#8 Career Expert Series Rachel Ritlop from The Confused Millennial

#8 â€" Career Expert Series Rachel Ritlop from The Confused Millennial The Career Insider Podcast Apple Podcasts | Android | Email | Google Podcasts | Stitcher | TuneIn | RSSFor This Episode of The CareerMetis Podcast â€" we will be got notification from Rachel Ritlop from The Confused Millennial.This meet is a piece of the Profession Expert Series.evalDuring our meeting Rachel Ritlop shares her experience on how she went from her corporate activity to a Lifestyle Blog 1.Why you should take advantage of your current Network?2.How ATS 7.How you can transform your side hustle into a full-time business.LinksTo get familiar with Rachel Ritlop visit her site. You can likewise interface with her on Social Media on Facebook, Twitter and YouTube.Intro Music gave civility of Accelerated Ideas (www.accelerated-ideas.com). Soundtrack â€" Siren KickbackEnding Music gave politeness of Accelerated Ideas (www.accelerated-ideas.com). Soundtrack â€" No Need to Rush

How to empower employees in the workplace A guide for support teams

The most effective method to engage representatives in the work environment A guide for help groups The most effective method to engage representatives in the work environment A guide for help groups A decent business is one where workers feel enabled by their supervisors to carry out their responsibilities autonomously and find imaginative answers for their specializations' most serious issues. An incredible business is one where workers feel engaged to tackle any difficult they experience - regardless of whether it falls outside of their activity responsibilities.Building the second kind of business requires two sorts of strengthening: top-down (from supervisor to representative) and sideways (from collaborator to colleague). At the point when collaborators center around enabling one another, it prompts an office loaded with cheerful and beneficial people.Follow Ladders on Flipboard!Follow Ladders' magazines on Flipboard covering Happiness, Productivity, Job Satisfaction, Neuroscience, and more!Learning how to engage others in the work environment is especially significant for individuals in help jobs like IT, office the board, and HR. Concentrate on engaging your associates to discover more opportunity for your own work and invest less energy more than once noting the equivalent questions.The significance and advantages of enabling others at workThe thought of enabling your colleagues can be frightening. For instance, in the event that you work in IT support, a situation where colleagues endeavor to fix their PCs all alone may sound more like a bad dream than an objective to pursue.But the objective of strengthening isn't really to get collaborators to fix their own issues with no data. It's to give the data - and authorization - important to permit collaborators to fix issues without inadvertently making more.If workers have the data they have to take care of issues all alone, you invest less energy taking care of straightforward issues, and you have more opportunity to do the sorts of things that make your activity testing and enjoyable.For model, say you take care of 75% of detailed PC issues by requesting that colleagues reboot their machines. Burnin g through three-fourths of the day requesting that individuals reboot and pausing while they do presumably isn't the kind of work you'd depict as trying and rewarding.But if individuals realize they have to reboot before requesting help - and on the off chance that they're enabled and expected to do as such - you let loose 75% of your opportunity to take a shot at things that are testing and fulfilling. You have increasingly gainful time, thus do your collaborators since they're not hanging tight for you to settle their problems.Empowering others prompts more joy and efficiency for the whole office.How to engage representatives to take ownershipThere are seven different ways to enable others at work: set up trust, fabricate sympathy, request input, give guidelines, disentangle revelation, show thankfulness, and perceive limitations.But the best methodology isn't to concentrate on any single one of these techniques. It's to utilize the entirety of the strategies - in the correct circ umstances - to cause collaborators to feel really empowered.1. Set up trustIt's normal to feel a little stressed over unpracticed individuals investigating issues with their PCs or supplanting ink cartridges in the printer. Slip-ups in those regions are exorbitant and tedious to fix. In any case, to enable your associates, you need to trust them.Trust that the individuals you work with are sufficiently clever to tackle issues all alone and mindful enough to look for help when they're stuck between a rock and a hard place. Realize that mix-ups will occur - yet that it's anything but difficult to determine most mistakes.Author and authority advisor Esther Derby says associates should make a liberal translation when another person commits an error or baffles you here and there … Most individuals don't decide to be abhorrent or idiotic, so assume the best about until you have information that demonstrates you wrong.Related worker strengthening example:After seeing that their represent atives were hesitant to fall flat, originators of news distribution theSkimm established another approach: during their week after week meeting, representatives need to discuss their disappointments for the week. The individual with the best disappointment gets an espresso blessing card.Why trust their representatives to come up short and commend those disappointments? Provided that we are facing challenges and now and then coming up short, it implies we are testing and iterating.2. Manufacture empathyAsk a server at a semi-formal eatery who his preferred clients are, and he'll presumably disclose to you it's different servers or individuals who've tended to tables before. Why? Since individuals with experience tending to tables see precisely how troublesome the activity is - they have sympathy - so they're bound to leave a superior tip.It's anything but difficult to know precisely how troublesome your own activity is. It's difficult to realize how troublesome another person's activ ity is except if you've worked in that position and experienced it firsthand. At the point when representatives comprehend the complexities of various jobs in the organization, they're ready to relate to their coworkers.Empathy prompts strengthening. For instance, when collaborators see precisely how much work the workplace director has on her plate, they're more averse to annoy her with demands they can do themselves. Cross-utilitarian experience and compassion go turn in hand.Consider these instances of how genuine organizations broadly educate representatives to construct sympathy and make a superior by and large comprehension of collaborators' jobs and obligations: Host office spotlights. When a month, have one division give an introduction to the entire organization clarifying the work they do and the issues they regularly experience. Actualize a representative trade. Have one half-day each quarter where individuals from various divisions collaborate to shadow each other during work. Broadly educate during direction. Acquaint recently recruited employees with each office in the organization. Have them invest energy shadowing various divisions in their initial hardly any weeks, or calendar snacks during their first month at work with delegates from various offices. Present in other groups' gatherings. Solicit the chiefs from various offices to give you 20 minutes during one of their group gatherings to introduce a diagram of your group's obligations and clarify how your two offices cooperate. 3. Request feedbackOne of the most ideal approaches to engage others is to ask collaborators what they need.No one needs to call for IT support for the ninth time in a month, approach the workplace director for help with the printer four days straight, or look for help from HR at regular intervals during open enlistment. At the point when they do, it's generally on the grounds that they don't have what they need.Ask associates for criticism to discover how to give what they need.There are several unique approaches to gather input. Consider reviewing your colleagues to discover how they think your specialty is doing and find how to improve. Or then again on the off chance that you utilize the thought from the last area and present during other groups' gatherings, approach individuals for criticism in person.Educator and official mentor Ed Batista says you'll likewise get more input when no doubt about it, and prescribes offering recognition and proposals to associates to urge them to do likewise in turn.4. Give instructionsIn a previous job, an aspect of my responsibilities was to test new site usefulness. The entirety of the usefulness was made sure about - clients needed to sign in to see it - so doing that aspect of my responsibilities required test client accounts.The process for getting that test information was very extensive. There was one division responsible for making all information for the whole endeavor, so normally, that office was constantly sponsored up.Tired of holding on to get the information I expected to carry out my responsibility, I made sense of how to make test client accounts myself. For the initial hardly any months, it was stunning. I could make what I required the subsequent I required it, and I was never blocked on the grounds that another office was behind.When others found that I could make test information, everybody who required it began coming to me for help. I related, I made test information for everybody who inquired. Yet, i n the long run, I was making so much test information that I was unable to get my own work done.Instead of proceeding to give the information, I made a record that itemized each progression of the procedure from mentioning access to the correct frameworks to making the information and utilizing it.From then on, I gave the directions to everybody who requested my assistance in making information. On the off chance that they griped, I offered to walk them through the procedure once, however from that point forward, they were on their own.I figured individuals would be outraged, yet I was enjoyably astonished to find that most were excited to have the instruments they expected to accomplish their work without requesting help.One of the most ideal approaches to enable the individuals you work with is to give them the data they have to accomplish their work themselves. Gather how-to-guides, make guidance archives, and show classes-spread your insight at each opportunity.5. Improve discov eryCreating instructive materials is a colossal advance in enabling your colleagues, however it's just successful if there's a straightforward path for other organization representatives to find and access that data. That is outlandish on the off chance that it lives on your PC's neighborhood drive.The most ideal approach to teach associates to finish errands all alone is to distribute materials in a mutual space where others can discover it without any problem: Spare archives on a distributed storage framework like Google Drive or Box so they're secure yet additionally available expansive. Distribute records and instructive recordings to your organization's intranet or private web based life arrange. Famous devices incorporate SharePoint and Workplace by Facebook. Utilize a shrewd information the executives apparatus like Spoke to store and disperse data. Talked acts like an individual aide to everybody in an organization. At the point when workers have questions, they can ask Spoke. Talked scours all spared data and gives answers. At the point when you set aside some effort to instruct your colleagues as well as make it simple for them to teach themselves, the two sides become substantially more

The 10 Most Deadliest Jobs

The 10 Most Deadliest Jobs Sitting in an office 9-5 is an average day for most of the population. You wake up and have some coffee, sit down at your desk for 8 hours and then leave. You are relatively  safe sitting down all day behind a computer. However, not everyone has an office job. There are many people who are currently involved in a job that is physically dangerous and involves all sorts of heavy machinery and challenging risks. So what are these jobs and why are they so dangerous? This presentation by Code Red Safety reveals the 10 most deadliest jobs and what is involved in their daily routines: The 10 most deadliest jobs Loggers They work with heavy machinery and chainsaws, whilst working from  extreme heights. Loggers have a  total death rate of 91.3. Fisherman Working on a steel vessel is dangerous as it is moving against the ocean. The tools they use are sharp and can instantly injure a person. Aircraft Pilots There were a total of 63 deaths in 2013. High velocities and altitudes can be dangerous. Roofers There are 132, 700 jobs in Roofing. There were 69 total deaths in 2013 as Roofers work at dangerous heights in bad weather conditions. Recyclable Material Collectors Trucks have  poor safety for drivers, including their inability to see other vehicles on the road clearly. They have a death rate of 33. Mining Machine Operators They use extremely powerful equipment and machinery including having to deal with explosives. Truck Drivers Total deaths in 2013 were 748! With there being 1,585, 300 jobs in truck driving, this is a dangerous situation for workers to be in. The trucks hold a large amount of weight, whilst constantly being on the road in extreme weather conditions. Farmers and Ranchers There were 220 deaths in 2013, working with dirty soil and being in the way of large machinery is a hazard to these workers. Electrical Powerline Workers Deaths caused by electrocution and faulty cable systems. Construction Workers 215 deaths in 2013. Power tools, falling beams and working at extreme heights are all potential dangers to construction workers. RELATED: The World’s Most Unusual and Dangerous Careers    

How to Answer Are You Willing to Relocate in an Interview

How to Answer “Are You Willing to Relocate” in an Interview Preparing for an interview is an arduous process. You can only prepare so much for what you think they will ask. The interview begins before the questions even begin. From the time you enter the building to when you exit, the interview is happening. They are observing your body language and much more to determine if you will be a good fit for their company. First impressions are crucial in an interview, but so is how you answer their questions. Each answer to every question that is relentlessly hurled at you impacts the final decision. Are you confident in your response? Is your answer honest? Do you struggle in your responses? Interviewers are looking for these signs along with your answer. But what about the question that often asked and could have an effect on the hiring process, are you willing to relocate? This question could come as a surprise or you could have been prepared for it. But what should your response be? Here are five responses that will make sure your name is not removed from consideration:   1) I am absolutely willing to relocate: This might be the obvious answer, especially if you are able to relocate anywhere they would like. As a young adult the opportunity to relocate might be exciting. Answering that you are definitely willing to relocate will show that you want to do whatever is necessary to be a part of the company and team. A formal answer would be: “For the right opportunity I am definitely willing to relocate. I believe that this position and company is that opportunity.” If you have no issue with relocating for this position, it would be very beneficial to ask the interviewer questions as well. Asking these questions will reassure that you are able to move for the position. 2) The ‘maybe’ answer: Relocating for a job is a major life change. There are many questions left unanswered that could cause you to debate whether you are willing to move for a position. How long will you be there? Is this a company I want to have a long career with? Will I be able to advance my career with positions? All of these questions would have anyone on the fence about relocating for a job. So can you can you answer maybe? The answer is yes, maybe is an answer and not a bad one. It is how you answer that is important. You might respond with: “I very much enjoy this area and would love to continue my career here, but this position is a great opportunity for my career and if relocating is a part of that, I would definitely consider  it.” 3) Saying possibly with enthusiasm: Moving is not always that ideal situation. Though this job opportunity might be exactly what you are looking for, moving still does not get you excited. Most companies will ask if you are willing to relocate to gauge your interest in the position. This question could be a major factor in determining if you are hired. This is where honesty is important. Lying in an interview is bad for all parties involved. It is ok to be hesitant about relocating. It is important to portray that in the best way possible in the interview. Answering with a statement like, “This is a great opportunity and a position I believe I am a great fit. I enjoy working in this area, but I would consider relocating depending on the circumstances.” This will help you stay on track while staying honest with the interviewer. They will see that you are willing to do what it takes to be a part of the team and would like to further your career at this location. 4) How do you say no? Sometimes moving is just not an option. Several reasons could cause a need for you to stay in this area. But if you say no will it cause you to lose this job opportunity? In some cases it just might. But there is a way to say no without insinuating you don’t want the job. “This is a great opportunity for my career and would love to be a part of the team here. I enjoy this area and think it is where I would like to further my career, especially with this company.” This could be a great answer that states that moving is not something that you would like to do, but you are sincere about wanting the job. Being honest can get you far with a potential employer.   5) What not to say:   With very few correct answers to this job, there are a plethora of wrong answers. You will not know every answer in an interview. In fact, they don’t necessarily expect you to know every answer throughout the interview. Even when you don’t know the answer, there still is a correct response. When asked if you are willing to relocate there are many wrong answers. Let’s take a look at what not to say: “Are you going to pay me more?” “If I get to choose where you move me.” “I never want to move from this area.” “Depends on what you are willing to offer.” Any answers along these lines will make them forget about you and move on to the next candidate. Some of the best advice that I have ever heard states, “It is not necessarily what you say but how you say it that is more important.” This is definitely true during an interview when you are answering certain questions. Author:  Caleb McElveen  is a media relations specialist  for allied.com.

Making Your 20s Count So Your 30s Are Even Better

Making Your 20s Count So Your 30s Are Even Better The following is a guest post by Suey.  Her bio follows. I was in the dog park with my good friend Alice. It was our weekly Wednesday normal play date after work. Everything was normal, until I glanced over. Her face dropped as she disappointingly read the text message from her boyfriend. She looked at me with tears. “I don’t know what I’m doing with my life or Mark. I’m 29 and have zero savings. I moved to the city to be with Mark. He’s in his 30’s and still can’t commit. We’ve been together on and off for 4-5 years. My job is just ok â€" it pays the bills. I’m 30 and have nothing to show for it.” Sound familiar to any of us? A lot of us view our 20’s as a throwaway decade: we buy purses we don’t need, tops and shoes that are just “too cute”, and spend years of our life with that “bad boy” or guy who cannot commit because he is just too irresistible. Problem is, if we spend our 20’s throwing away our time and our money, and not figuring out what matters to us, what happens to us once we hit our 30’s? Do we magically just figure  our lives out? Or do we end up like my friend Alice, who realized 30 was fast and approaching. Your 20’s is a time to build a foundation for the rest of your life. So what can you do to not end up like my friend Alice? Find a career where you can cultivate your interests and strengths Here is the thing about passion. It needs to be cultivated. Very few of us know what it is at the get go. Similar to the chicken or the egg question, how do you know what your life’s passions are in your 20’s, when you haven’t experienced enough in your work life? Finding a career you love is both a science and an art. You need to find a career that pairs up your strengths and your interests. I’m a strong believer that if you do this, the money will follow. Knowing what you want in your partner and not getting married for the sake of getting married My friend Alice stayed with Mark because she didn’t think there was anyone better out there â€" which is always opposite of the case. She spent her entire 20’s with the same guy, who truthfully didn’t treat her well and was never going to change. What she should have been doing instead was shopping around on all sorts of dates to see the type of guy she truly wanted. As young, educated women, we have to give ourselves options. We don’t have to get married in our 20’s. But we should spend our 20’s knowing the type of men we want to be with in our 30’s. A Financial Safety Net for Yourself I’ve always insisted that, even if you’re not making a lot of money in your 20’s, to still put aside a little bit of money to invest in a financial safety net for yourself in your 30’s. Even though we think our 20’s don’t matter, investments we make in ourselves will pay dividends in the future. Here’s a simple, no-brainer way to save in your 20’s: put 5% into your 401K or ROTH IRA (can vary if you have an employer to match you for the 401K), 5% in your savings, and 10% into an investment account every month. Why put 15% of your monthly paycheck into retirement and investment accounts? Because you’re in your 20’s, you want that money to grow by the time you hit your 30’s.  I practiced this approach in my early twenties when I was first out of college. Even when I had only a small salary. Within 3 years, I had over $15K in my retirement and investment accounts and will only continue to grow. As smart, ambitious women, we need to focus in our 20’s so that we can spend our 30’s enjoying it. The last thing you want to do is waste years of your life not exploring your interests, personal life, and career to realize you have nothing to show for in your 30’s. About The Author Suey is a former Cornell engineer and consultant and now founder of her new blog site Smart Women Daily. Having lived in multiple countries (New Zealand and Malaysia to name a few) and having seen the many common struggles women face around the world, she aims to offer simple, real world advice to help women navigate their personal lives and careers.

Exclusive Interview with Marketing Pioneer David Aaker - Personal Branding Blog - Stand Out In Your Career

Exclusive Interview with Marketing Pioneer David Aaker - Personal Branding Blog - Stand Out In Your Career Today, I spoke with marketing pioneer, David Aaker, about his new book Spanning Silos.   The main idea we talk about is how silos are impediments to great marketing.   Silos isolate people, ideas and creatvity and by making it a corporate wide issue, companies can become more successful.   Innovation is the key these days and when it comes to personal branding, you want to be in a creative environment, where you can interact (network) with as many as your coworkers as possible.   Networking within a company harvests productivity. What are spanning silos and why are they jeopardizing companies marketing efforts? Silos are organizational units defined by product, countries, or functions. They can be monumentally inefficient and, worse, barriers to great marketing and brands. Most operate in isolation if not in competition with each other. They foster inefficiency, inhibit synergy, fail to leverage skills and successes, lead to resource misallocation, diffuse competence in key marketing activities, and create brand confusion. In tough economic times, such inefficiencies and barriers can mean the difference between business success and disappointing marketing performance or even survival. What are some ways a CMO can break down silo walls to foster cooperation and synergy? My research involving over 40 CMOs reported in my book Spanning Silos has several headlines. First, the role of the CMO team in the absence of a crises and changed business strategy, may be a nonthreatening one such as being a facilitator, consultant, or service provider. Such roles can avoid organizational stress and CMO flameout while still going a long way toward creating a communication and cooperation processes and culture and thus addressing many of the silo-driven issues. Second, silos can and should be a vehicle to test and refine ideas. Perhaps more important, silos can be a source of ideas for breakthrough products or marketing campaigns that can be rolled out across the organization. McDonald’s “I’m lovin it” came from Germany and Pantene’s “Hair So Healthy It Shines” came from Taiwan. Third, one way to get buy-in from the organization is to align the role of marketing with that of the CEO’s priority agenda. Focus on growth objectives instead of brand extensions, efficiency and cost objectives instead of marketing synergy or scale, and building assets to support strategic initiatives instead of brand image campaigns. Fourth, use cross-silo teams to create relationships and communication channels. To succeed the team needs to have members with good group skills as well as the right expertise, leaders that can deal with multiple cultures, and clarity of mission. What is the impact of globalization on corporate marketing programs? They need to be concerned with coordinating the programs across countries and regions. Usually brands and programs need to be adapted to local culture but, also there is potential for shared ideas and synergistic programs of the “I am different” silo culture can be overcome. CMOs only last a few years on the job. Why is this? What stories have you heard from the more successful CMOs? Actually, the number is 23 months less that half that of a CEO. The basic reason is that silos have power and don’t have to communicate and cooperate. The often believe that they know their products and markets well and that anyone else inserting themselves would only waste time. They usually have no motivation to reduce the silo walls because they are evaluated solely on the silo performance. How can we apply many of the concepts and ideas in your book to the individual trying to market their own personal brand? The major takeaway for an individual is a recognition that silos are a major organizational challenge and that everyone has an opportunity to be part of the solution. There will be a big payoff to the person who can network, establish relationships, and communicate across silos. Even more to the person who can initiate cross silo programs. Some organizations formally measure such things but even those that don’t will recognize success that results. David Aaker is the Vice Chairman of Prophet and the creator of the Aaker Modelâ„¢. He has published more than 100 articles and 14 books, including Managing Brand Equity, Building Strong Brands, Developing Business Strategies, Brand Leadership, Strategic Market Management, From Fargo to the World of Brands, and Brand Portfolio Strategy. David is author of a forthcoming book, Spanning Silos: The New CMO Imperative, to be released October 2008. He is also featured in a chapter of Conversations with Marketing Masters a collection of insights from some of the world’s most influential marketing gurus. As the Professor Emeritus at the Haas School of Business, University of California, Berkeley, he has been awarded four career awards including the 1996 Paul D. Converse Award for outstanding contributions to the development of marketing.

Boomers Working for Millennials Finding common ground! [Guest Post] - Career Pivot

Boomers Working for Millennials Finding common ground! [Guest Post] - Career Pivot Boomers Working for Millenials If you are a baby boomer, you probably have children that are millennials. Do you network with people your kid’s age? Could you see yourself working for a millennial in the near future? Have you incorporated millennials into your job search network? If you have not, you should, and here is why. Millennials Will Dominate the Workforce First, look at the current demographics of the workforce. According to the Pew Research, baby boomers make up 1/3 and generation X and millennials make up the other 2/3s. The reality is, many of the current hiring managers are much younger than you, and in they will continue to be in the future. Millennials will dominate the workforce by 2020 and outnumber the baby boomers. What does this mean for you as a Job Seeker? It means you need to make sure millennials are in your job search network NOW! Are millennial managers in your network? Your new approach is not to spend time looking in the advertised market. Develop relationships with millennial managers who could hire you. Listen to the most recent episode Find a “common ground” with Millennials by understanding what they look for in baby boomer new hires. You want to know this before the interviewâ€"not during it. As one of Stephen Covey’s Habits of Highly Successful People, “Seek to understand, then to be understood,” which could translate into: Learn first and then sell yourself! New Approach How can you get started on your new approach? Here are some 7 tips to help you! Adjust your mindset so that, on Monday morning, you have new job search responsibilities and activities to begin your day. You will NOT be applying for jobs in the advertised market! Create an uplifting 30-second commercial using language about the changing demographics and your goal of building a network of millennials. Invite a group of your children’s friends and work colleagues over to let them know you are in the job market. Tell them that you are trying to build a diverse network that includes young professionals. Ask great questions to learn about their values, motivators, and what they may be looking for in a baby boomer employee. Attend an association meeting for young professionals where you will meet many people from different industries and disciplines, too. Update your LinkedIn profile that includes interests of activities that keep you active. Ask for recommendations from someone younger that either worked for you or with you. Volunteer your time with organizations that need mentors where younger people can see you engaged and connected to what they are doing. Baby boomers are going up against younger job candidates. The more you understand and “find the common ground,” you just might increase your chances of being hired! What is your next step to find common ground with millennials? About the author Jayne Mattson is Senior Vice President of Keystone Associates, a founding partner of Career Partners International LLC, a partnership of global leaders in the talent management and outplacement industries. Jayne consults with professionals from a diverse range of industries and functions and specializes in mid-career change and pre-retirement planning. She is a Certified Retirement Coach and Master Career Consultant. Jayne frequently authors articles on numerous career topics; her work has appeared on Mashable.com, Monster, Career Builder and print publications including the Wall Street Journal and the New York Times. Jayne volunteers her time in youth organizations to help them build self-confidence and professional leadership skills. Like what you just read? Share it with your friends using the buttons above. Like What You Read? Get Career Pivot Insights Check out the Repurpose Your Career Podcast Do You Need Help With ...