calling is someone who has worked for you in the past, whose skill sets are impeccable and social skills aren’t, ask what he has done to improve in that regard. If he indicates a targeted effort with positive response, indicate that you will speak positively about his technical prowess and that you are pleased to hear that he is becoming more effective in his communication style. Suggest that he would do well to have additional references who can speak to that aspect of his performance.

Use the same degree of honestly and cordiality with those who would ask to network with you. If you are open to the possibility, ask how you might be a resource. If the person doesn’t know, you may be in for a long meeting in which you do all the work. Instead, ask her to get back to you with a plan. If she does, and is clear about the outcome she intends be sure you’re comfortable with it. If you’re not, you’ll unwittingly un-do the good will and time you have expended.

On behalf of job seekers who respectfully ask their references for permission, and their networking contacts for time and perspective; to those of you who so graciously assist them, thank you. Thank you for working with them, encouraging them, and telling them the truth.

* * * *

Yes! You may use this article in your blog, newsletter or website as long as you include the following bio box:

Joyce Richman (www.richmanresources.com) has been specializing in executive and career coaching since she started he own practice in 1982. She works in a variety of environments including: higher education, manufacturing, sales, marketing, media, technology, pharmaceuticals, medicine, banking and finance, service, IT, and non-profit sectors. A member of the adjunct faculty at the Center for Creative Leadership, Joyce is certified to administer a number of feedback and psychological instruments. Joyce is a weekly guest on WFMY-TV and the career columnist for The Greensboro News & Record. She is the author of Roads, Routes and Ruts: A Guidebook to Career Success and co-author of Getting Your Kid Out of the House and Into a Job. A popular speaker, Richman conducts seminars and workshops throughout the United States, Canada and Europe. Her coaching profile can be found at TheCoachingAssociation.com.

If you’re not getting responses when you send out unsolicited resumes, stop sending them. Mass mailings don’t work; they cost too much time, postage, and emotional capital for little to no return on investment. If you want to tap into the “hidden” job market, get away from your computer and get back into the world. Increase your visibility, meet with upbeat people who know people who hire people. Tell them what you do, how you make a difference, and ask for their advice as to who to call and what to say.

If you’re sending resumes to bona fide job openings that you’re finding on line or in the newspapers and you’re not hearing much in return, you’ll increase your response rate if your stated experience and accomplishments match the published opportunity. Include the job description’s key words in both your objective and the body of your resume.

If you’re sending your resumes to openings where the match ought to be obvious; you think you’re doing everything right; and you’re still not getting any responses, you need assistance from an objective third party. Here’s what you want to know: Does the objective on my resume clearly state the job I want and does my resume demonstrate my ability to succeed in that job? If the candid response is “no”, don’t wait. Request help from a professional career coach.

First it’s flattering, then frustrating, then exhausting, and finally a conclusive blow to your self-esteem and your billfold to be asked to interview, not once but several times with the same employer, and to never be told the outcome. Shame on company representatives who are so remiss in their duties as to allow this to happen. Having said that, there are actions beleaguered applicants can take in hopes of getting closure: 1) send a self-addressed stamped postcard to the decision maker. Request a check marked response to one of the following statements:

1. Yes, we are interested in your candidacy and we will be in touch.
2. No, we are no longer interested in your candidacy at this time.

Or place a call to the decision maker (a polite voice mail message will do) being sure to include your name and telephone number say: “I interviewed for the XYZ position on (provide the time and date of the interview). As I have not heard from you regarding the outcome I am concluding that you are no longer interested in my candidacy and will I continue my search elsewhere. Thank you for your kind consideration.”

If they’re interested, they’ll call. If they aren’t, they won’t. That may be all the closure you’re likely to get but it beats the alternative. Either way, you’ve taken control of the situation, your emotions are in check, and you’re determined to keep looking until you get an offer from a company that wants you, needs you, and shows it.

It’s tempting to want to take a few days or even weeks off from your search after you’ve had an interview and while you’re waiting to hear the results. Delay that gratification. Stay on course, stay focused, keep networking, and keep looking until you get the offer that’s worth the effort it took to get it.

* * * *

Yes! You may use this article by Executive and Career Coach, Joyce Richman, in your blog, newsletter or website as long as you include the following bio box:

Joyce Richman (www.richmanresources.com) has been specializing in executive and career coaching since she started he own practice in 1982. She works in a variety of environments including: higher education, manufacturing, sales, marketing, media, technology, pharmaceuticals, medicine, banking and finance, service, IT, and non-profit sectors. A member of the adjunct faculty at the Center for Creative Leadership, Joyce is certified to administer a number of feedback and psychological instruments. Joyce is a weekly guest on WFMY-TV and the career columnist for The Greensboro News & Record. She is the author of Roads, Routes and Ruts: A Guidebook to Career Success and co-author of Getting Your Kid Out of the House and Into a Job. A popular speaker, Richman conducts seminars and workshops throughout the United States, Canada and Europe. Her coaching profile can be found at TheCoachingAssociation.com.

He’s the pin of a pin wheel, seeing multiple possibilities spinning by and instead of grabbing hold, is overwhelmed by them all.

He’s concerned that:

He’s a jack of all trades and master of none.

His eclectic interests attract him to a variety of opportunities.

He can’t focus on one job and dedicate himself to it.

This Jack is frustrated that his path to success looks more like a circular driveway.

What’s needed here is a a healthy change of perspective.

At their best, jacks of all trades are multi-talented, knowing a little about a lot and having the confidence to try most of them. They learn quickly and apply their learning in practical ways. They are typically helpful, wanting to share their newly discovered abilities and are ready for the challenge that comes from learning in the moment. Mistakes become “teachable moments”. Possibilities become opportunities for success.

What’s the application?

Jack should learn to describe himself in terms of the projects he enjoys doing, and the style that he prefers using.

What’s the job title he’s looking for?

With a successful track record he can go for positions of Project Manager or Project Director.

What’s the difference?

Project Managers are more hands-on and better at coordinating projects than people. They prefer to take their lead from the one in charge, and deliver the goods based upon the boss’s concrete and explicit expectations.

Project Directors are charged with and enjoy the design, development and execution of the project. They are hands-off, preferring to delegate the details to those designated to do that work. They coordinate the people, who in turn, coordinate the project.

What’s the Good News?

Jack likes projects because they provide the challenge, variety, flexibility, mobility and closure that he craves and that enable him stay with an assignment long enough to complete it.

What’s the Bad News?

Jack has a short attention span. Once the challenge and excitement of a new project has passed, his interest begins to wane. If he can’t close the project in fairly short order, his mind wanders until he locks onto something more exciting.

Is there a fail-safe plan?

If Jack works on projects that he’s interested in and cares about doing, he’s more likely to stay with them until they’re done. Jack makes that happen by finding opportunities: problems that need to be solved to improve efficiencies or effectiveness. Employers prefer assertive, can-do self starters who initiate this process, rather than those who sit and wait to be handed their assignments.

What’s next?

Jack will have to discipline himself to prioritize his projects and limit their number or he’ll be stuck in the pinwheel again.

Jack will have to be persuasive to get the job done. Without having the line manager’s clout or influence, Jack will learn that finesse is as important as function.

Jack’s ultimate success will depend on his team’s success. As their leader it will be his job to ensure that they share a common vision and believe that it’s worth the effort to make it happen. If they trust Jack and he models the behaviors that he expects from them, they will trust each other to communicate openly, efficiently and effectively.

It’s high time that Jack decides to take the wheel instead of being stuck in the middle of it.

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Yes! You may use this article in your blog, newsletter or website as long as you include the following bio box:

Joyce Richman (www.richmanresources.com) has been specializing in executive and career coaching since she started he own practice in 1982. She works in a variety of environments including: higher education, manufacturing, sales, marketing, media, technology, pharmaceuticals, medicine, banking and finance, service, IT, and non-profit sectors. A member of the adjunct faculty at the Center for Creative Leadership, Joyce is certified to administer a number of feedback and psychological instruments. Joyce is a weekly guest on WFMY-TV and the career columnist for The Greensboro News & Record. She is the author of Roads, Routes and Ruts: A Guidebook to Career Success and co-author of Getting Your Kid Out of the House and Into a Job. A popular speaker, Richman conducts seminars and workshops throughout the United States, Canada and Europe. Her coaching profile can be found at TheCoachingAssociation.com.

Good questions focus on the future and explore ways that applicants can contribute to the company’s goals and objectives. Good questions keep the discussion energized and positive. Bad questions sound critical, cynical, confrontational, and close-ended.

Good questions: What are the qualities of your most successful employees? What are some of their greatest accomplishments? What direction is the company heading? What would you like me to achieve in the first 30 days, 60 and 90 days on the job? What training would you like me to complete so I can get up to speed as quickly and effectively as possible? What do you consider important for me to know about this business culture?

Good questioners demonstrate their listening and processing skills by connecting, combining, and confirming key elements of the conversation with good builds. For example:

“Tell me more…” “Please expand your thinking about…” “What I understand you to say is…”

Good questions open the discussion, invite interviewers to educate, elaborate and inform, to be experts, to be good stewards of the company.

Good questions, asked badly, suggest that questioners already know the answer, want confirmation or recognition of their points of view, or are trying to control the conversation. Examples are: “Is (or isn’t) it true that…?” “Can you confirm that…?” “Would (or wouldn’t) you say that…?” Each of these leads suggests the obvious response is a “yes” or “no”. Close-ended questions can stop the conversation in its tracks or take it in a direction that neither the applicant nor the interviewer want to go.

Bad questions focus on “What’s in for me?” These questioners want to know about compensation, benefits, vacation, time off, and exceptions to the rules (“If I’m supposed to start work in the next six weeks that just won’t happen.  I have to go on vacation… I bought my tickets before I knew I’d be interviewing for a job… they were expensive… my family is counting on me to attend…”)

Bad questions target what’s broken and who broke it. Instead of asking, “Why did you fire the last person who held this job?” ask, “What skills and abilities are you looking for in the person you hire?”  Instead of asking, “Why is this company in so much trouble?” ask, “What direction is the company heading?”

Applicants who solve problems want problems to solve and can turn potentially bad questions into good ones with lead-in statements that explain why they’re asking. For example, “I’m a problem solver by trade and training. I add value and contribute most when I protect your bottom line by finding ways to save you time and money. With that in mind, what are some of the challenges the company is currently facing and what are you looking for in the candidate who’s right for this position?”

Applicants who see themselves as efficient (and others may see as impatient) experience frustration and irritation when having to wait to ask questions that concern them most: Will you pay me what I think I deserve? Will you promote me quickly and often? Will I get the insurance coverage I need and the vacation time I deserve? If you cut to the chase too quickly you’ll be cut from the competition. You’ll have time and opportunity to get your answers after you’ve been made the offer and before you decide to accept it. In the meantime, stick with questions that keep you in the game.

* * * *

Yes! You may use this article in your blog, newsletter or website as long as you include the following bio box:

Joyce Richman (www.richmanresources.com) has been specializing in executive and career coaching since she started he own practice in 1982. She works in a variety of environments including: higher education, manufacturing, sales, marketing, media, technology, pharmaceuticals, medicine, banking and finance, service, IT, and non-profit sectors. A member of the adjunct faculty at the Center for Creative Leadership, Joyce is certified to administer a number of feedback and psychological instruments. Joyce is a weekly guest on WFMY-TV and the career columnist for The Greensboro News & Record. She is the author of Roads, Routes and Ruts: A Guidebook to Career Success and co-author of Getting Your Kid Out of the House and Into a Job. A popular speaker, Richman conducts seminars and workshops throughout the United States, Canada and Europe. Her coaching profile can be found at TheCoachingAssociation.com.

A:  Prospective employers screen applicants during the first interview and make their hiring decision after second and sometimes third interviews. If they’re going to check references, that’s when they’ll do it. Many past employers are hesitant to give work references on employees, good or bad, and limit the information they provide to only include dates of employment and job title or position.

Some prospective employers check credit reports and court records for evidence of behaviors that could negatively impact job performance. It takes time, money, and personnel to conduct these checks; three commodities that are in great demand and short supply. Therefore, only those candidates most likely to be hired are investigated. Bottom line, it’s not the reference that does you in, it’s the interview.

Most job loss applicants become apprehensive as they approach the interview, particularly when the economy is down and unemployment is on the rise. They worry most about what they can’t control; the questions they’ll be asked and those they ask themselves: “Was it the economy or was it me?” “Why was I laid off and others spared?” Worry undermines your sense of worth and narrows your perspective. Try as you might to camouflage your feelings, they show. What can you do?

Control what you can and let the rest of it go. Example: You’re worried about a reference that may or may not exist. Let it go, and if you can’t, do something about it. Call the individual who may have provided it. Indicate the (positive) lessons you’ve learned from your experience working for him, and what you’ll do differently going forward. It won’t change the past but it gives closure to it. Then, move on to what’s important; getting a job.

If you’re concerned that you’re coming across as depressed, angry, or anxious, you probably are. Your presentation may be muted; your affect, flat. If you typically feel centered and emotionally healthy, and believe your moods are tied to your employment concerns, make an appointment with a career professional who’s trained to answer your job related questions.

If you’re worried about your credit references, check them out. If you’re considered a credit risk and you’re seeking positions where that appearance can derail your job chances, get the financial assistance you need.

If those who know you and care about you have asked that you seek help from mental health professionals, do them or yourself a favor, make an appointment, today. There’s help out there for you and it’s up to you to get it.

You are not being held accountable for the American economy; you are not responsible for your company’s layoffs. Prospective employers aren’t looking to fix blame or find problems where they don’t exist. They have a job that needs doing and want to know if you can do it for them. Let them know you can by focusing the interview on your ability to be proactive and productive in ways that are measurable and quantifiable.

If you were fired and are asked “why?” be direct, honest, and succinct. Rather than blame yourself, your boss, or the company, briefly describe the situation, what you learned from it, and what you‘ll do differently going forward. Then turn the conversation to ways you can contribute to the company’s goals and objectives.

Every company that is hiring wants individuals who can work on their team, save them time and money, and contribute to their bottom line. That should be your focus, on the interview, and every day you’re on the job.

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Yes! You may use this article in your blog, newsletter or website as long as you include the following bio box:

 Joyce Richman (www.richmanresources.com) has been specializing in executive and career coaching since she started he own practice in 1982. She works in a variety of environments including: higher education, manufacturing, sales, marketing, media, technology, pharmaceuticals, medicine, banking and finance, service, IT, and non-profit sectors. A member of the adjunct faculty at the Center for Creative Leadership, Joyce is certified to administer a number of feedback and psychological instruments. Joyce is a weekly guest on WFMY-TV and the career columnist for The Greensboro News & Record. She is the author of Roads, Routes and Ruts: A Guidebook to Career Success and co-author of Getting Your Kid Out of the House and Into a Job. A popular speaker, Richman conducts seminars and workshops throughout the United States, Canada and Europe. Her coaching profile can be found at TheCoachingAssociation.com.

Resume: The longer it takes to find a job, the more you’re apt to tinker with your resume. If you’re trying to be all things to all people, you may have a document that’s too fuzzy and too long for the interviewer who hasn’t the time or disposition to plow through your prose. Focus your thinking and you’ll focus your resume.

Objective: If you’ve done a variety of things and held a variety of positions in a variety of companies, focus your objective by specifying the position you seek. When responding to an advertised position, include key words that define the opportunity and correspond to your experience.

Summary statement: You don’t need one. It’s redundant. Your resume is a summary statement.

Simplify and clarify: Bullet-point your accomplishments and reinforce them with quantifiable facts and figures that are evidence of your success.

Personal information: Stick with the essentials of name, address, telephone number, and email address. If you’re a college graduate, include the name and location of your school, your degree and area of specialization. If you had a 3.0 or better, include it. If you didn’t, don’t.

Affiliations: Include professional and civic organizations and leadership roles/chair positions you’ve held. Do not include religious or political affiliations unless you seek their employment.

Selecting your references: Ask permission from individuals you’ve worked for and believe to be professionally savvy, connected, and reliable. If they’ve moved, find them and describe the position you seek and the organization in which you’d like to work. Ask for their reaction to what you’ve shared. Listen closely to their response and the degree to which they are supportive and encouraging. If you detect a note of hesitation, check it out. If they appear cool to the whole idea, rethink your objective or find another reference.

Networking: If your efforts appear to have fizzled, don’t give up on this most important search strategy. Networking opens doors to opportunities that can’t be reached in other ways. It’s a fact; more jobs are available than are advertised. Your quest is to find them. To do that you’ll need to talk to the people who know where they are.

Before you start making random calls, be sure you can succinctly describe what you do best. Then look for people who specialize in the field you want to enter or continue working. If you don’t have natural access to them, talk to people you know personally, who work in jobs that interface directly or indirectly with these people. If you’re not sure what your friends, neighbors, and acquaintances do and where they work, find out. Ask them.

Networking is a technique that enables you to connect your questions to the information you need, that takes you to the people who know, who in turn can introduce you to the jobs you want, and those who hire for them.

Yes, I hear you. Networking may not be for you if you don’t like to ask favors of people you know and like, or of people you barely know and don’t know if you like. You may be reticent, hesitant or reluctant to get out there and meet and greet. Get over yourself. You say you want a job, one that’s better than the one you currently hold or the one you no longer have. That’s going to take courage, creativity, focus, and connections that you’ve yet to fully tap. Start networking.

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Yes! You may use this article in your blog, newsletter or website as long as you include the following bio box:

Joyce Richman (www.richmanresources.com) has been specializing in executive and career coaching since she started he own practice in 1982. She works in a variety of environments including: higher education, manufacturing, sales, marketing, media, technology, pharmaceuticals, medicine, banking and finance, service, IT, and non-profit sectors. A member of the adjunct faculty at the Center for Creative Leadership, Joyce is certified to administer a number of feedback and psychological instruments. Joyce is a weekly guest on WFMY-TV and the career columnist for The Greensboro News & Record. She is the author of Roads, Routes and Ruts: A Guidebook to Career Success and co-author of Getting Your Kid Out of the House and Into a Job. A popular speaker, Richman conducts seminars and workshops throughout the United States, Canada and Europe. Her coaching profile can be found at TheCoachingAssociation.com.