Mining Unique Traits for Your Resume

Mining Unique Traits for Yur ResumeMining Unique Traits for Your ResumeHeres how to discover your best traits and communicate them on a resume, even the most eccentric.Andrew Salsman has what he calls the uncanny - and many say stupid - ability to name every Academy Award Best Picture winner in less than a minute.We all have unique abilities. Maybe your best trait is your smooth voice, always soothing on a client call. Or maybe its the ability to translate complex technical concepts.The problem is these traits arent necessarily quantifiable, which can make their inclusion on a resume unintuitive. Whats worse, often were not even aware that our past employers have cherished these things or that our future managers might.Its time to cast the light of day on these hidden treasures. To find out how to mine your gems and how to communicate them on a resume, we turned to the career coaches/resume writers whose work it is to unearth their clients true worth and to package those subtle int angibles. We also checked in with people who found their own best skills and successfully wooed employers with them. Heres what they had to offer.Ask others what makes you uniqueJill Nussinow, MS, RD - aka The Veggie Queen - is a teacher and a food and nutrition strategist. At one point, someone was kind enough to pass along to her an exercise called Unique Ability, by Dan Sullivan, the co-founder and president of The Strategic Coach.The work entails sending a list of questions to about 10 people, asking for honest feedback. Preferably, ask a mix of friends, family and business associates.The questionsWhat am I doing when I shine the brightest?Where do you see my excellence combined with my passion?They might come up with a single unique ability or several there is no right answer, no right amount, Nussinow said. It can be a word or a phrase or a complete paragraph. I suggest if the feedback isnt given to you in writing, you write it down immediately.According to Sullivans para digm, the answers will fall into the following four categoriesLevel 4 What you are incompetent atLevel 3 What you are competent atLevel 2 What you are excellent at but your soul doesnt get fedLevel 1 What you excel at, combined with your passion, equals your unique abilitiesIn Nussinows case, almost everyone responded, and she found herself with a surprising list of special traits her respondents valued in her.Here are some of the traits they sent herGood listener, caring, makes you feel comfortableSharp wit, good memory, humorCreative spirit, funFully presentAnd heres the summation she distilled from the feedbackYou inspire excitement about fresh and healthy foods, communicate passionately and expertly about the joys of eating well, connecting your readers and listeners to the land, to the growers, and to the preparers of the foods they eat.She wound up using the information to help define and refine her business and the jobs she wanted to pursue.Follow yourself for a weekFor his p art, life/career coach Schuyler Manhattan simply observed himself closely for a week before uncovering his knack for eloquently wording his talents and skills. For example, in college, he was working a retail job. Heres how he described on his resume his decision to use two-way radios to send shoppers between fitting roomsDevising a new system for optimal communication between fitting rooms, resulting in unprecedented efficiency and consumer satisfaction.To uncover their own treasures, Manhattan advises clients to spend a week compiling a list, given that the things we do, even outside of work, are things that were good at, he said.For example, one of his clients noted her love of learning and reading. That indicated great research skills, Manhattan said. Another example Does your child ask you to read to her every night? Do friends call you to calm them down?Such things reflect a pattern You most likely have a soothing voice and the ability to bring calm to hectic situations, Manha ttan noted. Employers can certainly see the value in this, and all it takes is explicitly citing this talent with a notable achievement or project to add to a great resume.Gilding your resumeAnd lest we forget Andrew Salsman, the man who can recite all Academy Award Best Picture winners in less than a minute After months of sending his resume out without a single response, he included this unique ability. He was then contacted by three potential employers and hired by WRC-TV, the NBC television affiliate in Washington.During his interview, the berichterstattung director told him that the station had received hundreds of resumes. What made his stand out?In the news directors words It was the Oscar thing.

7 military principles you should apply to your business strategy

7 military principles you should apply to your business strategy7 military principles you should apply to your business strategyBusiness strategy is a powerful phrase. People like to use it to impress others, and audiences listen up when you talk about it. But its also one of the most overused and - in some cases - misused phrases.These days, I hear the term thrown around a lot. Businesses and so-called thought leaders talk about emerging trends in strategy with each passing year. But must these strategies change over time?There is a saying that 20% of businesses in every industry take in 80% of the earnings. I believe this is because they have a time-tested business strategy that encompasses each of the following basic principles, which are based on the ideas of the renowned Prussian military theorist Carl von Clausewitz and incorporated in the U.S. Army Field Manual of Military Operations.Clausewitz, a widely-renowned strategic theorist, believed that war and business shared a go od deal of similarities and that both involve a clash of interests. His insights and strategy not only significantly influence modern business, but also offer an opportunity for managers who want to improve their global business strategies.The Principle of ObjectiveEvery action must have a clearly defined and actionable goal. Thats the first principle of an effective strategy. Though it may sound obvious, I cannot stress the importance of being certain on what you have set out to accomplish - and how you plan on achieving it.Business owners who spend time defining clear objectives for their company and employees are usually the most profitable, and by a significant margin. These businesses carry out their operations in the most efficient and effective manner because each employee (no matter how many there may be) knows exactly what their role is, what they are expected to deliver, and by what time they need to do it.My companys vision is to build delightfully smart tools. Its an ob jective that trickles down to every single employee as a clearly defined statement of purpose.The Principle of OffensiveBusiness, like war, is an intense fight for survival - and survival requires you to be on the offensive. As a technology entrepreneur, I constantly make adjustments to thrive in todays economic climate.Challenging your competitors and winning battles is the only way to move up the ladder of success. Every market has challenges, and only by taking them head-on can you create your own space.History shows you dont win battles on the defensive. Rather, you need to identify your competitions strengths and, and more importantly, their weaknesses. Look for a chink in the armor that can be exploited. Instill a relentless attack mindset, continuously going on the offensive with new products, services and ways to reach your ideal prospect and communicate with them.The Principle of MassThe principle of mass is about concentrating your power at the right place and time Concen trate combat power at the decisive place and time.Applied to business, this means you should wait for that decisive moment before you seize the opportunity. And when that moment is upon you, only then should you concentrate all your resources to achieve the desired market position. This is often seen in practice by businesses that deal with seasonality, where major transactions are carried out over a small period of time requiring a massive allocation of resources.The Principle of ManeuverBusinesses need to remain flexible and have enough maneuverability to continue pursuing innovative and creative ways to better serve their customers. Despite all odds, and no matter what the competition does, businesses need to continue moving forward and always look for simpler, cheaper and faster ways to serve customers, increase sale and achieve higher returns on investment.The principle of maneuver requires you to use speed, surprise and economy of effort as the key elements with which to defea t your competition. If you dont move decisively, you stagnate. And when you stagnate, you risk going out of business. Maneuver is an act of initiative, resulting in long-term business gains and sustainable growth.The Principle of SurpriseThe most common and classic mistake that a business can make is to be predictable. This doesnt necessarily mean you need to introduce a brand-new product, but it can often be in the form of an improved and repositioned product that has been given a major overhaul.In order to stay ahead of the competition, businesses need to constantly strive towards developing a competitive advantage with products, marketing strategies, services, processes, sales strategies and by adopting new technology.The Principle of SecurityAs a business, you must protect your valuable assets and resources. Your competitors are always on the lookout for any vulnerabilities that you may offer, which they could exploit to gain an advantage.Social, mobile, and cloud technologies h ave grown integral to the functioning of most businesses, leading to higher levels of innovation and business transformations. Security should no longer be a deterrent to this momentum rather, its time for businesses to analyze and mitigate risks to acceptable levels while moving forward.The Principle of SimplicityIn the words of Karl von Clausewitz, Everything in war is simple, but the simplest thing is difficult. The difficulties accumulate and end by producing a kind of friction that is inconceivable unless one has experienced war.As a strategic leader, you need to make several decisions as you plan ahead. Whats important, however, is that these plans remain clear, succint and easy to understand if they are to be executed without issue.By taking these steps, you put yourself in the position to scale your company and maintain your advantage against changing markets and new competitors over time.Thisarticleoriginally appeared onBusiness Collective.BusinessCollective, launched in pa rtnership with Citi, is a virtual mentorship program powered by North Americas most ambitious young thought leaders, entrepreneurs, executives and small business owners.

Leading 4 Generations in the Workplace

Leading 4 Generations in the WorkplaceLeading 4 Generations in the WorkplaceGreat managers possess the ability to lead people from different backgrounds and unify them as a productive, effective team. However, this task may prove to be more challenging today as managers are supervising four distinct generations in the workplaceBaby boomers, born between 1946 and 1964Generation X, born between 1965 and 1977Generation Y, born between 1978 and 1989Generation Z, born between 1990 and 1999Although their work habits vary, workers within each of these four generations often share traits. Preferred leadership styles, according to research from Robert Half, is one example Many baby boomers are accustomed to a top-down, unilateral management style. Gen Xers typically prefer managers to act as coaches, guiding them toward better results. Generation Y often looks to a manager to be an experienced partner who will work with them to achieve a common goal, while Generation Z likes having a teacher who shows them how to accomplish goals themselves.Download Robert Halfs report, The Secrets to Hiring and Managing Gen Z, focused on this latest layer of the multigenerational team.There are also differences in how workers from each of these generations learn, communicate, make decisions, solve problems and receive feedback. As Haydn Shaw writes in his 2013 book, Sticking Points How to Get 4 Generations Working Together in the 12 Places They Come Apart, four generations can translate into a complicated workplace.The benefits of a multigenerational workforceManaging a department with just one or two consecutive generations working under the same roof might seem simpler. But it wouldnt be as useful as having the distinct perspectives of 20- to 60-year-olds around the same table. Having a multigenerational team is also beneficial for customer service. Because your clients are multigenerational, your finance and accounting staff should be, too. A company is enriched when its comprised o f team members with different perspectives, backgrounds and opinions.Building a team plan that works for every generationHow can managers effectively lead and motivate four distinct generations in the workplace? It takes more planning to bring together such a diverse group, but the effort is worthwhile.Here are four ways to foster a spirit of cooperation when you have a multigenerational workforce1. Institute mentoring and reverse mentoring programsKnowledge sharing is leid only a vital part of a business growth strategy, but it also helps with retention of younger staff. Eighteen- to 25-year-olds interviewed for the Generation Z report identified a managers mentoring ability as the second most popular trait in a leader. Gen Zers are eager to learn, receive feedback and move swiftly up the career ladder.And junior finance and accounting associates are not just trainees. They have much to offer an organization. Having grown up with tech tools in their hands from adolescence and earli er, they possess a unique understanding of cloud-based computing and social media. They also prefer to blend, rather than compartmentalize, their professional and personal lives. Reverse mentoring allows them to share their youthful knowledge, promotes different approaches to problem solving and encourages mutual respect in the workplace.2. Mix and match teamsIf all entry-level accountants only worked with other entry-level accountants, they would have a hard time gaining a wider perspective of the organization and benefiting from the experience of more senior employees.When possible, structure teams so theres a blend of generations, tenure and abilities. Meetings, forums and brainstorming sessions are also occasions where you can encourage intergenerational collaboration. When you create an environment where employees of different ages and experience levels can interact in formal and informal ways, you promote teamwork and deepen professional relationships.3. Foster a respectful en vironmentEach generation bears a bit of skepticism about working with colleagues older or younger than they are. The wider the generation gap, the greater the apprehension. The Generation Z study found that 21 percent of college-age respondents anticipated problems working with Gen Y, but that perception more than doubled to 45 percent when students were asked about working with baby boomers. The main concern is that older staff would treat them like kids and not take them seriously. Misunderstanding goes both ways, as workers in their 50s and 60s may feel as though theyre not as cool or clued in as recent graduates.As a manager of several generations in the workplace, its up to you to tischset a tone of mutual respect. When junior accounting employees make a good suggestion, encourage their contributions. If you hear disparaging remarks related to age or experience level, gently correct the offenders.4. Be flexible and openBaby boomers prefer their training in moderation, the Gener ation Z study reports, while Gen Zers expect it to be ongoing. Gen Xers like regular and frequent feedback, yet Gen Yers want it on demand. Whats a manager to do?The key to getting the best from all generations in the workplace is to adapt to your staffs preferences and requirements. Management requires embracing different approaches to training and development as well. Newer hires may expect a more hands-on relationship with continuous feedback, while established team members might bristle at that type of intensive approach.Institute a baseline of supervision, training and feedback, such as monthly operations meetings, quarterly training sessions and annual performance reviews. Then ramp up each element according to an individuals needs.Thinking about different generations in the workplace can help you adjust your management and communication style to bring out the best in each of your employees. When everyone feels like a valuable member of a team, regardless of their age or gener ation, your company will benefit from greater productivity, improved morale and lower turnover.