From the Music Industry to Own Business

From the Music Industry to Own Business Success Story > From: Job To: Startup From the Music Industry to Own Business “I wanted the freedom to choose where, when and how I worked, as well as whom I worked with.” * From the Music Industry to Own Business Caroline Wylie was feeling uncomfortable withthe moral direction of the accounts she worked on, and a boss whom she didn't click with. So, working for herself became anappealing next step. Here's how she found a financial route to make her shift bothpossible and safe. What work were you doing previously? I'd trained as a music business admin â€" I did a course whose in-house record label have previously produced Belle and Sebastian and Snow Patrol. I landed my dream job shortly after completing the course, working for London Records and then Sony. Later, I shifted sideways into advertising, where I worked for big companies like AMV:BBDO and Euro RSCG Riley (HAVAS). It was very much a 9â€"5 role. What are you doing now? I run a virtual assistant (VA) business â€" we complete admin on a freelance basis. I started about 15 years ago which makes me one of the 'older' VA businesses. It's a big change from working for big corporates. How did you feel in your work before you decided to make the change? It was frustrating working for companies where you could see how much money that you made the business, but where you didn't necessarily see the rewards. Change took such a long time to happen â€" if I wanted a new computer or to change how I was working, it took months to get it approved. I was a serial job hopper â€" I would do 18 months to two years in a role and then get bored and want to do something else. Why did you change? Short version: I wanted to wear jeans to the office every day! Working in music is tough (and not particularly well paid), and while there were opportunities to climb the ladder in advertising, I wasn't convinced that it was what I wanted to do... When was the moment you decided to make the change? I'd been feeling a lack of control about my job for a while. I was being asked to work on certain accounts that felt morally wrong to me. I wanted the freedom to choose where, when and howI worked, as well aswhom I worked with. I also had a boss whom I just didn't gel with, which is so different to how I normally worked. It made me look into working for myself, and the whole thing just fell into place. How did you choose your new career? Being a VA had appealed to me for a while, but until I found out about being able to fund working capital via loan funding, I hadn't seen how I could do it as a singleton with a mortgage to pay. I've always done admin roles. I tended to work faster and be more open to new technology compared to other PAs I knew. 15 years ago, being a VA was very novel â€" I got some great PR which really helped to launch the business. Ironically, it also spawned a lot of interest from other people who wanted to become VAs and I continue to help them via the Society of Virtual Assistants (which supports UK-based VAs). Are you happy with the change? Very much so! By becoming a VA, I've been able to cure the 'wanderlust' of job hopping â€" working with different clients is like having a new job every two to three months. I learn all about different industries, different kinds of marketing, new CRMs, or software. I'm continually learning, and I love it! Personally, it's been great because the business has been able to adapt as I've grown up. I started as a young professional singleton; I'm now middle aged and have a husband plus two kids. Being able to work part-time has been great and it's let me indulge other interests too â€" I mentor young people one day a week and I've also renovated a Victorian tenement whilst working as a VA. The great thing about being my own boss is that I make the decisions. What do you miss and what don't you miss? I do miss the Christmas parties... That camaraderie is hard to replicate when working alone. It's something we try to recreate with Society Of Virtual Assistants and there are lots of VA meetups, which I love. I don't miss office politics, I don't miss the morning rush hour, and I certainly do not miss my suit! How did you go about making the shift? I went to a business start-up show and suddenly realised that I could make it work financially. Within six months I'd told my boss what I was doing, built a website, and gone part-time at work to make a real go of it. What didn't go well? What wrong turns did you take? Numbers really aren't my thing. The Princes Trust really helped with planning cash flow and made me realise I was going to have to work at least part-time in my day job for a while. I ran into a copyright issue with the name I'd chosen just a few months into the business. Fortunately, I managed to resolve it, but at one point I thought I was going to have to scrap six months' work, lots of investment into design, and all the publicity I'd generated. Through the years I've hit points where it seems like it would be easier or more profitable to go get 'a proper job', but really it's a case of 'the grass is always greener'. The reality of having to get up at the crack of dawn to drive through rush-hour traffic in my suit usually convinces me that it's worth persevering! How did you handle your finances to make your shift possible? I had some flexible soft loan funding from The Prince's Trust. I also had a Business Gateway grant of £1,000 ($1250) for people under thirty starting a business. It sounds like a lot, but the barriers to entry back then were a lot higher. My website and phone system alone cost £5,500 ($6900) back then â€" today you could get the same sort of systems for £500 ($630). There was no Plan B â€" my mortgage needed paying â€" so I remained part-time working for about 18 months whilst I built up my client base. The business has always run full-time even when I've been working part-time though. Having no safety net probably pushed me outside my comfort zone. I had to be ambitious and tenacious otherwise I'd be back in that suit! What was the most difficult thing about changing? My brain. It's hard to do something which is scary and which perhaps you've never done before. One phrase which I found useful was 'Well, what's the worst that could happen?' and usually the answer was 'Well, you could be in the same situation you are now...' so I had nothing to lose by trying. I also suffer from perfectionism â€" I don't want to launch something until it's perfect. But really there's no such thing: done is better than perfect. You can always tweak it later. What help did you get? The Prince's Trust â€" their help was invaluable. Business Gateway â€" the Scottish version of Business Link â€" which still has some face-to-face help to support new or expanding businesses. My family â€" luckily my dad is self-employed and that was very useful when I needed to ask questions or find out whom I needed to speak to. What resources would you recommend to others? As a VA, do check out the Society Of Virtual Assistants. For service-based businesses, I always recommend C.J. Hayden's book Get Clients Now â€" it's all about marketing yourself. The E-Myth Revisitedby Michael Gerber is also worth a read. What have you learnt in the process? Oh, everything! Genuinely I learn something every day. In terms of change, I learned that planning change and thinking of the most-likely scenarios makes most things possible. What would you advise others to do in the same situation? Cash flow your project. Speak to other people who are already doing what you want to do â€" you will be surprised by how helpful everyone is. To find out more about Caroline's business, visit www.virtuallysorted.com. What lessons could you take from Caroline's story to use in your own career change? Let us know in the comments below.

How Much Will Writing A Resume Cost?

How Much Will Writing A Resume Cost?The average cost for resume writing services vary depending on the type of service provider you choose to work with. The best way to choose the best firm is to figure out a ballpark figure for each service and then compare those costs.The best way to find out what it will cost you for resume writing services is to use a variety of different sites and pricing calculators to figure out what it will cost you to write an essay. This works well if you need help determining how many resumes you need written or how many hours you will be working. If you do not need to work this much time for resume writing services, this method will not work well for you.Then the next method to determine how much it will cost you to write resume essays is to check the samples provided by the service provider. This is also a good idea if you need help determining how many resumes you need written. Many professional resume writing services provide samples of their work and you can get a good idea about the length of time it will take to complete the project.The next method to use to determine how much writing services are going to cost you is to find out what the rates are for different types of projects. Many people do not know this but you can get a huge discount on your projects if you write in a certain style. Many writers will offer to cut your rates in half if you are willing to work in a certain style.The most common method to determine the average cost for resume writing services is to check into the reviews submitted by current clients. Many people who get great job offers and this is because of the reviews they have left for the resume writing service they hired. You will want to read through the reviews and make sure you get an honest one.It is also important to do some research work to find out how much writing services are being offered and for how long. There are many companies that are going to give you very low rates for large projects but then charge you more for smaller projects.A good company will give you their charges at the beginning and end of each project so you can see what you are paying for. You can also make sure you know what your project is going to cost before signing up with any company to get your resume written.As you can see, there are many ways to find out the average cost for resume writing services but the best way is to use the free method to get a feel for how much writing services will cost you. Then once you know this you can get a feel for how much you can expect to pay.

(En)Counter Culture - Personal Branding Blog - Stand Out In Your Career

(En)Counter Culture - Personal Branding Blog - Stand Out In Your Career Whether you realize it or not, we are at a pivotal juncture in the marketing and advertising industry. This industry is one that is (and always has been) located at the point where information, entertainment, politics, technology, society culture converge. The last four elements listed have become more prevalent since the turn of the century. The byproducts of these have affected the way we as marketers and advertisers work as well as the ability for companies to maximize revenue. Many business owners don’t know where to begin and feel overwhelmed at the thought of figuring this out on their own. Thus, I mark my return, inspired by an upcoming session at Seattle Interactive Conference, fully equipped with the answer: it all starts with culture. The word culture, when used in our industry, is much like the word brand. Both words are often used interchangeably with terms that are, in fact, components that define each concept in part (i.e.: logo vs. brand or customs vs. culture). This type of misuse makes it hard to do what’s best for your business when it comes to making the best connections with your customers via clarity and effective communication. Since the controllable detail within communication is internal, this is as good a place to start than any. One of the initial references to culture in business is that of comfort or convenience. Many companies â€" from startup to large conglomerate â€" provide their employees with amenities to make an employee’s workday easier. These comforts at work can include snacks or meals, spirits and beer, exercise facilities and, of course, diversions such as ping pong, foosball or console games. Please note: I am not here for the amenity slander. I see each and every one of these enhancements as a wonderful and even functional addition to any workplace. However, the problem that can arise comes when business stakeholders stop at this stage. When companies call the distribution of these frills alone company culture, the change in the quality of work is ultimately marginal. True culture, in a business sense, is more than just comfort or convenience. In order to address culture as a way to improve your company, it is best to approach all aspects both individually and collaboratively. Identifying ways to improve internal company culture is an advantage beneficial to all businesses. Yet and still, this is only one method of brand enhancement. Comfort and convenience are good pillars on which to build your company’s culture. Next week I will present another principle of culture that will help better your business and your brand.

How to Manage Highly Engaged Teams

How to Manage Highly Engaged Teams When working in a team environment, many managers reasonably assume that treating people differently is a bad thing, and showing favouritism, bias or nepotism is never going to help in those regards it certainly is. However some of the best managers I have come across are those who have been able to understand how individuals like to be managed, and what type of approach they respond to above others. The most successful managers I have seen in my career have been able to adapt their style to suit individuals within the team, whist managing the team as a whole to achieve a common goal. This is quite a balancing act, as people will require different approaches, the truth of the situation is that everyone has different personalities, and the more discussion that connects with each person the better. Acknowledging limitations while building on strengths: The key to being a successful manager is a combination of understanding those who work with you and understanding yourself. There is too much negative focus placed on people’s weaknesses or limitations, but it is nonetheless important to know what they are, and to acknowledge them. Some of the best leaders in history have not been well-rounded, and this does not mean you are any less of a leader, paradoxically it is more important to be very good at a few specific things, that suit your given area, than trying to be good at everything. There simply isn’t time to build a specialisation in everything, and those who try often risk lacking depth. Knowing your limitations will allow you to find and recognise in others the potential strengths that you may be lacking, and surrounding yourself with those skills not inherently found in yourself will give you a strong team. It is important to celebrate the strengths of the people who work for you and allow them to further build on those natural abilities. Don’t judge: It is easier said than done, but a fundamental part of developing individuals and making improvements is to remain open-minded about their behaviour or the causes behind certain actions. It is often easier to assume you have understood a person’s motivations based on past experience of their character, but in a work situation where you are encouraging them to make changes it is important that you give them a second chance in explaining their actions before you assume you know what has occurred, or you could lose them when they were actually on-board. If you are someone who normally reacts quickly to situations, it is especially important not to react at all. Time will allow you to consider other avenues, and you simply have to give people the belief that you will see them change. If you are usually the type of person who doesn’t openly react, you might have the opposite issue where a person may not realise the  seriousness of their actions and it is imperative to explain these at a time when things are going well (rather than at a time of conflict) and ensure they understand they must make the changes required. Define your management style Speaking broadly, I think most managers fall into four approximate categories. The key to successful  management  lies in a combination of good understanding both of yourself, and those who work for you: 1) The Authoritative Boss: Key Characteristics:  Strong  management  style, able to influence to a high level, managing through concern to achieve results. This manager is able to push their staff to new levels and they find their teams deliver best when they are managing them very closely and reporting to them frequently. Many managers in this category feel this is the only way to achieve consistent results, although they can push too far at times. They tend to be very good at delivering short-term results but in the long term can have complications building solid teams as they create very competitive environments. They are more often found in firms with classical heavy hierarchies, or sometimes within owner-managed businesses. This can be any kind of SME business (within asset  management     family offices, private equity funds, hedge funds, or small law firms). Structures where the majority of decisions are taken at higher levels with little team communication. The manager maintains the team through occasional praise, although this is not consistent and team members are left trying to please. Often such managers have been trained in this way and assume this is the right way to keep on going, and they do work well, especially in more transactional environments, where dealings are at a higher-volume, with shorter-term involvement. Typically team members are more junior, so for example, would probably be successful managing a team within a Transfer Agency environment due to their focus on urgency and results. 2) The Analytical Activator: Key Characteristics:  This is the  lead by example  management  style where the manager is leading the way in setting expectations and standards. Work is organised according to tasks, priorities and assigning these to team members, then overseeing them through to completion. These managers are typically well-organised, with good concepts of time and priority. Such managers are very good at overseeing complex projects where there are several different ongoing requirements that need to be juggled, but at times they can become very ‘hands-on’ and take on too much. This type of manager is well suited to a Programme or Project  Management  role, or a position that requires a strong operational component, such as Risk Compliance, where needs can be analysed first, and then delegated to appropriate team member(s). They keep their team  engaged  through effective allocation of tasks and the freedom to complete them. This style of  management  requires hiring team members who are highly- motivated and competent in their own roles, or the manager will be compromised. Activator managers often display inherent skills in understanding complex problems and are able to carve out suitable business frameworks from new understandings, they simplify complexity. This is therefore a very useful  management  style for areas of business that require in-depth understanding of the business. This is the type of manager who will have all bases covered, projects completed to schedule, and a team where each person has clearly defined roles. This is a very pragmatic and responsible manager, and I often see many managers of this ilk reach Chief Risk, COO or CEO positions as a result of their strengths. 3) The Visionary Leader: Key Characteristics:  This is the type of style which combines strong interpersonal skills with business relations, with a strong ability to inspire, motivate and energise teams. Although this  management  personality suits many people who reach the top of organisations, the more classic examples of this type lie outside of finance and make me think of Politicians, Activists, and your classic CEOs of FMCGs. They are normally those with a personality that is seen both inside and outside their business. They provide long-term direction and vision, both through common discussion with the team and through their own unique ability to understand the business, which is the reason they are often found steering firms large and small. In order to lead, people have to follow, and this  management  style is very effective in giving people the hope and vision to develop the organisation into a better place. Organisations lacking in direction hire visionary leaders to turn them around, as they pro vide the vision and the belief that can make things change. In order for this  management  style to work effectively, the leader must develop their employees, and they must appear credible. This is about both style and substance, and it is only in this combination that visionaries make successful leaders. Managers who have this style can come from any area of the business, but often people who have this style come from sales, relationship  management, or investment backgrounds, as these people often have the combination of business and interpersonal skills, with being good under pressure, that are required to be successful in a visible role like this. 4) The Friend and Mentor: Key Characteristics:  These managers are close to their staff. They approach their teams with a depth of understanding and a depth of feeling that brings their team towards them, given that they take the time to understand individuals within their teams, and what their strengths and weaknesses are. Because of this understanding, people working for them respond to them very positively, as they have taken the time to establish how they like to be managed and this leads to honesty and trust. Employees are given clear career paths, and feel they know where they are going. As well as understanding individuals within the team, these managers appreciate the differences between them, and are keen to see harmony among their employees, creating a pleasant place to work. This style can also involve a lot of meetings, as individuals are typically invited to share their views, and consensus of approach is sought. This  management  style works best in environments where there isn’t a large amount of stress and where the manager will have the time to approach issues with the time they require to get the best out of their staff. While they are the best managers at giving personal help to their employees, this manager isn’t so effective if the employee is more task-oriented and not really interested in having a relationship with them. In order to avoid this, the  Friend and Mentor  manager needs to ensure that they hire staff with the same kind of approach, those who are looking for a friend as much as a boss. Conclusions: Im afraid I have to mix everything up again!  I think it’s instinctive to analyse yourself whilst reading the various personality styles and to assess yourself; which style is most similar to yours, your personality and character. That approach is probably the best you have found, the winning style most of the time. My guess is that while you probably felt akin to a particular style, you realised you were similar to a couple or more of them, and you didn’t fall neatly into any one of the boxes. No ‘right’ path to  management: I am not really a fan of putting people in boxes, and with  management  much like anything else, I don’t think it works.  There is no ultimate  management  route out there, no ‘right’ way that works above others. The best leaders use all styles, in the right combination and at the right times, to achieve the results that they need. While it is true that certain traits come through more in one person or another, it is very rare for effective managers to use one style exclusively. It’s all about balance, between you and your team, the workload, the hours and the energy you put into it. If one party feels they are pulling all the weight it ultimately doesn’t work. You could look to those last  techniques  to try and help you address that, as there is good in all of them. It could be that more direct  techniques  might help, or on the opposite hand, giving your team more flexibility might help your team to feel good, and help you to redress the balance. Why balance is important: Just because you are the manager and have the final responsibility it doesn’t mean you need to be working late every night, and just because your team members are doing well this isn’t the cue for you to disappear. At a fundamental level we are all just the same, with personal drivers and emotions, regardless of title or hierarchy. If one of us feels the balance is out it affects everything and everyone else. Imbalanced teams don’t work effectively although sometimes it isn’t clear why, because on the face of it everyone is pretty good. This is the reason that many organisations with heavy hierarchies lack fresh talent and innovation. Also, some organisations that lack clear reporting lines and decision-making powers don’t get anywhere fast. Finally, and I know someone  will  kill me for writing this, but I think it is important to have gender balance, if possible, in organisations. I just believe that on every level, organisations work better this way. Too much of one or t he other invariably leads to problems, and I think we all know what that imbalance can feel like. Reflect on the following : directing / telling , leading / following , mentor / friend , do-er / activator. I deliberately placed the words side by side, I think the human brain has a way of automatically zoning in on one, but the right response is good use of all of the above. I personally err more on the side of  directing  than  telling, but I know you need both at times, especially when you have deadlines and need to get things done. Be up for the challenge: There is no secret to good  management, it is challenging, and there are always new things you discover. I find that often much of the learning isn’t about others but actually about what they tell you about yourself, and sometimes they are the hardest things to follow. I believe it is a little more straightforward when managing a team with more transactional-based work, but the minute that complex business issues and client relationships get involved, it becomes more difficult. In order to manage well, it isn’t just about good ‘management’ skills but also human or people skills. I deliberately use the word ‘human’ because I think it is much closer to what I mean than ‘interpersonal’ skills. That word gets banded around a lot, and to me it has lost a little meaning…  There are no short-cuts. It is the same qualities that people look for in other people; honesty, hope, trust, and compassion, that create the kind of leaders that people want to follow. Management  is just another term for dealing with people, which requires you to understand your staff on a personal level, not as your employees, but as people that they are. Only then can you motivate, mentor and develop them into becoming the best that they can be, and that is the only sure route to building a strong organisation. Author: Rana Hein-Hartmann is Director EMEA of  Funds Partnership,  a specialist firm for mid-senior hires in Asset Management and Asset Servicing operating throughout Europe and Asia. RELATED:  Are You a  Manager  of Teams or a  Leader  of People?

How to Present a Resume As Objective

How to Present a Resume As ObjectiveIf you are looking for resume writing tips for objective, then this article will show you some of the ways that you can benefit from it. Objective is one of the first things that many people think about when they write a resume, so learning how to present it in the best way is one of the best resume writing tips for objective.To start with, consider how you will be presenting your objective. It is important to think about what it means to you. For example, if you have been working as a customer service representative for a long time, your objective should be to help others, not get paid by doing so. You may want to make it more personal, such as 'I want to help people'I want to be able to do something that makes me happy'.Once you have chosen your objective, write your job description. Your job description should be clear and specific, and you should outline the responsibilities for each position in your company. If you can include objectives that apply to each job description, you can also use them throughout your resume.Be sure to include your business name as well as your phone number, address, fax number, and e-mail address. Keep the contact information organized. This will make it easier for recruiters and hiring managers to contact you if they need to interview you.One of the best resume writing tips for objective is to explain your position in detail. It should not only include the job title, but you should also mention the duties and responsibilities that you will be responsible for.Remember that employers do not look at the content of your resume. They are looking for keywords. You should be using relevant keywords that are linked to your objective.Once you have finished writing your objective, think about how you will attach it to your resume. Try using bullets, bold text, or a heading that lets the reader know where to stop reading the resume.In conclusion, if you are trying to get your resume noticed, think about how you can present your objective. It will help to focus on the 'who' rather than the 'what' of your job.

10 Things that can Really Bomb Your Job Interview - CareerMetis.com

10 Things that can Really Bomb Your Job Interview Source â€" Pexels.comYour interview is with a reputable organization and there are significant opportunities for advancement.If you practice these 10 steps, however, you will look like every other candidate and reduce the chances of getting recruited to zero.1. Have askin-deep understandingof the organizationThis is an effective way to communicate that they’re not all that important to you and that whatever their challenges are, your skills and experience will save their day. Make it about you not them.2. Showing minimal interestevalMention that they are only one of many organizations vying for your talents so it’sno big dealif they want you or not.3. Stress yourplanning skillsand the strategies you have developed in previous positions. If you have no practical experience creating strategic plans, promote the business courses you have taken as the primary tools of strategy success.Point out that the strategy development process is, after all, an academic exercise. Wax on about th e importance of spending as much time on the plan as needed to enhance the probability of success.Never mention theimportance of plan execution; it’s messy and definitely not a “sexy” thing to talk about.4. Focus on the importance ofbeing perfectSay that your education has taught you to be a perfectionist. Show that you will go to great ends and spend as much time as is necessary to seek perfect solutions to the challenges you are given.This will definitely display your immaturity and enhance your non-candidate status.5. Bevery generalwhen answering the question “What are your strengths and weaknesses?”It’s very important to be as vague as you can. You don’t want to be pinned down with anything specific as you could be pressed for specific achievements.evalFor strengths, use phrases like “strong interpersonal skills”, “a good team player” and “effective communicator”.For weaknesses, “I take on too much” or “I haven’t solved the work-life issue yet; I work too much” are good responses.6.Don’t askthe interviewer tough and penetrating questionsLob gently to enable the interviewer to feel smart about his answers and superior to you. This is critical for not standing out.You don’t want the interviewer to feel that you are interviewing him to determine if your interests are best served by their organization.7. Wear standard boringbusiness attireevalIt’s important to not display any imagination orwillingness to be contrarian.8. Play down yourambitionYou will certainly be asked where you would like to be in five years. Don’t make it appear that you have bold aspirations to advance. Avoid being specific.Possible answers to consider are “If I do a good job I would like to get a promotion at some point” or avoid the matter completely by answering “I don’t really know. I just want to make a solid contribution and trust that my efforts would be duly recognized.”9. Never show you have abackboneRun from pointed questions. Avoid sticking your chin out with anything that could be construed as controversial.10. Be ready for the “Why should I hire youas opposed to one of the other applicants?” Your answer to this is critical if you don’t want to be viewed as remarkable and unique. The key is to actually ignore the intent of the question.Talk about what you think are your strengths and ignore the fact that everyone else has them. Paint yourself into thecrowd of peoplewho generally have the skills and experience you have. You can’t be identifiable in the crowd.Follow these steps and you will blend in with all other interviewees; step out and you will be noticed and just MAYBE get what you want.Which do you choose?

Assessment Centre advice - QA - Margaret Buj - Interview Coach

Assessment Centre advice - QA This article is a QA with Jeremy Kin. Mr Kin is an MSc organisational psychologist, assessor and coach at JobTestPrep. Listen to him give his invaluable Assessment Centre advice to a JobTestPrep team member: Why are the Assessment Centres used? Past research has shown that Assessment Centres are good at simulating real workplace scenarios. In particular, they can induce real stress and show how people interact with both superiors and subordinates. As an assessor, what is your role at an Assessment Centre? My role is to assess candidates in four main areas. Let me break them down for you: One is cognitive skills. This includes the candidates ability at coming across intelligent, planning ahead, seeing the full picture, self-expression, being creative, fluent thinking, procedural thinking and being aware of the consequences of their actions. The second area I explore is the candidates working etiquette. I look to see if the candidate is serious, energetic, reliable, independent, initiative-taking, task-orientated and competitive. But! Its important to remember that different traits are valued differently depending on the position you are applying for. So, be sure to research the position before attending the Assessment Centre. Next, we have interpersonal capabilities. Whether the candidate is cooperative, easy to get along with, empathetic, a good listener, compromising and respectful of his or her superiors. Truthfully, I am really focusing on the candidates criticality of others and, if there, how it is used in a constructive manner. Meaning, how do they cope with criticism? If its relevant, the last category I look into is managerial capabilities. Is the candidate assertive, dominant, capable of making decisions? Does he or she show strong leadership skills and the ability to motivate others? In your opinion, how do people usual slip-up during an Assessment Day? Stress is a big one. Many candidates allow stress to manage them instead of managing the stress they feel. Secondly, their approach or passive or aggressive behaviour. You have to realise that the Assessment Centres can last for hours. As the hours pass, candidates become angry about a situation they deemed stupid. They become easily offended by the psychologist or other people in the group. Always remember to not take anything personally and breathe. Is there anything a candidate could do at an Assessment Centre that would be an immediate red-flag? Being disrespectful to the situation or the psychologist. This is apparent when candidates roll their eyes, laugh inappropriately or answer their phones during Assessment Centre activities. Dont be offended by the psychologists behaviour! â€" It is often intentional to see your response. What really impresses you? It depends on the role I am assessing. In general, I look for calm, task-orientated candidates who take the day seriously and are respectful to others. Furthermore, determination â€" when the candidate keeps trying even after he has failed personally or during a group exercise. Do you have any Assessment Centre advice â€" particularly when a candidate interactions with the psychologist? The psychologist is your manager for the day. Approach the psychologist as you would your manager in real life. How should candidates go about introducing themselves? Firstly, in terms of non-verbal communication â€" sit straight, look others in the eye, be confident! As for what to say start with biographical info, then your education (what/when/where) and then go on to your work experience. Do you have any advice for candidates who are requested to give a presentation at the Assessment Centre? Dont put hands in pockets. Look your audience in the eye, confidence is the key! Also, be aware of your time frame. Ill give you another tip. If appropriate, appoint someone in the group to watch the time for you and let you know when to move on â€" this also shows the assessor that you have taken time into account. And, of course, be clear! Your presentation should have a clear structure. Introduce your topic in a nutshell. Present the problem, present your answers, summarise and leave room for questions. Do you have any advice for the group decision-making exercise? In the group exercise, be sure to express your opinion and be willing to really listen to others opinions. Moreover, if after assessing the legitimacy of someone elses opinion you deem it to be better than yours, you should be willing to accept their opinion. If, however, you think its not â€" try and convince the others that your opinion is more suitable. Can you give any advice on the in-tray exercise? The big issue around in-tray exercises is prioritising. I recommend splitting the tasks into three: very urgent, important and can be postponed. Start addressing the most important things. What the Assessment Centre assessor is looking for is differentiation.  For example, if you decided that your priority is a budget meeting an hour from now, this makes all items to do with budgets critical. This means that an email about your sons birthday or other important company issues is not your first priority. If you have two urgent matters and have to decide what to prioritise, you have to make a decision that you will be able to explain later. It is important that you are aware of your decisions and that you can explain them. My last piece of advice is that while it is important that you take care of critical matters, less critical tasks can and should be delegated to others. You should take advantage of websites such as JobTestPrep who allow you to take full-length in-tray exercises. How can candidates prepare for an Assessment Centre? Is there such thing as Assessment Centre practice? Know the job you are applying for and being aware of the skills that you will need so that you can best play to your strengths is a start. You can also become familiar with the tasks used at your specific Assessment Centre â€" knowledge is power as the saying goes. Another tip is trying and integrate some de-stressors before or during the Assessment Centre. This could be as simple as having a cup of coffee, talking to someone from the group or reading your favourite novel â€" whatever works for you. My company, JobTestPrep also offers a real Assessment Centre simulation, conducted face-to-face. This is a great way of reducing your stress by giving you the awareness of how the real day is likely to pan out. Do you look for different things at a Graduate Assessment Centre? Not entirely. For graduates, I look for potential â€" someone motivated to succeed, who is energetic and task-orientated. I would expect graduates to have the ability to learn new things, accept criticism and be respectful to managers â€" or in this case, the psychologists. Most of the other things come from experience which the graduates will learn on the job. Can you give an example of where someone really stood out at in an Assessment Centre? There was a time when the group was requested to build paper planes to fulfill certain criteria. Someone offered to do a quality assurance check for the group at the end. This indicated broad-thinking, and that the candidate was task-orientated. And when did someone stand out for negative reasons? The group was requested to build a bridge out of pipe cleaners and forgot to add a platform for the cars to reach the bridge. When asked why they didnt build a platform, instead of taking responsibility for their failed planning, the group made the excuse that they werent asked to do that â€" which exhibited narrow-mindedness. Do you have any other Assessment Centre advice? Yes! Approach your Assessment Centre day knowing that you are the only person who is responsible for the impression you make. Dont make excuses like the psychologist isnt nice, the other people in the group are too aggressive, I felt awful. Regardless of all environmental scenarios, it is you and you alone who are responsible for your behaviour at the Assessment Centre.

How to avoid being overwhelmed by your job hunt -

How to avoid being overwhelmed by your job hunt - The secret of getting ahead is getting started. The secret of getting started is breaking your complex, overwhelming tasks into small manageable tasks, and then starting on the first one.” â€" Mark Twain, in The Success Principles, by Jack Canfield It seems obvious â€" you can’t be successful until you get started.   You can’t get started on everything at once, so break it down and work on one thing at a time. My friend who is a business coach, Cindy Petersiel, introduced me to a term that describes this basic, yet important idea: “chunk it down.” (Although, I have to admit that I’m not a big fan of the term itself. Something about the word chunk doesn’t appeal to me. The concept, however, is very sound!) As a career coach, I advise my clients to “chunk down” their tasks so they won’t be overwhelmed by the process of finding a job. It’s great advice for any of us facing lots to do and not enough time. (That pretty much describes most people I know!) Some tips for “chunking it down:” 1.) Review your assignments and goals. Create a list of everything you need to do. Make sure you have a complete picture of the tasks and create a time frame. 2.) Break down the project into natural segments. “Write a resume” may be one project. “Make a networking plan” is another task. Prioritize the segments and think about how much time each piece will take to complete. 3.) Focus on one thing at a time. Compile a daily “to do” list. Make sure it is reasonable; don’t give yourself too many tasks on one day. Depending on the job and your patience, you may need to further chunk down the steps. (No one should expect to write a resume in a day!) To decide what to do first, consult your list of priorities. To keep your focus, try to include some fun, interesting or simple tasks early on. If you’re doing things you enjoy or finish rapidly, you’ll give your project a boost and quickly check things off of your “to do” list.   4.) Plan ahead. Make sure you have everything you need to work on your task as scheduled.   5.) Seek help. It helps to have a good support system. Ask for advice when you’re really stuck and to ensure that you are on the right track. I have great news for you! Help is on the way! My friend and colleague, Hannah Morgan (@careersherpa) and I have created a guide to job search like you have never seen! It’s our new eBook, You Need a Job, 5 Steps to Get One. It is an end-to-end guide to how to get a job: 29 chapters outlining the five things you need to do to succeed in every step of your job hunt. When you are among the first to buy a copy, you’ll also get some extra special bonuses…Keep an eye on this blog for details…We will be launching on June 11th! Remember: nothing happens until you take action, and we are guaranteeing that you will learn important tips from our book or your money back! Dont miss Hannahs post today: Time is money speed up your job search. Stay tuned for more tips to get you off on the right foot as Hannah and I prepare to share our book with you! Photo by prodigaldog