Our Career Path Blog

     *Published on April 12, 2022  

The week leading up to Easter Sunday seems like an opportune time to discuss hopping around. Unfortunately, job hopping is not associated with candy treats being delivered to our homes. Even without the candy treats, what can job hopping do for our careers? 

Our careers benefit from job hopping with (potentially): 

1.)   A Higher Salary. 

2.)   An Expanded Network Reach. 

3.)   An Opportunity to Experience Various Work Environments. 

4.)   The Confidence and Flexibility to Leave Toxic Work Environments. 

So, what exactly is ‘job hopping’? Typically, job hopping is defined as staying in a job for less than a year and doing so multiple times (in a row) throughout a career. Job hopping once or twice in a career is possibly expected, however more than that hiring managers start to ask questions. 

There are generational differences in the job hopping viewpoint. Baby Boomers and Generation X lived and breathed the company loyalty mentality. Staying in one company for a career lifetime was not out of the question, and sometimes a career expectation. In contrast, job hopping is commonplace for Millennials and Generation Z. 

Let us put this into perspective. Generation Z began entering the workforce shortly before, during, and after a global pandemic. This was a time where college students were having their internship offers rescinded. Graduating college seniors were seeing their first full-time job offers taken away. Most companies were not afforded the opportunity to remain loyal to their commitments due to the pandemic, thereby rescinding their job offers and/or laying off the youngest generation entering the workforce. The younger generations quickly became loyal to their own careers first, rather than the hiring companies. 

Outside of the generational differences and the COVID-19 Pandemic, what are the typical causes of job hopping?  

1.)   Employees feeling underpaid. 

2.)   Employees no longer enjoying their work responsibilities.  

3.)   Employees having a poor relationship with their manager. 

4.)   A lack of flexibility for work-life integration. 

“In the midst of the Great Resignation, employed individuals as well as active job seekers are looking at new opportunities for higher pay and more flexibility,” said Richard Wahlquist, President and Chief Executive Officer of the American Staffing Association. “If employers want to effectively compete in the war for talent, they’re going to have ensure their workers receive competitive compensation and that workplaces embrace flexible work schedules wherever feasible.” 

(American Staffing Association, “Show Them the Money: Pay Is Most Important for Potential Job Seekers”) 

We know with hopping, what goes up must come down. We have discussed the upside of job hopping. We have discussed the reasons why people job hop. So, what is the downside of job hopping? 

1.)   Job hopping can negatively label a job seeker. Perhaps an unwillingness to commit/stay loyal to an organization. Perhaps the concern of the time, energy and costs wasted when onboarding and training an employee, just to have them leave within the year. 

2.)   With job hopping, what relationship depth (or lack thereof) are you building with colleagues/decision-makers in under a year? 

3.)   In less than a year, are you truly gaining a deeper skillset (product knowledge, technical skills, hard skills, soft skills etc.)? 

Job hopping is a part of the ‘new normal’ today. In a job search strategy, having a clear, concise, and consistent message is crucial. A job seeker’s cover letter, resume, LinkedIn profile and interview conversation should sync up with the job seeker’s authentic career story.  

Here are suggestions in a job search conversation for the ‘Easter Bunny’ of job seekers: 

1.)   Be prepared for transparency. Call out quick transitions between companies. “I have had some quick transitions in between companies.” Follow this point up with being direct on what happened. 

2.)   Be direct. “I was subject to forces outside of my control in a lay off due to a pandemic/company acquisition/management restructuring.” Or maybe there was another reason. “I realized the work I was asked to do did not line up with the job description as advertised.” 

3.)   Be proactive. What did you take away from this experience (learning opportunities)? How did the experiences and skills you picked up along the way advance your career? 

4.)   Be in know. Do your homework. Define a clear and concise message about your ideal future career responsibilities and why with this target company. How do the past roles lend themselves into optimizing this next role with the target company’s vision? 

5.)   Be reassuring. Alleviate the future hiring manager’s fear through a quick conversation point of how you are looking for a growth opportunity with this company and why it is the ideal fit. 

Up until this point, our discussion has stressed the importance of being your own advocate. While advocating for ourselves and our future careers is necessary, sometimes having others do the talking speaks volumes. Do you have past performance evaluations or written recommendations from your job hopping roles? Consider adding quotes from others (past management, colleagues, clients) that speak to your experience, skillset, and work style. 

Although job hopping does not leave candy treats in our homes like the Easter Bunny, take a moment to reflect on the career treats job hopping can offer your career vision and how that aligns with your target company’s vision.  

Until next time, here’s to hopping into the next right career move!

     *Published on March 28, 2022  

Cover Letters. Yes? No? 

When applying for a job, consider the application process as your very “first assignment” for your “(potential) new manager.” If the cover letter is an ask in the company's application process, then the cover letter is a part of that "first assignment." 

Imagine saying “no” regarding your first assignment to your new manager on day one of your new job. Imaginations can run wild, but that is just madness (and not the fun kind like March Madness). Cover letters are very much a part of the hiring process, and an important part when you highlight what the documentation can represent. 

Cover letters offer individuals the opportunity to have their voices shine in a world full of dull business professional. There are recommended formats in assisting job seekers with a head start approach, such as a Traditional Cover Letter and a T-Style Cover Letter. Personally, I am partial to the T-Style Cover Letter. This style offers more white space and a showcase of the link between job requirements/responsibilities and the job seekers experience. 

The format details include the “how-to(s)” in layout, length, grammar, heading, and recipient information. Not to bore you with the basics, but here goes: 

·       Layout: 11–12-point font, ¾ - 1-inch margins, save as a .PDF

·       Length: 1 page, about 3 paragraphs (think less can be more) 

·       Grammar: 1st person 

·       Heading: Include your full name and contact information. Also, consider the name of the role you are applying for, followed by a few descriptors of your top relevant skills. 

·       Recipient Information: Do your research in whom to address the cover letter to – LinkedIn, company website, or ask the recruiter for the right contact. 

With approximately three paragraphs in a typical cover letter, here are suggested topics for the Introduction (1), Job Descriptive (2) and Conclusion (3) paragraphs. 

·       Introduction Paragraph 

o  What is your story and how does it align with the story of your target company? 

o  How does your story lend itself to an ideal opportunity for the target company’s vision through the position you are applying for? 

·       Job Descriptive Paragraph 

o  Pull in the desired job description accomplishments with how your skills and experience line up for optimum performance within the specific industry. 

o  Power up your relevance and relatability with the use of keywords and industry jargon. 

·       Conclusion Paragraph 

o  Reconfirm your interest in the role, your follow up plans, and a call to action. 

o  Show kindness with a thank you to the reader. 

o  Is there a statement by the CEO, the mission statement, a recent statement in a press release that caught your attention? A quote from a recent performance evaluation with your current manager that speaks to your skillset? Consider making reference to one of these / what peaked your interest recently – what makes you relevant? 

Cover letters are there for you to be informative and direct with a side of personality and brevity. Leverage this documentation to enhance your introduction to the hiring manager for a seat at the company’s table.

     *Published on March 14, 2022  

Legacy leadership environment successes were drawn up with a traditional linear approach. Success was created, replicated, and repeated. Employees were immune to and invested in the organization’s culture and identity. Being loyal to one company for an entire career was a common theme in earlier day workforces. 

Fast forward to today: 

A period where technological advances are accelerating at exponential rates even within generations. 

A period where a pandemic has uprooted the way we work, giving us all a time for self-reflection in understanding what makes the most sense for our careers on a new playing field. 

It goes without saying (but I will say it anyways), leadership cultures have no choice but to move from the legacy environments we have become accustomed to. 

Before we look to the textbooks on Leadership 101, let us take the time to consider who are the players in the current workforce and what is our human makeup. 

What is innate to our biology in the way we effectively interact and collaborate with others? 

How can we use what is within us as humans to successfully lead with a mission driven focus?

 Organizations are comprised of multigenerational skills, knowledge, and unique driving forces. The workforce is comprised of the Baby Boomers, Generation X, Millennial Generation, and Generation Z. The current majority consisting of: 

Generation X (1965 – 1980) 

Millennial Generation (1981-1996) 

Generation Z (1997 →) 

Each generation is defined by unique traits. Without the awareness of these generational differences and styles, frustrations can arise in a workplace with legacy leadership at the helm of the organization. 

As an example, there are distinct communication styles typically more effective based on generations. Millennial generation employees prefer communication via IMs, texts, and email. Still, email is not the first choice of communication style for Generation Z employees. Characteristically, Generation Z will choose communication via IMs, text, and social media. 

Ideal career responsibilities can vary by generations as well. Generation Z employees, more often than not, look for the option to work on multiple projects at a time with the flexibility to work independently/self-directed. Millennial generation employees also seek flexibility on their work assignments, then again, they look for managers to get to know them personally and desire immediate feedback. 

The above-mentioned attributes are to name a few in the due diligence of learning the generational differences in the workplace. Learning this information is important, however applying this knowledge through leadership to craft a culture that influences employees is a game changer. 

Now that we know the players, let us take a deeper dive into the biology makeup of the players. My curiosity of neuroscience and how biology impacts the workplace has me constantly seeking learning opportunities through books, podcasts, articles, webinars, and such. Through this curiosity, I bring to you today what I have learned. 

Consider these biology topics and applications in conversation with the leaders and future leaders of an organization: 

Biology Lesson #1: Prejudice impacts our brain and our life. 

Workplace Conversation Point: Be aware of unintentional/automatic prejudices. 

Biology Lesson #2: A sense of purpose activates a brain’s reward center. 

Workplace Conversation Point: Work with purpose and give employees the opportunity to communicate and use their purpose to drive the organization’s mission. 

Biology Lesson #3: Constantly tracking goals over-activates adrenaline in the brain. 

Workplace Conversation Point: Try not to overfocus on goals. 

Biology Lesson #4: Men have twice as many receptors for serotonin in their brain than women do. 

Workplace Conversation Point: Consider your positive reinforcement efforts with the knowledge that employees’ needs vary. 

Biology Lesson #5: Mirror neurons are chains of nerve cells that reflect other’s emotions. 

Workplace Conversation Point: Know your audience and the emotions of others around you. 

Biology Lesson #6: Simple biology supports a link between movement and learning. 

Workplace Conversation Point: Move and learn. Try walking meetings with employees. 

Biology Lesson #7: The amygdala is the emotional processor in our brain. 

Workplace Conversation Point: Do not let fear and anxiety take over your mission efforts. 

Biology Lesson #8: When we develop good arguments that support other opinions, we activate the part of the brain that increases the power of collective intelligence. 

Workplace Conversation Point: Develop arguments for your opinions and the opposing opinion. Create innovative solutions that bring the best of both opinions to the table.  

All this to say, we are all wired for success. It is in how we use our unique biology wiring that allows us to collaborate successfully with others and bring an organization’s vision to fruition. Let us close the door on the legacy environment and open a new door to a neuroscience driven organizational ecosystem.

     *Published on February 22, 2022  

Be careful what you wish for. I am not sure about everyone else but ten years ago I could only imagine a world where I had the flexibility to work from home. A world without preconceived notions of being a slacker if you arrived at the office after 9AM or left the office prior to 5PM any given day. 

Our career lives require an accommodating time management system. Some had hesitation in allowing team members to work from home with the thought everything was just going to fall apart. I remember leaving my office prior to 5PM to attend my evening graduate school class, an accommodation that was previously agreed to with my management. On my way out the door, my manager said “I see you are taking a half day today. Are you going to come in early tomorrow?” Zing! 

As someone who came from the Financial Services industry, I recall the pre-Covid mentality held a predominantly ‘butt in seat’ requirement for career advancement opportunity. The opportunity to work from home because of the Covid pandemic was initially well received. No more commute, no more expensive dry-cleaning bills, no more water cooler talk… 

However, as the days turned to weeks, the weeks turned to months, and now we are approaching the two-year mark of the Covid pandemic, the buzz on the streets is a longing for the best of both worlds – a collaboration of effective work ways from the pre-Covid days and post-Covid days. While some offices are planning a slow return, others are offering a hybrid approach, and still others are remote for the foreseeable future. 

With remote work a potential constant in our future careers (depending on industry), how can organizations and the people behind their brands optimize career development strategies with a mission-driven focus? Check out these seven suggestions.  

1.)   Journal your Role Expectations and Weekly Accomplishments. 

a.     You were hired for a reason. There is a list of job responsibilities that you will be accountable for - write these down. 

b.     At the end of each work week, read each responsibility, identify the tasks you completed this week, list the specific accomplishment(s) and whether you enjoyed completing the task. 

c.     Tracking your responsibilities, accomplishments and fulfillment levels can help you recognize a career path where you will bring your best energy to the role, leading to a driving force behind the organization’s mission.  

2.)   Set up Weekly One-on-One Meetings with your Direct Manager. 

a.     In the initial one-on-one meeting with your direct manager set the groundwork for role expectations, communication efforts, your role/team’s impact in the organization’s mission and what true success looks like for your role. 

b.     Follow up one-on-one meetings can: 

i.    Identify workload priorities.     

ii.    Revisit your role’s expectations and determine if they are being met.    

iii.    Walk-through your weekly accomplishments and energy levels as completed. 

c.     Whenever possible, VIDEO ON in your remote meetings. There is a need for proximity to and empathy of others in successful organizations. With a lack of physical presence, an emotional connection can be created with the Video On. Without this proximity nor emotional connection, we can prioritize our own interests over other people in turn creating a selfish, less effective work environment.  

3.)   New to the organization? Create a 30-60-90 Day Plan 

a.     With the enhanced knowledge of your role expectations and what success looks like, create a 30-60-90 Day Plan that incorporates: 

i.    Your focus for each month.     

ii.    Your priorities for each month.    

iii.    Your specific learning goals, with metrics, for each month (start with 3).    

iv.    Your specific performance goals, with metrics, for each month (start with 3).     

v.    Your specific personal goals, with metrics, for each month (start with 3). 

b.     Bring this document to the attention of your manager and ask your manager if he/she would be your accountability partner in your career vision.  

4.)   Revisit the Four Quadrant Exercise Monthly with your Manager. 

a.     Each month identify areas where you enjoy your work, where you are successful, and what learning opportunities are in front of you. On the other side, acknowledge areas where you are skillful but do not particularly care to complete more of this work, or where you are not particularly skillful and again do not care to learn more. 

b.     Highlight this self-reflection practice with your direct manager each month. 

c.     Download the Four Quadrant Exercise under the Resources section on Mindful Career Path’s website: mindfulcareerpath.com/resources 

5.)   Get to Know your Team Members. 

a.     Set up weekly one-on-one 15-minute chats with your team members (one team member a week). 

b.     Discussion topics can include current work efforts, learning endeavors, networking opportunities and career aspirations. 

c.     When you get to know your team member on a personal level (conversations about kids, family, local sports teams, etc.) this can promote an emotional connection.  

6.)   Regular Communication with the Extension of your Team. 

a.     Do you see the bigger picture of why you are responsible for your role? How does your role impact the overall mission of the organization? What is the extension of your role? How do your responsibilities and work/project results impact other departments? 

i.    For example, if the product you work on in your finance role, is also impacted by real estate, legal and portfolio management decisions, take the time to learn those extensions. 

b.     Set up quarterly conversations with the extension of your role. In the previous example, consider setting up a quarterly meeting with a member of the Real Estate team, then the Legal team, then the Portfolio Management team, and so forth. Gain insight into the bigger picture of why you are doing what you are doing.  

7.)    Attend or Create the ‘Give a Shout-Out to your Team/Get to Know your Team’ Remote Events. 

a.     If offered, attend the remote team building events. 

b.     If not currently offered, consider a proactive approach in creating an engaging team building event. 

c.     Consider the networking opportunities and emotional connection built through these engagements.  

Capitalize on these seven suggested effective remote work strategies. Remember, there are chances to thrive and bring your best self to work be that in an office location, remote or hybrid opportunity. We exist in our lifetime with unlimited potential – how will you choose to make the most of it?  

“As we’ve moved to virtual work, we haven’t just coped, we’ve actually thrived. We are more focused on the things that have the greatest impact for our customers, associates and the business. We are making quicker decisions and acting. Meetings are now more inclusive of people regardless of location, level or other differences. We have great momentum and need to figure out how to carry it forward.” 

~ Suresh Kumar, CTO at Walmart

     *Published on August 20, 2021  

A daily driving force fills us with a sense of meaning.  A career development or change is typically met with an external search, whether individuals are starting out in a college education, or transitioning in their current career. 

‘What companies are hiring?’ ‘What roles are available?’ 

We look to the outside world to provide us with an answer that is only internally within us.

Our brains can be rewired to look and understand internally before we explore externally. Our awareness and confidence in our sense of meaning will open the door externally and better serve our career purpose. In this article we will explore a five-step process in determining ‘energy givers’ and how they serve to align an individual’s sense of meaning. The process will continue with developing future career learning opportunities and transforming ‘energy givers’ into career accomplishments.

· Step One: Define ‘energy givers.’  

*Author’s insight* Imagine a world where everyone lived inspired by their positive energy, rather than going through the motions of ‘energy drainers.’

o ‘Energy givers’ are the elements in one’s life that drive the doing and enhance the deciding - life activities that give you energy, rather than take your energy away. 

· Step Two: How do we capture our ‘energy givers’?

*Author’s insight* As Robert Fulghum’s quote goes, “All I need to know I learned in Kindergarten.” As a kindergartener I remember writing down my day’s ‘goods, bads and uglies’ in a journal. Without intention, it gave me time to reflect on the day, what brought me joy and what did not. Fast forward to my adult life, transferring this self-reflection practice conveys an ultimate value in defining and bringing to life my own career story.

o Journaling daily is a key component in defining your ‘energy givers’. Grab a notebook and a pencil, and just start writing. A certain power is derived from writing down our thoughts, our self-reflections, our experiences, as opposed to typing into a laptop or a phone. 

o Take time each night to pinpoint the day’s moments. Write down activities led with the most energy (the ‘goods’), activities lacking in energy (the ‘bads’), and interactions with activities and/or people that drained energy (the ‘uglies’). 

o Repeat this process each night. 

o Revisit your energy story weekly. Reread the daily journal entries for the prior week and notice the common thread through all the ‘energy givers’ and ‘energy drainers.’ Where did career energy come from, and what poked holes in the energy?

This energy analysis will be the start of your career fulfillment process. Let us discuss the practical application of this analysis and next steps.

· Step Three: Take the thread with the common ‘energy givers’ and needle the way into more opportunities that bring career fulfillment. 

*Author’s insight* For instance, if a common thread through the ‘energy givers’ is working in a collaborative effort away from a computer screen, then an accountant role would not be the most appropriate fit. However, if an individual’s background is in the accounting industry and he/she enjoys the subject matter itself, and another common ‘energy giver’ is working with the younger professional generation, exploring opportunities to educate graduate students in accounting may be a more appropriate fit. 

· Step Four: Move onto the thread with the common ‘energy drainers.’ 

*Author’s insight* If a common thread through the ‘energy drainers’ is using Advanced Excel skills to sort through an extreme amount of data, opportunities surrounding this type of responsibility would be ones to steer clear of. However, if storytelling is one of your ‘energy givers,’ then once that data is sorted and compiled into workable components, creating stories from the data analysis in a creative mode may speak to career fulfillment.

So here we are: Journaling every night, analyzing the results every week, what is next? Stay organized.

· Step Five: Track ‘energy givers’ and ‘energy drainers’ in an organized way. 

*Author’s insight* Organization allows for career moments to build on one another and ultimately lead to fulfilling your vision in life. Are your daily career efforts contributing to the greater good you are trying to serve in life? 

o Revisit your organized efforts on a monthly or quarterly routine. This tracking system affords the opportunity to pivot in career growth with ever-changing priorities and efforts. 

Ultimately, ‘energy givers’ are areas designed for the proactive pursuit of learning opportunities. Given this day and age, advancing a professional education does not necessarily mean taking out loans to go back to in-person learning at a higher education facility. It could be exploring more cost-effective and convenient approaches, like LinkedIn Learning courses, or online certification programs. 

Furthermore, job descriptions give a general idea of what a career future will look like in that specific role and organization. A consideration of the job description responsibilities and the percentage of time spent in ‘energy giving’ activities, compared to ‘energy draining’ activities, is essential. If the role is predominantly in the ‘energy giving’ mode, explore the opportunity in depth through conversations with internal personnel. On the contrary, if most of the responsibilities are spent in the ‘energy draining’ mode, consider an alternative solution.

When in Kindergarten, our educators and loved ones looked to harness our energy to best serve ourselves and surrounding environment, amplifying the positive energy, and reforming the negative energy. Bring forward this same strategy in career development. Journal, organize, reflect and apply ‘energy givers’ to lead efforts in pursuing a career vision.

  *Published on October 1, 2020  

I wanted to share a story written by a Mindful Career Path client of the emotional roller coaster kicked off by an unexpected layoff.

“The request for an impromptu meeting with my manager came in the morning. One hour later I was told my role was being eliminated from a division that I helped build.

Just like that. Twenty years with the same company in various roles was coming to an end. I was managing a large, complex project and was given a short timeframe to transition responsibilities and hopefully find a new role.

The conversation was shocking and unexpected. I’m considered a high performer at the company and was consistently receiving feedback that “you are doing great.” So, what changed? Why was my role suddenly being eliminated? A million thoughts ran through my head. I immediately experienced an emotional roller coaster of confusion, anger, embarrassment and anxiety. How could they do this to someone who has poured so much time and energy into the company for 20 years?

Why me? 

Fast forward and I’m in a new position where I have an opportunity to thrive. Great, congratulations! But how did I get here? How did I go from the emotional roller coaster and 100 questions to landing a desirable role? The answer: a career coach, tenacity, and the power of networking.

The emotional roller coaster I mentioned above did last for a week or so. I still have feelings and questions about “why” that happened. However, I knew that I owned my outcome. Sure, other people could help, but they had to be prompted with the right conversation.

Enter my career coach, Alicia. Alicia is a career mindfulness coach (Mindful Career Path) and we connected because I thought it would be useful to talk to a third party about my situation. Alicia empathized with my situation as she told me that she had experienced something similar in the corporate world. Alicia empathized, but she did not pity me.

We discussed my feelings but focused on the future. What is the next step? How do I get to where I want to be? Where do I want to be? Alicia guided me through a process to determine what type of job, and what type of company and leader, I should target. A major part of the process is to focus on the network and start building relationships. We discussed how to craft a personal vision statement and network with a purpose.

I began networking with close relationships. People who I worked closely with in previous roles who either worked in the same company or had moved on to other organizations. I came into every conversation with a positive mindset, a personal “why” statement and an ask. I kept my message clear and concise and allowed the person to talk.

Do you know what we as humans really enjoy? Talking about ourselves! When you leave a conversation in which the other person talked for 20-25 minutes do you feel connected to that person? How about when that person touches on a subject you are really interested in and you divulge information about yourself you did not expect?

I did not focus on getting a job in these conversations. I focused on creating a relationship.

I did not focus on asking for a handout. I focused on asking open-ended questions that would allow the person to speak freely.

Conversations that went well led to conversations with others, many of those influential in the hiring process, who would eventually be the connections that helped me land my current role.

Would they have been willing to go the extra step if I approached the networking conversation differently? What if I did not approach the conversation positively with a clear and concise message about what I want to focus on in my next role? I do not think I would be in the position I am today.

Alicia and I connected on a weekly basis while going through this transition. We reflected on conversations and strategized on upcoming networking opportunities. We targeted opportunities both within my company and externally based on my personal vision that we had previously crafted. Without the up-front conversation with Alicia, my path might have been much different and even unsuccessful.

Go through your emotions. Be angry. Be irrational. Take a day or two off and clear your headspace. You deserve it.

And then, focus. Here’s what I learned:

·       Do not panic.

·       Set your sights on the next opportunity.

·       Enlist help with a career coach like Alicia and Mindful Career Path.

·       Be tenacious.

In the end, the only one truly invested in you getting an opportunity is you.”

You won’t always get the job when you do prepare for an interview, but you’re unlikely to get the job when you don’t prepare.

 *Published on April 8, 2020 

It happened. Many hours of updating your career story in your job-specific resumes. Networking in conversation, at local events, and over the phone any chance you had. Patience never seemed so challenging. The day…the moment…finally arrived. 

You receive the call from the company recruiter expressing their interest in bringing you and your talent in for an interview. You can write the next chapter in your career story. Your emotions are running high and you feel you have already won. However, now’s the point to keep pushing forward and preparing the communication of your career story.

A client of mine recently lived this experience. He overcame adversity and at times self-doubt. He received the opportunity he had been preparing and working incredibly hard towards. The call came in…the one he was waiting for. His emotions were running high. 

It had been many years since the last time he had applied and interviewed for a position. This practice felt like a brand-new experience – especially in this new day of social proofing your online presence. With his emotional celebration, we regrouped and refocused on interview preparation to highlight and continue to create his career story. 

He took the time to research the target employer and interviewers, know his personal brand and practice communicating it in front of his mirror, his family, and me as his career coach. He made sure his online presence reflected his personal brand and presented his attributes that deemed him as the ideal fit for his target industry and employer. 

Each day leading up to the interview he practiced answering the inevitable “Tell me about yourself” question, in addition to several other potential interview questions. He dedicated his time to sincerely seeing the alignment of his values with the company values. He outlined C-A-R statements for his past career achievements that told his career story of how he can make an immediate impact in solving the challenges faced in the company/department (C-A-R – What was the Circumstance? What Action did you take? What was the Result?).

Researching and recognizing the company’s mission and vision, and having the insight into essential ways to make a great impression during the interview, were vital in my client’s preparation. He confidently began to visualize his career story and his chance to verbalize it in person with his target employer.

Let us fast forward to the day of the interview. I must admit as his career coach I had butterflies in my stomach for him. He had been working diligently to get to that next level in his career in a targeted role. When his name popped up on my cell phone after his interview, I anxiously fumbled my phone because I couldn’t pick it up fast enough. The tone in his voice said it all – he was optimistically excited with his chance for a second-round interview. He just knew in that moment all his dedication in preparing was certain to pay off. He knew this was the turning point in his career story. 

Guess what? He was right. One day later he received “THE” call – on the other end was the company recruiter – “We would like you to come back in for a second interview with the head of the group.” And the rest is history…

My client put his professional energy into highlighting his career story through his words, career documentation and online presence. He was able to sit back and reflect on the preparation strategies he used in creating an impactful conversation through the interviewing process.

By working on that first rough draft and refining it, he was able to present his prospective employer with his polished and practiced career story.