Getting Leaders to Be Obsessed With their Staff’s Career Development. How do you get your leaders obsessed with the career development of their team?
This was a question put to us recently by one of our business clients. They, like many of the organizations we work with, are looking to drive retention and engagement through compelling customized career conversations with talent. Our career pathing software provides the framework, leaders often have support from HR, as well as training on what a great coaching conversation looks like. But even then, compelling and meaningful career growth conversations seem far and few between. Our recent benchmarking research covering a range of global organizations measured the relationship between key career engagement drivers against bottom line results. Youtube. Dear Graduate, Here’s How to Get in the Game. 5 Questions To Ask Yourself Every Morning To Advance Your Career. How to Answer 'Tell Me About Yourself' in a Job Interview #WisdomWednesday.
This is the most popular blog post of 2014.
See the rest of the top 15 here. If you have ever been in an interview, then you have undoubtedly had to answer the “Tell Me About Yourself” question. It is so common that it is often neglected during our interview preparation. However, it is arguably the most important interview question as it sets the tone for the rest of the interview. The way you respond to this question will decide the success of the interview and ultimately whether or not you will get the job. If you can successfully answer the “Tell Me About Yourself” question your chances of getting the job increase tenfold. When answering this question, there are two rules you should consider: Don’t Tell Your Life StoryDo Tell Pertinent Info The first rule is easy enough to follow. The interviewer wants to know about the second rule, but it begs the questions, “What is pertinent info I should share, and how much should I say?”
Unless necessary, try not to go over 30 seconds per category. Fast Ways To Get Ahead In Your Career. The Disciplined Pursuit of Less - Greg McKeown. By Greg McKeown | 10:00 AM August 8, 2012 Why don’t successful people and organizations automatically become very successful?
One important explanation is due to what I call “the clarity paradox,” which can be summed up in four predictable phases: Phase 1: When we really have clarity of purpose, it leads to success. Phase 2: When we have success, it leads to more options and opportunities. Phase 3: When we have increased options and opportunities, it leads to diffused efforts. Curiously, and overstating the point in order to make it, success is a catalyst for failure. We can see this in companies that were once darlings of Wall Street, but later collapsed. Here’s a more personal example: For years, Enric Sala was a professor at the prestigious Scripps Institution of Oceanography in La Jolla, California.
What can we do to avoid the clarity paradox and continue our upward momentum? First, use more extreme criteria. Peter Principle. An illustration visualizing the Peter principle The Peter Principle is a concept in management theory in which the selection of a candidate for a position is based on the candidate's performance in his or her current role rather than on abilities relevant to the intended role.
Thus, employees only stop being promoted once they can no longer perform effectively, and "managers rise to the level of their incompetence. " The principle is named after Laurence J. Peter who co-authored with Raymond Hull the humorous 1969 book The Peter Principle: Why Things Always Go Wrong. Overview The Peter Principle is a special case of a ubiquitous observation: Anything that works will be used in progressively more challenging applications until it fails.
Peter suggests that "[i]n time, every post tends to be occupied by an employee who is incompetent to carry out its duties" and that "work is accomplished by those employees who have not yet reached their level of incompetence. " Is Your Flexible Style Hurting Your Career? So You Wanna Be a Senior? So you’ve been in the industry a few years, maybe even shipped a few games, and you’re thinking: It’s about time I got a promotion.
Or maybe you’ve seen a job ad, and they’re looking for a senior in your discipline, and you’re thinking: I could do that. Well, it probably is, and you probably could. But what does “senior” mean in a job title these days? What do employers mean, what do they expect, when they say that they’re hiring a senior developer? This post was inspired by a question posted to a mailing list, that asked: “Senior X Developer, what does Company Y expect?”. Please keep in mind, what is written here is my personal opinion only. Now, any company worth it’s salt will be looking for the magic combination, so eloquently summarised by Spolsky in his Guerrilla Guide to Interviewing: Smart and Get’s Things Done. In the games industry, at least, what is expected of a senior developer is experience. A senior developer needs to talk-the-talk and walk-the-walk. This I Believe: A Manifesto for a Magnificent Career. Why Working in Zone 1 Is So Inspiring.