If you're considering the development of your own brand, or merely thinking about how to become a better leader, I urge you to invest the 18 minutes and 4 seconds it takes to learn the science behind Simon Sinek's quintessential TedX Talk.
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Are you a multipotentialite? If so, what are you doing about it? If not, are you giving room to those who are?
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A European client who's frequently at the cutting edge of technology and marketing yesterday forwarded HBR's The Rise of the Chief Marketing Technologist article by Scott Brinker (CTO at Ion Interactive) and Laura McLellan (research vice president at Gartner).
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A major component of networking, as classically defined in the career development world, is realizing that networking is a long-term investment—a concept that Shauna Bryce speaks eloquently about in our joint Eye on the C-suite presentations.
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I sat there with a golden ticket for someone. I had my target list of potential candidates, carefully assembled by our research team. And on that list, I would periodically come to names that I couldn't readily pronounce.
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Is it important to be able to talk about yourself at a high level? Yes. That's the purpose of developing an aggregate understanding about yourself and your career, which is really what an "elevator pitch" is. But that should lead to an in-depth conversation, in which you should be equally skilled.
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I work with MBAs all the time. Newly minted. Mid-career. Senior MBAs. They're all smart people, and pretty great to boot. But probably half struggle in the same ways the rest of us struggle, asking, "What's my value in the world?" and "What do I want to do next?"
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Let's face it. Writing a LinkedIn recommendation—even a really good one—isn't going to win you any literary awards. In fact, your beautifully crafted copy will these days be cemented to the absolute bottom of your subject's LinkedIn profile. No fame for you today.
So why try to write a great LinkedIn recommendation? Why not just dash off a few lines of well-trodden, risk-free copy used by so many others?
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Angela's three LinkedIn Pulse posts, as of today's date, reflect a professional who is in possession of her strengths. Her June 23, 2014 "Starting Anew" post is particularly reflective, as she offers insights into the first 30-90 days of her own new job at Apple.
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Still, working at Google is rightfully coveted, and Business Insider's recent Here's what it's REALLY like to work at Google, the 'world's most attractive' employer article offers a glimpse into the life of a Googler.
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As an executive résumé writer and career coach who has long-worked with Fortune 50 executives, I've also long-noticed that CEOs—somewhere in their early careers—either founded a company and drove it to success, or in some other way faced a wall of professional accountability that might have crushed their peers.
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If you're a recent or about to graduate humanities student, read the whole article, top to bottom. Then, if you're interested, start doing the research and the networking to make it happen. The way you think is valuable.
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"Liberal arts majors take on a wide range of roles." Of interest, fourth on the list is folks in project management. When I reflect on the swath of project management professionals with whom I work up and down the west coast, a lot of them have degrees in the humanities.
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From Ben Horowitz' "the hard thing about hard things is that they don't have a formula" to Jason Fried's coauthored startup book, 'Rework.' (If you missed it, be sure to catch my recent mention of Jason Fried's not-to-be-missed December 2012 blog post about the role mistakes play in our lives.)
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I first learned about the new "ambivert" designation over lunch this week from a fellow apparent ambivert. Janet and I concurred that we've never felt right about identifying exclusively as introverts or extroverts, although both concepts have been attached to both of us, individually, depending on the environment.
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If you've ever blundered hard, and had a hard time forgiving yourself, Jason's article is a good reminder that mistakes aren't intentional. It's also an invitation to consider that mistakes might have an important place in the human experience.
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For those determined to ace executive-level interviews and beyond, this is how one of the world's most respected executive search firms differentiates itself online—by giving important insights into what it means to be an executive candidate.
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Three days ago, I caught Liz Wright's less than subtle Fortune.com article: "Five Stupid Rules That Drive Great Employees Away." Rule #2 on Liz' list: insulting performance review processes. Follow Liz on Forbes or LinkedIn, if you don't already. Her ideas are worth consideration.
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If you've never faced a search committee interview, but might do so in the next few years, take Jane's wisdom in Acing a Search Committee Interview to heart.
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If eighty percent of jobs are found through one's network—and we recently saw that even board seats follow the same 80/20 rule—then it stands to reason that one should start thinking about networking early.
For tomorrow's leaders still in school, it's not too soon to build a great LinkedIn profile, and the July 31 New York Times article Finding a Career in LinkedIn Profiles is a good start.
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