Not Everyone Wants More Responsibility

As a manager, one of your most important responsibilities is making your staff feel truly valued and letting them know that your company/department (and you) would be worse off without them. You want to recognize the accomplishments of your top performers. In many cases, you do so by giving those staff more responsibilities or even a promotion. However, you must also know that not everyone wants more responsibility

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“Why Can’t I Get That Job?” by Alex Freund

The Breakfast Club NJ Presents:  Why Can’t I Get That Job?” by Alex Freund

 Saturday October 11, 2014 at 8:00am ET

The Presentation: “Why Can’t I Get That Job?”

This presentation deals with various details focusing on the interview—for example, the importance of the fit factor.

The audience will learn about:

  •  What exactly are recruiters looking for in résumés?
  • What about the issue of discrimination?
  • What are companies’ unwritten little secrets about hiring?
  • What are the various interview types?
  • What other tricks and traps do job seekers encounter?

 About the speaker:

Alex Freund, the “landing expert,” supports job seekers into employment.  He is known for making people feel comfortable when interviewing.

Alex is an effective and successful career and interviewing coach.  He is prominent in several on- and off-line job-search networking groups, conducts workshops on effective resume development and use of LinkedIn in the job-search process.  Alex has been teaching for several years a career development seminar, and publishes a blog designed especially for job seekers.

Prior to his current position, Alex managed several large departments in two Fortune 100 companies.  Alex maintains and publishes a free directory of job-search networking groups via his web site at http://www.landingexpert.com

Alex is a Cornell University grad, lived on three continents and speaks five languages.

 

Networking begins at 7:30 am, meeting starts promptly at 8:00 am.

There is a $10 fee at the door to cover the cost of the room.

Be sure to tell your friends and bring them along.  Be a part of our growing network of Job Seekers, Hiring Managers, Recruiters, Career Coaches, and people who want to be able to help themselves and each other.

Event Location:

Days Hotel Conference Center

195 Rt. 18 South, East Brunswick, NJ 08816

732-828-6900

Posted in Monthly Meeting

Keep your Next Meeting on Track

There’s nothing more annoying than a meeting that goes on and on. Whether you’re getting ready for a weekly team meeting or convening a larger group to discuss your company’s or department’s strategy, as a manager it’s your job to make sure people don’t go off on tangents or hog speaking time. But how can you keep people focused without squashing their creativity?
Make the Purpose Clear
You can head off a lot of problems by stating the reason for getting together right up front. Create and send an agenda and any background materials ahead of time. This way, everyone understands the objective of the meeting and the necessary preparation. The agenda will also act as a schedule for the meeting and outline all of the topics that must be addressed. Consider including a list of things that won’t be discussed in the meeting as well.
Control the Meeting Size
Meetings can get out of control if there are too many people in the room. Only include those who are critical to the meeting topic and can provide enough diversity of opinion.
Manage Ramblers
It can be tough to cut off someone who is a rambler or speaking off topic. However, it’s sometimes necessary to do so. For someone who is prone to rambling, talk with him/her ahead of time or during a meeting break. Ask that s/he keep comments to a minimum to allow others to be heard.
Meeting Timing
Consider scheduling meetings that end either at lunch time or at the end of the work day. You’ll be surprised how few people will ramble when they want the meeting to finish on time.
End the Meeting Well
End on the right note to set the stage for the work to continue. Identify what you see as the next steps, who should take responsibility for them, and what that time frame will be. Record all of the points discussed and the open questions to be answered. Then, send out a meeting summary email so that everyone is on the same page.
I encourage you to leave a comment by clicking on “…comments” below…
David Schuchman

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Applying Personal Leadership While in Transition, by Jackie Lesser.

Saturday September 13, 2014 at 8:00am

The Presentation: “Applying Personal Leadership While in Transition”

  • Can give you a road map for getting where you want to go.
  • Can transform the way you experience everything.
  • Can change the way you handle your career transition
  • Can fundamentally improve your whole life

What you’ll get from this presentation:

  • You’ll learn the top 3 principles for Personal Leadership
  • You’ll get the tools and tips on how to incorporate these in to your everyday life
  • You’ll have new ways of thinking, being and doing which can change how you steer the course of your transition.

About the speaker: Since 2004, Jackie Lesser has been passionately immersed in the role of Chief Potential Officer at Creating Impact, an executive and leadership coaching company.  She is known for providing her clients with a GPS for successfully navigating the ever- changing leadership terrain of the 21st century. Prior to founding Creating Impact, Jackie spent 18 years as a leader with the Judge Group, a nationally recognized I.T staffing and consulting firm. She earned her MBA from Drexel University with a concentration in Human Resources Management, received her coach certification from the Coaches Training Institute and her professional certified coach (PCC) credential from the International Coach Federation. Meeting Information:

Posted in Monthly Meeting

Applying Personal Leadership While in Transition

Saturday September 13, 2014 at 8:00am ET

· Can give you a road map for getting where you want to go.
· Can transform the way you experience everything.
· Can change the way you handle your career transition
· Can fundamentally improve your whole life

What you’ll get from this presentation:

· You’ll learn the top 3 principles for Personal Leadership
· You’ll get the tools and tips on how to incorporate these in to your everyday life
· You’ll have new ways of thinking, being and doing which can change how you steer the course of your transition.

BIO

Since 2004, Jackie Lesser has been passionately immersed in the role of Chief Potential Officer at Creating Impact, an executive and leadership coaching company. She is known for providing her clients with a GPS for successfully navigating the ever- changing leadership terrain of the 21st century. Prior to founding Creating Impact, Jackie spent 18 years as a leader with the Judge Group, a nationally recognized I.T staffing and consulting firm. She earned her MBA from Drexel University with a concentration in Human Resources Management, received her coach certification from the Coaches Training Institute and her professional certified coach (PCC) credential from the International Coach Federation.

Posted in Monthly Meeting

Good Interview Practices: The Hiring Manager’s Perspective

As a hiring manager, you sometimes underestimate the value of a well-planned interview and interview process. It makes good sense to go the extra mile to ensure that the process is thorough so that the final result is rewarding for you and the organization. Not taking this process seriously can mean a poor employee selection, which will also cause your management to look poorly upon you and your decision.

Do Your Homework

If the position is a new one, make sure that all stakeholders agree as to how the position will fit within the company’s priorities. Revisit the job description and review how each credential, skill or personal quality fits into your company’s operating priorities.
If the position fills a vacancy, you need to consider why the prior employee left the position. Did the prior employee have difficulty with the role, team or organization? If so, identify and take corrective measures before you select candidates to interview.
When you are sure about what you want, you are more likely to identify professionals who fit the bill.
Evaluate All Candidates Based On Similar Criteria
Before starting your interview process, determine which skills and priorities are most important for success. Next, create a list of assessment benchmarks for each. Then, evaluate all candidates based on your check-list. When all candidates are asked to meet similar criteria, you can trust your result when one emerges as the candidate of choice.
This approach is helpful when you are reviewing two equally qualified candidates. You can use your checklist and the priorities you have set to objectively determine which candidate is the better fit for the role you want to fill.
You will also find the written checklist helpful when you discuss and defend your final candidate selection to your department/organization’s management. When having that discussion with your management, refer to the checklist document.
Ask Direct and Relevant Questions
Your job is to get to know each candidate as well as you can. Chances are the candidates will prepare well. They will have searched the web, read your literature and have a working familiarity with your operations. Use your questions to figure out which candidates are responding with stock answers and which are thinking critically about the challenges you face.
Successful candidates will reveal themselves because of their command of the issues, their constructive suggestions, their humor, and the ease with which they communicate. You will discern a level of honesty, clarity and hopefulness in their responses. You will want to ask more, talk more and engage them more fully in the process.
Less qualified candidates will avoid difficult questions, may refrain from frequent eye contact, and communicate their uneasiness both through their responses and their body-language. Such candidates may even jump into a salary or benefits discussion before you have had the opportunity to assess their abilities and credentials fully.
Filter Out Poor Candidates Quickly
If a candidate commits a significant interview mistake or discloses that s/he lacks key credentials for the job, have a way to politely and firmly terminate the interview. This will eliminate the annoying situation where you have come to judgment on a candidate and are forced to spend time on a full interview. 
Sell Your Organization
Candidates come to an interview to pitch their skills and their willingness to work with your organization. You should do the same when you meet well qualified candidates. Come up with a list of departmental and company attributes worth mentioning: organizational culture, profitability, performance within the industry, etc. You want the promising candidates to continue to consider working for your company after the interview.
Making a good hire depends, in part, on having a positive interview experience with your preferred candidates. The more you have thought about the interview and interview process, the better your chances are of making an outstanding hiring decision.
David Schuchman

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Communicating and Working the Plan

You have heard the comments from others, especially senior management. “Project management (PM) is simple blocking and tackling.” “All a PM has to do is work the plan.” Wow!! If it was that simple, the failure rate would not be over 80%, would it? What we PMs have to understand is that senior management sees PMs in the spectrum of their world. EVERYBODY reports to them. For a PM, the resources report to the project, not the PM. That is a major difference and one that has to be explained to senior management. However, I do believe that if a PM develops a plan that includes budget, scope, resource needs, and the risks, along with the schedule, then that should be part of the explanation. The major part of the explanation is communicating the plan to management and then working the plan.  

Communicating the plan, especially the risks 


The major communication device to the project sponsor and senior management is the status report. Basically, all of the completed tasks, the risks and issues, as well as the upcoming tasks must be communicated in two pages. Whether the status report is called the RAG (Red, Amber, and Green) report or the RYG (Red, Yellow, and Green) report, a picture of the project is worth a thousand words. The PM must remember the audience for this report. Yes, we like the project schedule, the budget, and especially the risks and issues lists. But the sponsor and senior management want one or, at the most, two reports. I strongly suggest that the two most important reports during the execution and monitoring phases of the project are the status report and the risk and issues list. These two reports are what the sponsor and senior management understand. The status report is direct and short. The initial portion of the status report should have a short status of the project, for example “the report is on schedule.”  

The risks and issues report is the report that the PM will be utilizing the most. This report is where the PM should spend most of the time explaining the issue(s) and the resolution of the issue(s) and the possible risks and how they will be mitigated. The PM must keep the sponsor and senior management keenly focused on the risks of the project so as to avoid surprises. I have written about the risk and issues list before on my blog on 6/23/12 http://ift.tt/1lnX5z5. What I have stated is still true today. It is the most important tool for the PM in explaining the risks to the team.  

What to do if a risk becomes an issue 


On the risks and issues list, there should be mitigation to a risk if the risk becomes an issue. During the building of the schedule by the team, the PM should have led the team to identify the risks and the probability that the risks would happen and what the impact would be. Along with that calculation there should be the resolution to the risk if it becomes an issue. That solution must be identified and communicated to the team, especially to the project sponsor, and the sponsor must have buy-in to that solution. 

I have discussed communication of the risks and issues list in a previous blog posted  




Failure is not an option


We have all heard that over 80% of projects “fail” to meet the project’s original goal.  What PMs fail to do is effectively communicate the risks and then the solutions. PMs also fail to communicate the change request effectively. Once a solution is communicated to the sponsor, senior management, and the team, the PM must guide them through how the solutions may change the project’s end date and possibly add to the budget. Once the PM communicates the change to the team, the PM must document it in a change request and present it to the change review board (CRB) and senior management.  Once this is done, the project is no longer a “failure” or going RED. The project is re-scoped and re-balanced to include this necessary change with a change in the end date and resources. 

If the PM can communicate these necessary steps and options to the team, sponsor, and senior management, then the project will not fail.

I am open to discussion at any time on these blogs or anything else related to project management you would like to explore. If you would like to comment about this blog, please do so by posting on this blog or by responding in an email at Benny A. Recine. You may inspire a blog article. I look forward to your comments.

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Making a Good Presentation

Many people are troubled when they have to give a presentation in front of a large audience. It’s important to know that it’s normal to experience stage fright.

Some presentations feel like magic and grab our attention. While enormous credit goes to the skill of the presenters, there are a few things we can all do to make our presentations great.
Prepare for Your Presentation
Start by considering the information you will be providing and the makeup of your audience. Whatever your topic is, some things should be emphasized, like highly technical or vital information. Often, less relevant information might distract or disengage your audience. Take the opportunity to explore resources that you may want to include in your presentation, such as charts and images. The right content makes all the difference to your audience, especially when you pass on an idea that they may not have considered before.

Storytelling
Storytelling helps your audience to remember all of the vital points that you want to get across. Try to tell stories that most of them can connect with. By framing the information into the context of a story, your audience is more likely to retain it over time.

Be Truthful
Don’t give your audience a reason to doubt you because you won’t be taken seriously. You could damage the whole presentation with just one wrong statement, and you will have lost your credibility with the audience. If the audience thinks that you are presenting false information during your presentation, they’ll simply take out their smartphones to quickly check what you tell them.

Interact with Your Audience
It’s not simple to keep everyone interested, especially if you give a long presentation. One of the best ways for you to increase the impact of your presentation and improve the audience’s attention is through questions. Asking and answering questions helps to break up the presentation and improves audience concentration.

Questions help your audience become part of the presentation. Encourage brief discussions between you and the audience as you make your way through important points. This maintains audience attention during the more complex points, clarifies new or confusing information, and helps conclude your presentation by allowing you to revisit the covered topics.

Visualization Attracts Attention
If you decide to make a PowerPoint presentation, use a crisp common slide layout. Keep text brief and direct. Use the text to introduce each point, then you will talk to each point. Don’t make your audience have to read each slide to pass on information. You do not want your PowerPoint slide deck to be your presentation. You want to use it to emphasize the information you are presenting.

Include images and videos, where able to help, to emphasize various ideas in a clearer manner.

When You’re on the Stage
Know your presentation, topic, and supporting material. Do not to use any notes so that you can make as much eye contact as possible. This way you will engage the audience make them feel important. Unless you are giving a very technical presentation, do not use too many big/fancy words because the audience may consider you arrogant. 

Have a Back-up Plan
Sometimes, not everything will go according to the plan. If you experience a technical problem, you need to find a different way to keep your audience interested and informed. Consider yourself a showman while you’re on the stage. You may have to improvise. Keep hard-copies of your slides to work from.
It may take some time to plan it, but practice makes perfect. All you need to do later is sit back and wait for results.
David Schuchman

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The Interview Focus Is on Future, Not Past

Until about 1990, the conventional thinking was that if you did your job satisfactorily, you would keep it for many years to come. Several of my friends were AT&T employees in those days, and many of them had had seniority for one or two decades. So it seemed like they had it made and that […]

The post The Interview Focus Is on Future, Not Past appeared first on Landing Expert Career Coaching.

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Developing the Plan

During a discussion with a colleague, the topic of the project schedule vs. the project plan came up. The first thing I did was thank my colleague for correctly stating that the tool we Project Managers (PM) use–MS Project–is the schedule, NOT the plan. When I state this, I usually get a glazed look from folks who are not PMs or do not completely understand a PM’s role in the overall project plan. So a discussion is necessary to answer the question, “What is a project plan?”  The first thing we must do as PMs is stop using the term “project plan” when we really mean the project schedule. Now, we can begin the discussion of what is in the project plan.

Which tools make up the plan?
The first tools the PM must receive are the Statement of Work (SOW), and included within it, the Scope Statement, or in other words, what the project is delivering. We are all familiar with the term, “What is in scope.” Well, the scope comes from the SOW. What I like to do is begin the kickoff meeting with the client by reviewing the SOW and highlighting what is in scope and most importantly, what is out of scope. The SOW that includes the scope statement is the PM’s first and most likely most important tool. This is the compass that the PM must use to begin building the rest of the project.
The next tool is what we use to organize or fill the roles necessary to deliver the project. We sometimes call this the Human Resource (HR) Plan. But I like calling it the Resource Plan because we all know if this is an Information Technology (IT) project, the resources could be new hardware or software. This plan should highlight what talents and technology are needed for the project. It should also note if the resources are already “in-house” or if there is a need for a third-party consultant or a purchase of hardware and/or software. Once these resource needs are identified, then the PM can work with management to fill those needs.
The communication plan, which includes the contact list, can then be developed. Also, the PM must have at the ready tools that will become important during the project, such as the risks and issues list and the change request.

Once these tools are established, the PM can then meet with Human Resources to begin building the schedule. This is another common fallacy that must be dispelled: the schedule is not built by the PM alone. On the contrary, the schedule is built by the team. You see, it is the team that puts together the tasks of the project, links the resources to the respective tasks, and then places a schedule for that task, creating the whole MS Project schedule. When this schedule is put together, then reality sets in regarding delivering the project on-time, within scope, and within budget. It is at this time that the first change request may be written and submitted.


I am open to discussion at any time on these blogs or anything else related to project management you would like to explore. If you would like to comment about this blog, please do so by posting on this blog or by responding in an email at Benny A. Recine. You may inspire a blog article. I look forward to your comments.

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