12 Posing Tips and Slimming Tricks for Shooting Curvy Models

12 Posing Tips and Slimming Tricks for Shooting Curvy Models

Someone once said, “A woman without curves is like jeans without pockets,” and I couldn’t agree more. I believe everyone regardless of your shape or size can have a portrait taken that they will fall in love with.

Curvy subjects can be a photographers dream to work with but you need to focus on slimming in-camera and this starts with the poses. Every woman wants to look and feel beautiful both inside and outside, and here is how to make this happen.

General posing tips for curvy models

01 Phone a friend
Do not show your subject the back of the camera unless you are 100% sure they will love the image. If you show them an image and they don’t like it, they may lose confidence in you. However, if it’s a great image it will boost their confidence. Make an informed decision based on the person or the image. Sometimes if a friend has come along to watch I will show their friend the image and allow this person – someone they know and trust – to comment and help boost their confidence.

02 Wear something comfortable
Ensure the subject wears clothes they feel comfortable in and flatter their body shape. Always ensure they are well fitted and highlight their key features.

03 Don’t be negative
Never be negative and say things like, “I am not sure if this shot is working for you; you just look awkward.” If a certain pose isn’t working, just tell them you have the shot and move on to the next.

04 Cover up
Focus on the subject’s main features and don’t be afraid to cover the bits they don’t like with props or clothing. Or don’t even include them in the image at all.

05 Avoid low angles
Remember photographing from a low angle can also cause distortion. It can make someone’s hips appear wider than they actually are or, again, create double chins. Low angles are generally unflattering unless the subject is a size 6 – 8 fashion model.

06 Plain and simple
Plain clothes work better than patterned clothes, and try to avoid logos for a more timeless image.

07 A shawl thing
The one part of the body I find many women do not like is their arms. Use a shawl to cover up arms – but not the shoulders – if the subject is self-conscious.

08 Side views
Try not to photograph a subject straight-on, as the shoulders are usually the widest part of the body. Get your subject to turn to the side a little and drop the front shoulder.

09 Full makeover
Photographing women is all about the experience you create. A hair stylist and makeup artist can boost women’s confidence before standing in front of the camera. This will let them engage in the makeover experience and can make a massive difference in the subject’s attitude.

10 Be vocal
Keep talking to your model. The moment you stop the client may over-think the process and stiffen up in front of the camera.

11 Look away
Tell your model that they don’t always have to look into the camera. Ask them to look away, look down over their shoulder or even past our camera to provide a variety of emotions in your photographs.

12 Illustrate the pose
Don’t just tell a subject how you want them to pose, show them. You will be surprised at how well people can mirror you when you show them the pose you wish to achieve.

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CV Writing Skills, How to Prepare a Killer CV which is Recession Proof

Need Professional Help?

– You don’t get a second chance to make a good first impression

– In today’s difficult labour market you must ensure your CV is at the top of the pile.

– Faced with that stack of hundreds of CVs a recruiter will nearly always only glance at a CV in the first instance.

– Your CV needs to have an impact in that initial moment as often it is all a recruiter or prospective employer has to judge you on

– Your CV must play the role of a bridge between you and your next job.

– You can’t afford to make typing mistakes, different size/type fonts, bad formatting, misspellings the list is endless.

– To give you the very best possible chance of getting the job you want

– And this is where our CV writing service comes in. There really is no substitute for taking advantage of in-depth professional advice, experience and expertise.

As a CV writing professional I know:

– how a CV can make an impact

– what to put in and what not to put in and Why?

– Because as recruiter myself I have looked at thousands of CVs over the years

– My talent is to help you to sell your talents, plus offer a personal touch

Order Process:

-The fees is very competitive and keenly priced, start at just £15.00 and come with a 100% Satisfaction Guarantee!

– I also offer an easy step by step process.

Step One: Choose from the list below

Step Two: Purchase the package most suited to your needs – an acknowledgement confirming your order will be sent to you

Step Three: E-mail your CV and any additional attachments

Step Four: Your CV will be professionally formatted and returned to you electronically within three working days. I will probably have to ask you a few questions at this stage.

Step Five: Start using your CV or email us back with any changes you would like made, as per our 100% Satisfaction Guarantee!

Starter CV – for Just £20:

Up to 1 years total lifetime Work Experience:

(School Leavers or New to Work Place)

– I recognise that the important CV writing skills are no longer taught in school, this is where I can help.

– I will provide a structured CV even if you don’t currently have one to open the door to interviews and help you get that all important secure first step on the career ladder

Starter CV + Cover Letter – for Just £27:

Up to 1 years total lifetime Work Experience :

(School Leavers or New to Work Place)

Along with the Starter CV I will provide a standard but professionally worded cover letter for you to attach with your CV to your applications

Starter CV + Tailored Cover Letter – for Just £38:

Up to 1 years total lifetime Work Experience :

(School Leavers or New to Work Place)

– Along with the Starter CV I will ask you to provide me with a copy (or just the text) of a job advert (or job description) and I will provide a positive reply carefully tailored to the position involved

Intermediate CV – for Just £35:

1-15 years total lifetime work experience:

– Your CV needs to stand out from the crowd and in this highly competitive sector there are now 6-7 times more applications for each vacancy than this time last year.

– Your CV needs to be impressive enough to make them want to take you to the next stage.

Intermediate CV + Cover Letter – for Just £42:

1-15 years total lifetime work experience:

– Along with the Intermediate CV I will provide a standard but professionally worded cover letter for you to attach with your CV to your applications.

Intermediate CV + Tailored Cover Letter – for Just £35:

1- 15 years total lifetime work experience:

– Along with the Intermediate CV I will ask you to provide us with a copy (or just the text) of a job advert (or job description) and I will provide a positive reply carefully tailored to the position involved.

Senior CV – for Just £55:

15 years plus total lifetime Work Experience:

– If you have gone as far as you can with your current employer and have your eye on your dream job with a competitor, are looking for a senior position in a completely different industry or your boss is about to retire, a professional looking CV is a no brainer for senior professionals!

– To attract the attention of the recruiter, draw them in and want them to know more, the first few lines of the CV are all important. This is where my past experience of recruiting for numerous senior management positions comes in.

Senior CV – for Just £55:

15 years plus total lifetime Work Experience:

– This is also suitable for those that have had more of a steady career – I can help by editing your CV, thereby actually improving its impact and at the same time highlighting your strengths and experience.

Senior CV + Cover Letter – for Just £60:

15 years plus total lifetime Work Experience:

– Along with the Senior CV I will provide a standard but professionally worded cover letter for you to attach with your CV to your applications.

Senior CV + Speciality Tailored Cover Letter – for Just £72:

15 years plus total lifetime Work Experience:

– Along with the Senior CV I will ask you to provide me with a copy (or just the text) of a job advert (or job description) and I will provide a positive reply carefully tailored to the position involved.

Various Covering Letters:

– You can even request for Professionally worded Covering letter on its own

Covering Starter/Tailored Intermediate/Senior Tailored (Covering Letter):

£15                                 £20                                              £25

Contact Me

Tel:   +353 1843 8420 (IRL)

Mob: +353 86 321 6622 (IRL)

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Email: rahat.kazmi@CareersAndCareers.com

Skype: monsterfinance

History Mystery, Abraham Lincoln Vs John F. Kennedy

A real History Lesson!!

Abraham Lincoln was elected to Congress in 1846.
John F. Kennedy was elected to Congress in 1946.

Abraham Lincoln was elected President in 1860.
John F. Kennedy was elected President in 1960.

Both were particularly concerned with civil rights.
Both wives lost their children while living in the White House.

Both Presidents were shot on a Friday.
Both Presidents were shot in the head

Now it gets really weird.

Lincoln’s secretary was named Kennedy.
Kennedy’s Secretary was named Lincoln.

Both were assassinated by Southerners.
Both were succeeded by Southerners named Johnson.

Andrew Johnson, who succeeded Lincoln, was born in 1808.
Lyndon Johnson, who succeeded Kennedy, was born in 1908.

John Wilkes Booth, who assassinated Lincoln, was born in 1839.
Lee Harvey Oswald, who assassinated Kennedy, was born in 1939.

Both assassins were known by their three names.
Both names are composed of fifteen letters.

Now hang on to your seat.

Lincoln was shot at the theatre named ‘Ford.’
Kennedy was shot in a car called ‘ Lincoln ‘ made by ‘Ford.’

Lincoln was shot in a theatre and hi s assassin ran and hid in a warehouse.

Kennedy was shot from a warehouse and his assassin ran and hid in a theatre.

Booth and Oswald were assassinated before their trials.

And here’s the kicker…

A week before Lincoln was shot, he was in Monroe, Maryland.
A week before Kennedy was shot, he was with Marilyn Monroe.

Creepy huh?

Leading in the 21st Century Organization

LEADING IN THE 21^ST CENTURY ORGANISATION

Introduction:

“I want people who are problem solvers and are willing to take the initiative.  I want people working for me who act like they own the place.”

► Like empowered people.

► Want honesty.

► Want opportunities to constantly learn new skills.

► Managers today, if they are to be effective, must think and act in different ways.

Characteristics essential in effective self leadership:

1. Do You Believe in Magic?

► A victim of circumstance … a person who refuses to take responsibility for the situation he’s in.  It’s easier to blame everyone else around you, rather than taking responsibility for yourself.

► Turn the problem upside down … so that you’re the one on top.

2. People Are Not Mind Readers

► Pass on the learning to others. Each of us has different things that motivate us.

► What motivates you today may change tomorrow. Ultimately, it’s in your own best interest to accept responsibility for getting what you need to succeed

► I need you to believe in the magic of self leadership.

3. Elephant Thinking

► No boss can know and provide the motivation that every individual needs.

► Creating a work environment that is motivating to us. An ‘Assumed Constraint’ is a belief you have, based on past experience that limits your current and future experiences.

► Greatest gift is to know your own mind.

The First Trick of a Self Leader: Challenge Assumed Constraints!

How could he open their minds?

4. Cycles of Power

► All the negative stereotypes we have about power today …

► I feel powerless …Because I’m not in a position to get people to do what I want them to do…Don’t buy into the assumed constraint that position power is the only power that works.

► Knowing the system … is an important point of power.

► Knowledge power.

► Personal power … ability to give assurance to people …

► Relationship power.

► Cultivating those relationships and simply asking for leads. You don’t have to agree with everything … just take it into account.

► Task power.

► Position power.

“The only way in which anyone can lead you is to restore to you the belief in your own guidance.”  Henry Miller

The 5 Points of Power: Position Power, Knowledge Power, Task Power, Relationship Power, Personal Power.

You need to know the nature of your strengths – your power – before you can lead yourself.

► Cultivate them. …

“The sole advantage of power is ability to do more good.”  Balthazar Gracian

The Second Trick of Self Leadership: Celebrate Your Points of Power.

5. Diagnose Yourself

Commitment is measured by your motivation and confidence about the goal.

► What to ask for at each development level.

When your competence is low, you need direction; when your commitment is low, you need support.

6. Benefits of Self Leadership

7. Running Together

You asked for help and that takes strength.  It’s hard to turn someone down who knows what they need.

When Goals work out, it is usually because you instinctively take the initiative to be a self leader and get what you need to succeed.

There is magic in diagnosing your development level and getting the direction and support you need to achieve your goal.

The Third Trick of Self Leadership: Collaborate for Success!

8. No Excuses

► Leverage your partnership and come up with a plan …

► Get the feedback …

The two most powerful words to collaborate for success are: “I need”.

Don’t get derailed by disillusionment! A leader is anyone who can give you the support and direction you need to achieve your goal.

9. One Minute Magic

Self leaders:
Challenge Assumed Constraints,
Celebrate Their Points of Power,
And Collaborate For Success.
I am working on teaching myself the magic of self leadership.

Values Important in the Effective Leading of Others

You’ve heard the expression “He/She is a born leader.” Are all leaders born? Or can leadership be learned?

Are Leaders Born Or Made?

Leadership can be learned. We all have leadership potential, just as we have some ability to sing or run. Some people may be better than others, but each of us has a starting point to build on with training and practice. You do not have to be officially designated as a leader of a group to be an effective leader.

“The person who exhibits leadership is … someone that makes things happen that would not happen otherwise.”
(A.D. Edwards and D. Jones)

What Makes A Leader?

Leaders should be well organized and have made time in their lives for their organization. Leadership requires commitment. Leadership is a mix of knowledge, values, skills, and behaviours. Each of us has beliefs about

what characteristics an effective leader should possess. A successful leader makes an effort to learn and practise skills. Some of the more essential components are: the knowledge and understanding of specific tasks; the skills and ability to communicate, build teams, vision, and take risks; and, a value for individuals, the group, and its responsibilities.

Knowledge and Understanding

General knowledge about the organization, how a meeting is run, and the organization’s business is essential. For example, an effective leader knows the purpose of the group or organization (why it exists), its goals (long-term plan), and objectives (short-term plans).

Skills and Ability Communication

We tend to think of a good communicator as a good speaker. This is only partly true. Good communicators can express themselves clearly and with confidence. However, a key and often forgotten component of effective communication is LISTENING.

“Successful leaders, we have found, are great askers, and they do pay attention.”
(Warren Bennis & Burt Nanus)

Teamwork

A leader cannot achieve success alone. The old notion that a leader is “the top of the pyramid” is false. An effective leader is involved and in touch with group members. He/she enables them to act by providing technical assistance, emotional support and vision. Effective leaders insist on the support and assistance of those affected by the project. They think in terms of “we” not “I.”

“The few projects in my study that disintegrated did so because the [person] failed to build a coalition of supporters and collaborators.”
(R. Moss Kanter)

Visioning

A leader also develops a vision of the organization’s future. It is important to communicate this vision to members of the group, allowing them to respond and become part of the visioning process.

“Vision without action is merely a dream. Action without vision just passes the time. Vision with action can change the world.”
(Joel Arthur Baker)

Risk Taking

A leader is a risk taker and an innovator. New ideas may come from you from others in the organization, or from the community. A leader should recognize good ideas, actively support them, and encourage action. One may call them early adapters of innovation.

“Leaders are pioneers – people who are willing to step out into the unknown.”
(Olle Bovin)

Value in Others: Recognition and Encouragement

An effective leader must take the time to recognize and reward people for what they’ve done. Individuals may become tired, bored or frustrated with a particular task or goal. They are often tempted to give up. A leader must provide the encouragement to motivate members to carry on.

“Good thoughts not delivered mean squat.”
(Ken Blanchard)

Leadership Styles – The Four Situational Leadership Styles

Style 1 – The “Directing/Telling” Leader

Style 2 – The “Coaching/Selling” Leader

Style 3 – The “Participating/Supportive” Leader

Style 4 – The “Delegating/Trusting” Leader

How to Choose the Most Useful Situational Leadership Style

Important: no one style of leadership is appropriate for every occasion or situation! To be a good leader, know your group – “where they are at” in terms of their ability, knowledge, desire and willingness. In addition, you must be aware of your preferred style and how others perceive you. Be ready to adapt that leadership style to the occasion. Practise moving from one style to another, depending on the occasion. Use the behaviours appropriate for that style – they’re easy to learn!

A Last Thought…

There is no secret recipe or magical formula to become an effective leader overnight. It is a process of trial and error, successes and failures. Never stop learning, and with practice you can increase your success in leadership!

“The future will require those of us in such positions to keep our eyes, ears and minds open. It will require us to listen and to involve, to coach and to develop, to enrich and to motivate, to risk and to credit, to care and to express concern, and to laugh – especially at ourselves.”
(John H. Anthony)

Opportunities & Challenges for the 21st Century Leader

Heading up a successful company today is a lot different than it was 50 years ago. What skills do you need to lead your business to success–not just today but also in the future?

Adaptability: If you could have only one skill in your toolkit, this is the one you need right now, says Marty Linsky, co-founder of consulting firm Cambridge Leadership Associates in Cambridge, Massachusetts. With the marketplace changing practically overnight, CEOs need to be ready to learn fast and shift on the fly.

Self-Awareness: Before leaders can tackle the challenges at their organizations, they have to look in the mirror, says Ken Blanchard, co-author of the management classic The One Minute Manager, and more recently author of Leading at a Higher Level. “The journey of leadership is first taking a look at yourself,” he explains. “Then you’re ready to deal one-on-one, and then you can take over a team, and then an organization.”

Purposefulness: Experts are split on whether having a strong vision is a good thing. “Leadership is about going somewhere,” Blanchard says.  “You need a clear vision that’s about who you are, your picture of the future, where you’re going.”

But Linsky counters, “Vision is as much a constraint as a resource. In my observation, CEOs get invested in their vision, and then they don’t see contrary data.”

Decisiveness: The days of holding endless meetings to discuss possibilities are over, says Stevens. At the current pace of change, fast action is what matters. The desire to reach consensus or get buy-in from all parties has to be curtailed at some point, and the leader has to make a decision.

Collaborative Skills: The problems today’s companies face can’t be solved if department leaders stay in their own silos, says Cynthia McCauley, senior fellow at the Centre for Creative Leadership in Greensboro, North Carolina. CEOs need to create cultures that foster idea exchanges among all corners of their organizations and beyond. “We need more managers who can work across boundaries–with vendors, external partners, across business units,” she says.

Walk the walk. The days when CEOs could give themselves fat bonuses while cutting workers’ pay are over–that manoeuvre cost American Airlines CEO and chairman Donald Carty his job in 2003, and that’s only one example. If you’re not staying late to make the big project deadline, employees won’t either, says Evan Wittenberg, director of the Wharton Graduate Leadership Program at the University of Pennsylvania in Philadelphia.

Innovate. Too few leaders are creating organizations designed to encourage innovation, says Lepsinger. If there isn’t a system in place to share new ideas and move those ideas along to become salable products, innovation will be stifled. He says, “You need to get everyone trained to think out of the box and be creative.”

Execute, execute, execute. One of the biggest leadership gaps these days is between vision and execution, says Lepsinger. Too many leaders spend their days dreaming about the big picture, while research shows more than half of workers despair of being able to execute on the boss’ sweeping vision. “We find that vision doesn’t drive execution of the business results,” he says. “You need to develop an operations strategy and execute that strategy.”

Top Dog
Peaked in: 1950s-’60s

Description: The head honcho of the post-war era spent most of his time barking orders at his drone like workers. The Top Dog’s ideal employee was known as an Organization Man–most of them were men. Embodying conformism in his gray flannel suit, he worked without complaint to fulfil the boss’s every desire.

Catchphrase: “It’s my way or the highway.”

Drawback: The command-and-control style didn’t foster creativity or innovation. As a result, many companies led by Top Dogs floundered in fast-changing markets.

The Unleader
Peaked in: 1999

Description: More than anything, the Unleader wanted employees to be creative and feel comfortable at work. Yelling was out, and staffers were encouraged to voice their ideas and feelings. Then, nobody moved until consensus was achieved. There were endless delays while the Unleader pondered the options, resulting in many wasted opportunities. Goals were often murky, organizational charts either absent or confusing.

Catchphrase: “It’s all good.”

Drawback: The Unleader wasn’t so great at crafting successful business plans or watching the bottom line. Most companies headed by Unleaders quickly went bust.

New Attitude
a) A hands-off leadership

b) Go higher profile.

c) Define expectations.

d) Eliminate rivals.

e) Keep learning.

Conclusion:

There is no secret recipe or magical formula to become an effective leader overnight. It is a process of trial and error, successes and failures. Never stop learning, and with practice you can increase your success in leadership!

“The future will require those of us in such positions to keep our eyes, ears and minds open. It will require us to listen and to involve, to coach and to develop, to enrich and to motivate, to risk and to credit, to care and to express concern, and to laugh – especially at ourselves.”

(John H. Anthony)

To summarize, in this article I have discussed numerous research studies which provide entrepreneurs with processes for leading themselves during the challenging times of building and growing a business. Individual differences can influence and shape self-leadership strategies; those strategies can also serve to shape individual differences. We would expect reciprocal relationships with constant interaction, suggesting that there probably exist temporal dimensions that could be related to the life-stages of both the individual entrepreneur and also related to specific business firm stages. The individual level entrepreneurship relationships between self-leadership and various individual difference factors among entrepreneurs are summarized among this article.

Reflection

Significant Ways to Improve Leadership Skills

1) Get a reality check & Don’t use the power of your position to get things done

a)       Finding out what others think of our leadership skills and our communication skills can be real eye-opener, and is often the most powerful driver for change. Using a 360 survey where you receive feedback from your staff, peers and manager, and family gives you some concrete information on a sometimes intangible subject.

b)       If people are questioning why certain things are done, or the logic of decisions, never pull rank in response. A critical component of effective leadership skills is getting the buy-in from your team and colleagues. You don’t get buy-in by telling them that the decision is the right one because you are the boss and you made it so your communication skills are extremely important. Your team may not always agree with what is being done, but they are more likely to respect you if you take the time to explain your rationale.

2) Don’t just control or manage but Listen, listen, listen & Judge your success by the success of your team

a)       Instead, give them the latitude to take actions and make decisions. Trust is a vital component of

Leadership skills. If you can’t trust people to do their jobs well, then you either have the wrong people

in the jobs, or you have the right people but you haven’t trained them sufficiently. Let them do what

they are there to do, without leaning over their shoulders all the time, or demanding to know how they

spend each minute of their time.

b)       If there are unhappy or disgruntled people in your business, you can guarantee that at some stage they’ve tried to tell you what the problem is. It’s likely you weren’t listening (or didn’t want to listen), or perhaps your initial reaction made the person think twice about bringing the problem to you. Truly listening is one of the greatest leadership skills to develop, regardless of your role. Good listeners are genuinely interested, convey empathy, and want to find out what’s behind the conversation. Great leaders have great communication skills –without exception.

c)       The true success of a leader can be measured by the success of the people that work for them. As a manager of others, your prime responsibility is to ensure the success and development of your team. If they are successful, you will automatically be successful. Focus on building their skills and removing obstacles in their way. If you can achieve this, you will see the results in the productivity, motivation and satisfaction of your employees. This in turn filters through to bottom-line results.

3) Stop providing solutions & Always be constructive – always

a)       Managers often achieve their positions after being technical specialists, and so will have an opinion or

view on how to “fix” situations or problems. They believe that it’s faster to tell someone what to do, or

do it themselves, than give their employees an opportunity to figure it out. By always providing the

answers, managers take away opportunity for their employees to learn and come up with alternative

(and potentially better) ways of doing things.

b)       Language and communication skills set great leaders apart from mediocre ones. Don’t patronise or be critical of others – take complete responsibility for how you are heard. If you catch yourself about to make negative remarks, take a breath and rephrase your words to get your message across without the emotional attachment. One of the Great leadership’s skills is to always find a way to say things calmly and constructively.

c)       Don’t do things just because they will “look good”.

d)       Include humour in your diet

e)       Let people get to know the real you

8

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Anthony, John H. “Therapeutic Leadership.” Leadership Abstracts, Vol. 2, No. 13, August, 1989.

Baker, Joel. (cited in Partners in Print Vol. 3, No. 6, Nov./Dec., 1991.)

Bennis, W., & W. Nanus. Leaders. Harper & Row, 1985.

Burdett, John. “Identifying Leaders – The Challenge of the 90’s.” The Human Resource, Feb./March, 1987.

Elfving, Beverley B. A Survey of Attitudes of Agricultural Society Leaders Toward Leadership Development Education. Brock University, June, 1992.

Hershey, P. & Ken Blanchard. Management of Organizational Behaviour: Utilizing Human Resources. Englewood Cliffs, N.J.: Prentice-Hall Inc., 1977.

Kouzes, J. & Barry Posner. The Leadership Challenge. Jossey-Bass, 1987.

Marcou, Ruth. How to Be an Effective Leader. Ontario Ministry of Agriculture and Food, Factsheet Order No 88-027

Vandenburg, L., F. Fear, M. Thullen & B. Williams, Toward a Framework for Extension Community Leadership Development Training. Michigan State University, 1985.

Alves, J. C., Lovelace, K. J., Manz, C. C., Matsypura, D., Toyasaki, F., & Ke, K. (2006). A cross cultural perspective of self-leadership. Journal of Managerial Psychology, 21, 338-359.

Arthur, M. B., & Rousseau, D. M., Eds. (1996). The boundaryless career: A new employment principle for a new organizational era. New York: Oxford University Press.

Bishop, J.W., Scott, D., Goldsby, M.G., & Cropanzano, R. 2005. A construct validity study of commitment and perceived support variables: A multifoci approach across different team environments. Group and Organization Management, 30(2): 153-180.

Blanchard, K. (1995). Points of power can help self-leadership. Manage, 46, 12.

Boyd, D.P., & Gumpert, D.E. (1983). Coping with entrepreneurial stress. Harvard Business Review, March/April, 46-56.

Brown, J. P. (2005). My so-called life: How you can maintain the right work/life balance in 2005. Public Relations Tactics 12: 20.

Burns, D. D. (1980). Feeling good: The new mood therapy. New York: William Morrow.

Cashman, K. (1995). Mastery from the inside out. Executive Excellence, 12 (12), 17.

Clark, S. (2000). Work-family border theory: A new theory of work-life balance. Human Relations 53:751.

Csikszentmihalyi, M. (1990). Flow. The psychology of optimal experience. New York: Harper & Row, Publishers.

Deci, E. & Ryan, R. (1985). The support of autonomy and control of behavior. Journal of Personality and Social Psychology, 53, 1024-1037.

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Goleman, D. (1998). Working with emotional intelligence. New York: Bantam.

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Knowledge is power: How to Win Interview Nerves

http://www.caeersandcareers.com

Knowledge is power: how to win interview nerves

 

he more you know, the less you’ll be nervous. It may seem strange but true to mention, but it amazes me the number of people who go to visit a company knowing nothing, or next to nothing, about it

Starting the preparation

So where to start? Company websites, is the short answer. It’s very rare for a company not to have a website these days, and it’s incredible what you can find on some of them. In addition to corporate history and press releases, many organizations have stacks of downloadable reports and reviews. Increasingly, you can even find video presentations, which make research easy and fun. In fact, if this kind of information is available on your prospective employer’s website, you may seriously compromise the impression you make if you don’t use it. . 

If the company that’s interviewing you doesn’t have a press centre on its website, it’s simple enough to search for relevant articles yourself. All national newspapers are available online these days, with archives that reach back over years. Just enter the company’s name in the search box. You can do this directly in a web search engine too (google.com, altavista.com)

Finally, you can get some incredibly useful information by phoning the company. Investor relations departments will always send you the latest report, and secretaries can be astonishingly forthcoming about their bosses’ ‘little foibles’ – even to complete strangers.

Thinking about the questions you may be asked

As mentioned, your CareersAndCareers consultant will advise you on the format your interview will take (some helpful information on various types of interviews is available in the Candidate Advice section on this website). But you should also devote some time to thinking about all the possible questions you might be asked. It sounds like a daunting task, but look at it this way: the only questions you’ll be asked that don’t relate to your prospective company will relate to you. Which means you’ll just be putting time into thinking about yourself!   

This is the point at which to return to your resume, since the information here will form the basis of any interview. Study your resume and think about the questions which could arise from it. Say, for example, you’ve mentioned on your resume that you managed cost centres in a previous job. Imagine being asked about the easiest and most difficult aspects of that task (easiest/hardest questions are useful in relation to any achievement). Or, if you’ve said on your resume that you managed a budget, envision being quizzed about the details of that budget. 

In general, be prepared to talk about:  

• Problem solving (your biggest problem in particular) 
• Planning how you could have performed better with hindsight 
• Any gaps in your resume 

If it’s difficult to develop objective curiosity about your own resume, study someone else’s and then apply any questions that occur to you, to your own. You could also give your resume to an intelligent friend or relative and ask them to quiz you about your career. 

The famous question – “What’s your greatest weakness?”

There are some famous ‘impossible’ interview questions around, the most dreaded of which is ‘What’s your greatest weakness?’. Rather than tell your interviewer that your perfectionism lets you down, think carefully about the qualities of the people doing the job you’re interviewing for, our advice is, “everyone has weaknesses”. The important thing is to pick the most forgivable one for the role you’re doing. A good way into this is to think about the strengths necessary for your role and then think how those strengths could shade into weaknesses. For example, confidence can shade into arrogance; dedication can shade into blindness to the task, and so on.

Other things to cover in your preparation include your: 

• Motivations
• Expectations
• Long term career plan 

A popular interview question these days revolves around your greatest achievement. It’s important to exercise some discretion here. If the most important aspect of the prospective job involves leading and motivating people, talking about finishing the marathon may not be the most relevant reply. Remember, your interviewer ultimately wants to know what you can do for the company. Hence, for most jobs (not all!) your achievement should probably include an element of teamwork. Once you’ve chosen an achievement that relates the skills required for the job, write a few paragraphs about the situation, using some of the questions and issues discussed above to guide you.

Your achievements

Writing about your achievements and experiences is a good brain flow exercise. On the night before an interview, when your research is complete, it’s a good idea to take a few sheets of paper and just write out what you feel about your career so far. Start anywhere and write anything that comes into your head. You’ll be amazed at how effective and comforting this can be. Apart from giving you the confidence that you’ve covered all relevant points, it’s a great way to tire out your brain and ensure you get a good night’s sleep! 

Finally, don’t worry about having interview nerves to some degree. It’s only natural to be apprehensive in an important situation. Nerves are healthy. What you want to avoid is debilitating fear, and if you’re fully prepared, this shouldn’t be an issue.

 

Source of this Article: http://www.careersandcareers.com/for-candidates02.php#p

“How to write a great CV”

 

 

A great CV can occasionally itself secure you a job, especially if you are applying for temporary work. At the very least, a strong CV will ensure you promote yourself to your best advantage and help secure interviews.

 

 

There is no single way to construct a CV; it is your document and can be structured and presented as you wish within the basic framework set out below.

What information should a CV include?

• Personal details. Most CVs start with these but take care to avoid superfluous details, such as religious affiliation, children’s names and so on.
• Education and qualifications. Take care to include the names of institutions and dates attended in reverse order; university before school results. 
• Work experience. The most widely accepted style of employment record is the chronological CV. Career history is presented in reverse date order starting with most recent. Achievements and responsibilities are listed against each role. More emphasis/information should be put on more recent jobs. 
• A functional CV can sometimes be more appropriate, for example if you have held a number of unrelated jobs. This presentation emphasises key skills which can be grouped together under suitable headings. However, career progression and the nature of jobs held can be unclear with this type of CV.
• Skills. Include computer skills and (genuine) foreign language skills and any other recent training/development that is relevant to the role applied for. 
• Hobbies and Interests. Keep this section short. 
• Referees. These can simply be ‘Available on request’. 
• The order in which you present these and the emphasis which you give to each one will depend on what you are applying for and what you have to offer. 

General Tips

1. Your CV should ideally cover no more than two pages and never more than three. Aim to ensure the content is clear, structured, concise and relevant. Using bullet points rather than full sentences can help minimise word usage 
2. A good covering letter should always accompany your CV
3. Good luck with your job hunt!

Curriculum Vitae

NAME:	ADDRESS:
TELEPHONE:	EMAIL ADDRESS:
STATUS:	NATIONALITY:
VISA:	RELOCATE:
CANDIDATE PROFILE:	EDUCATION
PROFESSIONAL QUALIFICATIONS:	LANGUAGES:
CURRENT EMPLOYER:	CURRENT POSITION:
BASIC SALARY:	BENEFITS PACKAGE:
NOTICE PERIOD:	COMPUTER SKILLS
WORK EXPERIENCE: Begin with the most recent first:

E.g Jan 2001 – Present

Brief description of company, turnover, and what the company specialise/specialised in..

Position Held:

Reporting level of the position and a brief description of the role, influence of the role to the business, etc..

Outline of Responsibilities

1. Specific tasks which were required directly by the business, etc.
2. Where your role influenced business decisions, direction, etc
3. Examples which showed your personal initiative, self-starter aptitude, etc.
4. Tasks which involved team management, motivation, etc.
5. Further responsibilities, etc.

Specific Project Work/Achievements:

1. Successful projects you directed and their direct impact to the business, etc..
2. Initiatives you implemented, etc.
3.   Further achievements, etc. …..

E.g Jan 2000 – E.g Dec 2000

rief description of company, turnover, and what the company specialise/specialised in..

Position Held:

Reporting level of the position and a brief description of the role, influence of the role to the business, etc

..Outline of Responsibilities:

1. ……….
2. ……….
3. ………

E.g Jan 1999 – E.g Dec 1999

Brief description of company, turnover, and what the company specialise/specialised in..

Position Held:

Reporting level of the position and a brief description of the role, influence of the role to the business, etc..

Outline of Responsibilities:

1. ……….
2. ……….
3. ………

 

Source of Article:http://www.careersandcareers.com/for-candidates04.php#p

Turn Crisis into Advantage by effective Crisis Management

 

When a company is in dire straits, they call in the “Spin Doctors” “Risk or Crisis Management Consultants” to conduct damage control. Therefore, companies need to ensure that they have appointed the best practitioners to handle the situation.

 

There is no industry or area of life, which is not susceptible to crisis. All industries have their areas of crisis, and while categorisation of crisis is difficult, they can include acquisitions and expansion, hazardous materials, health care, law, litigation, mergers, product contamination, and so on. No matter how proactive the strategic input from the corporate communications consultancy is, there are the inevitable and unforeseen incidents that cannot be forecast.

 

For example, the mining sector has taken enormous strides to improve occupational, health and safety standards, thereby reducing the numbers of risk fatalities and injuries. However, one still reads headlines of mining disasters. Careful planning by examining and assessing the potential weaknesses within an organisation’s industry can well lessen future crisis. However, humans are not infallible, and there are events in life that are beyond control.

 

Risk and reputation management is another growth industry with many sectors procuring the services of risk management assessors for their business. While it is a common business practice in the USA, more professional communications consultants in South Africa are working alongside risk management teams to focus on the key areas of potential concern and to prepare tools in the event of a disaster.

 

Shyamala Gopinath, Deputy Governor – Reserve Bank of India  said, “The way to manage downturn and sustain growth in the banking and financial sector is to take advantage of the present crisis and move forward by making IT spending cost effective and revenue generating”.  She observed that in the past considerable focus of IT spending was on customer services and products which did not extend to internal audit, back office and internal operations of the banks. There was also a marked reluctance to spend on these areas as they were not considered profit centres. She thus emphasized the need for greater IT spending by the banks on internal governance and control. Gopinath further elaborated on the various initiatives taken by the RBI in converting Indian banking from brick and mortar banking to virtual banking.

 

“There is marked improvement in various processes like fund transfers and settlement including RTGS, NFS, ATM’s and others. Paper transactions still continue to be in high numbers, which also carry high risk. RBI is thus considering to shift high value clearing to electronic mode”, stated Smt Gopinath. She expressed concerns of fraud; software and hardware glitches and money laundering resulting into tremendous loss. Smt Gopinath concluded by saying that response required from the IT providers would be in terms of affordability, availability, reliability, adaptability, convenience and operational comfort.

 

“IT related concerns include inadequate governance, inadequate alignment with business requirements, system failures, inadequate segregation of duties, unauthorized access, malicious activities like hacking, cost overruns and data integrity issues among others”, pointed Gopalakrishna.

 

Echoing Gopinath’s thoughts, Dr K C Chakrabarty, Chairman and Managing Director, Punjab National Bank, in his address said that this was the time for the Indian banking and financial services industry to turn crisis into an opportunity and emphasized on the need to focus on inclusive growth by generating domestic demand.

 

“It is necessary to make banking and financial products and services accessible to billions of Indian people by improving penetration. Taking products and services to masses will provide the necessary stimulus to the industry”, said Dr Chakrabarty. Explaining the role of IT, he pointed that information technology and infrastructure technology are the two vital pillars which can be utilized to effectively increase access to the masses. “Though these are tough times, we must expand but cautiously. Two things to be avoided in managing downturn are complacency and inaction”, highlighted Dr Chakrabarty.

 

Key challenges that the banking and financial industry are facing today are in terms of industrial growth rates dropping, investor and consumer confidence levels decreasing, credit becoming costlier and others. Technology can be leveraged to address these challenges and the role of technology in providing effective solutions to banks in managing downturn.

 

Banks can have a new role to play and technology will have to be part of the solution. There is the need to review of projects undertaken during boom times. I like to direct you to the importance of assessing the viability and profitability of such projects and only continue those which would be essential and profitable. I would also emphasize on the need of simple banking and financial products. You don’t need ultimate sophistication in times of downturn, but simple products to reach the masses. I recommend relying on information, focus on data quality and application driven planning and budgeting for better cost management. I think the industry should invest in technology to bring the economy out of the downturn.

 

What is it that you want?

The way success relates to “freedom” lies in the ability to devote your life to causes that you deem as more soul serving than working to make ends meet. Whether you are after just a little more each month or getting to a position where you no longer have money worries, each business can generate what they are looking for with some focused attention on a few key factors. Financial meltdowns can serve a huge opportunity for you and your business with some work and a fresh perspective.

 

Why is a financial crisis your best opportunity?

The problem with being constantly cash strapped is that over time it can seriously affect how you perceive opportunity in the world. I’m going out on a limb to say that since there is no shortage of opportunity, a limited perspective is one of the major reasons why it is so hard for small businesses to recreate their bank balance. A limited perspective makes it very hard to overcome obstacles and hardship. The good news is that a financial crisis turns your life upside down. Crisis has always motivated people to make great changes in their lives and your financial crisis can be the same gift of change, if you choose.

 

I would recommend the following steps to “Turn your Crisis into Advantage”:

 

1.      Keep things in perspective

Things are rarely so bad – or so good for that matter – as they appear initially. I’m not talking about tragedy and death, but rather the day-to-day mundane events that seem to create setbacks for mere mortals but that great leaders thrive on. If you are facing adversity it is probably because you are pushing yourself and your organization to achieve greater goals. This is a good thing.

 

2.     Look at the big picture

 When we discuss an organisation, military is always a perfect example. The military has institutionalized this idea by giving every commander at every level a second-in-command. This way, the commander can focus on leading the troops and keeping his eye on the enemy and the evolving situation, while the deputy takes care of administrative manners and the “rear area”. How many civilian organizations do this? I don’t think many, and they would surely be more effective and, yes, even more efficient if they did so. An added benefit is that the deputy can replace the boss in some circumstances, thereby giving a chance for much needed rest and recuperation during difficult times. When we build organisations we need to build principles to run these by it, not personalities who can run organisations. As in the lack of this certain personality the organisation might fall but with principles, others can run the organisation as per written ethics. Learn to coordinate!

 

3.     Stay Calm and don’t Over-React

The workers get nervous when their managers start running like headless chickens. My advice to all who are leaders is that should project calm and resolve no matter what the situation, lest they unnerve those they are leading.

 

4.     When in Doubt, Follow your Instinct

My observation of many of senior managers and other high-level directors in Europe is that they all trust their instincts and are highly intuitive decision-makers. When all is said and done, reason can only take you so far in your decision-making. Information is never perfect in any case, especially when faced with crisis. Intuition is simply an inner knowing that comes from years of practice and reflection on a particular subject. Great leaders usually have well developed intuition because they have so much experience and are used to considering the emotional aspects of a problem in their decision-making. Even more important though, is that they listen to the little voice that tells them that something is wrong or is good and they act on it.

 

5.     Communicate and lead with emotion

In May 1940, Britain faced its most trying circumstances of the Second World War. Winston Churchill gave an address to the nation. His words, “I have nothing to offer but blood, sweat, toil and tears.” In a series of stirring speeches over the weeks and months of that difficult summer, he appealed to the emotions of Britons and rallied them using the values and beliefs they held dear as a people. He didn’t sugar-coat the situation and because of that he was able to create an overarching sense of purpose and mission to their struggle. Had he simply listed the balance of forces it might have demoralized the people. Instead he made them truly believe that Britain was a beacon of hope and right for the oppressed peoples of Europe and that they would come to their defence.

 

6.     Reinforce success and build on strengths

There is a need for revision of all SWAT analysis. Review your weakness, work out new strategies to overcome these weaknesses. And find ways to improve your strengths and successes through cost effective ways. Peter Drucker is widely credited with the concept that managers should build on strengths rather than constantly attempting to correct weaknesses. He believed and taught this over many decades but many managers still focus on the negative side of life rather than the positive side. In economic terms, this is known as comparative advantage and it is the fundamental logic underpinning international commerce and free trade.

 

7.   Accept Personal Responsibility

Regardless of the perceived cause of your crisis, accept responsibility for it. To quote a popular saying, “you

Can’t change what you don’t accept.”  While external situations may have caused additional hardships, take back control for the fact that the solution now lays in your hands. If your financial slop has been brewing over a longer period of time, begin to ask yourself probing questions about how you view achievement, yourself, success and other successful people to greater understand why opportunity may continuously elude. The main point is that people who are personally responsible no longer feel scammed, cheated or defeated because they take advantage of each situation as a learning opportunity. Become solution oriented and forget spending time thinking about things that do not change your circumstance.

 

8. Don’t Always Depend On Others

As soon as you decide that you cannot rely on others for your financial well being, you will no longer accept less than you deserve. Are you holding out for a little while forsaking the opportunity to Be and Have more? Continuous “help” from others is a problem because it  serves as a band-aid that only delays the need to hit “rock bottom” and become resourceful enough to figure out a solid plan of action. While assistance can be a lifesaver for the short term, don’t exchange it for the reward of being able to choose how you want to live.

 

9. Accept That There Is No “Secret” Formula

There is no “secret” that we can also be privileged enough to have success too. All of the highly successful people we have come into contact with have only been willing to do a few key things that others are not willing to do. Financial independence comes with a price though. There is a price to pay for everything. Do you have the discipline to delay your gratification in order to make sacrifices with your time and effort until you reach your goals?

 

10. Research To Grow Larger Than The Problems You Face

Most of us eventually arrive at our destination not because we’ve intended it to be this way but because we’ve fallen asleep at the wheel. You can be sure that the one thing that greatly influences every financial decision in your business is your own personal mindset about success. Use this crisis as an opportunity to understand how your thinking differs from those who are in the financial position you want to be in.

Once you begin to shift your perspective you will be in a much better position to take steps towards fixing your financial situation.

 

11. Invest In Yourself First

YOU are the best return on your business. When you consider starting a business, start small. Examine your financial goals, talents and passions and then take some steps to invest in yourself and your future.

 

12. Learn To Take Calculated Risks

The day we finally became sick and tired of our limited choices was the day we decided to take our first bold steps towards a new life. We were able to risk what others do not because we felt we didn’t have much to lose. Despite popular advice, we chose to risk it all because the life we had would always be waiting for us if we “failed.” Do you take the risks required to advance towards your dreams? When you do take a risk and it doesn’t provide the results you seek, does the cynic take over and you give up?  Mature your “entrepreneur spirit” by taking small calculated risks that will season your tolerance level for taking bigger risks in the future . Don’t let any “problems” along the way become a roadblock for you!

 

13. Be Selective

Too many people take financial advice from people who are not walking their talk. Is your “adviser” earning a wage from his advice or is he financially free because of his advice? Big difference!

 

If it is financial abundance you are seeking then it pays to learn a little about what the rich do to get wealthy. How do they think, how do they work, how do they see assets, liabilities, time, and opportunity. Their perspective is much different than what you will find on TV or from the popular “money guru’s” currently dispelling their advice. Also remember that much of the so called wealth you see around you is swimming in debt so never feel envy or competition towards others.

 

In Summary

As a manager and a leader, the next time you are faced with a difficult situation, make a commitment to apply these principles. Even if you can’t do it well the first time, persistence will pay off. It will allow you to build resilience in yourself and your organization, and it will also contribute to making you a much more inspiring and effective leader.

Did we learn any lessons from AIG Regulations?

What does the AIG Meltdown Mean For Life Insurance Policyholders?

News of the AIG’s financial meltdown was hard to ignore. Once the Federal Reserve provided an $85 billion loan package, AIG avoided bankruptcy in the short term. In exchange, AIG must pay a high interest rate on the loan (over 11%), agree to oust its CEO and give warrants that equal 80% ownership to the US federal government. The capital and liquidity crunch faced by AIG resulted in from its exposure to bad mortgage debt by the parent AIG holding company.

 

My advice to Policyholders is that you may own a life insurance policy from AIG or one of its subsidiaries (American General or US Life of NY). These companies’ capital and reserves are heavily regulated by state law. Each entity is responsible for its own liabilities. Therefore, policyholders are less exposed to the financial turmoil of the parent AIG holding company. To relieve policyholder anxiety, American General released the statement: “American General Life is well capitalized to meet or exceed local regulatory capital requirements and fully committed to meeting the needs of their policyholders across the U.S.”

 

The National Association of Insurance Commissioners (NAIC) released the following statement: “We have a very strong message for consumers: If you have a policy with an AIG insurance company, they are solvent and have the capability to pay claims”.

 

The New York State Insurance Commission made a similar reassuring statement on CNBC. Panicking policyholders who dump their life policies will only add to the erosion of financial assets and revenue by AIG, exacerbating the problem.

 

Due to front page headlines and a deepening financial crisis, consumers are still uncertain and anxious about their policies. What is the worst case scenario? If AIG or any insurance company goes insolvent, every state has life insurance guaranty funds. The state will, in effect, take over the company and assume responsibility for liabilities, usually up to $300,000 of death benefit, depending on the state. Policyholders are first in line for any assets the insurance company owns. An effort is made to have the book of policies absorbed by one or a group of insurance companies.

 

Consumers buy life insurance for peace of mind and news of possible financial insolvency does not provide much peace. But before making a rash decision, consider all your options and do not panic. Some consumers want to drop their coverage and replace it with another policy from a more stable insurance company. However, this may not be in your best interest, especially if your health has changed since you applied for your policy, you’re older so the policy may cost more and there is no guarantee that the company you are switching to will not have financial issues of their own in the future.

 

Now let’s get back to our main discussion of regulation issues. We recently learned a clear lesson of one of the very popular global insurer AIG meltdown which was that a financial services company should not be allowed to choose its own regulator, as AIG did. Despite that obvious warning, Melissa Bean and Ed Royce have introduced legislation in the House of Representatives to institute an “optional federal charter” for insurance companies, meaning insurers could select between state and federal regulation and switch back at will. To be truly effective, the regulatory relationship should be long-term and committed, like a marriage, not ephemeral and casual, like a one-night stand.

 

How an insurance company is regulated is not an esoteric issue. Insurance companies collect more than $1,000bn in premiums each year and have more than $6,000bn in assets. Huge buyers of corporate debt, they are a major source of financing. Without insurance, you cannot buy a house, drive a car or open a business. Because they make long-term promises to pay if something bad happens, effective regulation ensures they deliver by requiring them to hold enough money in reserve.

 

How was AIG regulated? AIG is an international financial services holding company – with $1,000bn in assets at its peak – that owns insurance companies and other businesses. AIG secured a tiny savings and loan, which permitted it, in 1999, to choose the federal Office of Thrift Supervision to regulate the holding company and its non-insurance operations, including the now-infamous Financial Products unit. Almost non-existent regulatory capital requirements permitted that unit to take the risky bets that brought down AIG and resulted in its bail-out – all the while regulated by the OTS, whose expertise – savings and loans – represented just one one-thousandth of its balance sheet. Meanwhile, AIG’s insurance companies, regulated by the states and subject to capital requirements, have remained solvent and relatively healthy.

 

United States of America’s regulation of insurance is not perfect. But the focus on solvency – requiring insurance companies to maintain strong reserves – has helped them weather the storm better than other areas of financial services.

 

This is not about turf. I welcome a discussion about federal regulation of some parts of insurance such as reinsurance or bond insurance, but it is a huge mistake to allow an institution to decide it wants one regulator today and another tomorrow. It leads to regulatory arbitrage – playing regulators against each other to get favourable treatment – and a race to the bottom. There is too big a risk that a regulator not in a committed relationship, but just dating an insurer, will not ask tough questions.

Indeed, as Tim Geithner, US Treasury secretary, said recently: “We can’t allow institutions to cherry pick among competing regulators, and shift risk to where it faces the lowest standards and constraints.” He is not warning about a theoretical issue. Commercial banks can now choose their regulator and a recent study found that, since 2000, 240 banks have switched their regulatory charters. Shockingly, at least 30 of them then escaped imminent regulatory or enforcement action, which means the regulator had found some serious problem it wanted corrected.

 

We can avoid the “optional” part of a federal charter, but still meaningfully involve the federal government in the regulation of insurance. This would mean combining the benefits of state and federal regulation while eliminating the chance to play them off against each another. The federal government could set minimum standards for insurance and let the current state regulators enforce them. The 15,000 employees of the 50 state regulators are close to their markets and consumers with a structure that is hard to replace. The National Association of Insurance Commissioners, of all state insurance regulators, could become a federally recognized self-regulatory organization, similar to the New York Stock Exchange.

 

If there is federal regulation of some types of insurance make it full, not optional. Such regulation should not separate maintaining solvency from setting rates and reviewing market conduct. To be effective, a regulator must look at a company in its entirety. Since a major lesson of the crisis is the need to hold sufficient capital, federal regulation of insurance should, if anything, tighten capital requirements.

 

Choice and competition are essential to robust capitalism, but anathema to a healthy regulatory relationship. Whatever the mix of federal and state roles, financial services regulation should be a bastion of arranged marriages – with large capital dowries.

Do You Know the Art of Salary Negotiations

Tips to Help You Come Out On Top

 

Few experiences in your professional life are likely to be as rewarding and exciting as the satisfaction that your first pay check at a new job brings with it. But before you feel the same sense of triumph, you have to learn the art of “Salary Negotiations” skills through a process that can make sense into the hearts and minds of jobseekers everywhere. So you’ve decided to move on from your current position and are about to start out on the jobs market. You’ve sent in your CV. You’ve had your interview and the job is yours. Now all you need to do is agree on the remuneration you will receive.

 

Annual reviews are also vital to career development. Too many professionals ignore the opportunity the annual review offers to improve their job. While the current economy might make salary changes difficult to come by, you can still win concessions in other important areas like training and new projects.

 

Most entry-level positions have set salaries that leave room for little negotiation. Mid-level positions typically have salary ranges of between 10 and 20 percent (i.e., a job paying €30,000 a year might have a salary range between €27,000 and €33,000.) Employers will negotiate within the range, but will rarely exceed it unless you are an exceptional candidate. Let’s say you are offered a position as Systems Analyst at a firm in the city centre. You have a good indication that other companies offer €40,000 per year. So you know that you will be looking for a salary at this range, as a minimum. So let’s say for example they come back with €40,000 as a figure. You could say “Well the figure you proposed to me has come in way lower than what I was thinking about.” They could ask “What range were you thinking of?” At this point I would look to say “Somewhere near the high €40K mark, around €48-49,000”.

Now they have an indication as to what sort of salary you are looking for. At this point they may counter back at €42,000. Say to them “Thanks for the offer. Unfortunately I don’t think I can commit to moving across for €42,000. I will have to speak with my spouse/partner/brother about this and see where we are with it. Can I get back tomorrow?” You are buying yourself sometime here with the negotiating. If you stay there, salary negotiation decisions will solely be on you and you alone. They can zone in on you making decisions. Referring to your spouse gives you a chance to think about it.

 

Next day, call them back. Explain you talked it over with your partner, but really can’t come anywhere near €42,000. €46,000 is the best you can come to”. They more likely will counter with €45,000. Now you can try to negotiate for better bonuses, more holidays and even health insurance. “I may be able to accept the €45,000 but to be able to do this; I would need an extra three days holiday added to my entitlements, and health cover”.

They may see your demands as too much here, but the reason for adding two extra things here is that they are more likely to give you one, rather than had you gone to them with just the one extra you were looking for.

 

Now, more than ever, successful negotiation requires careful planning and tactful skills to help you create a win-win situation for your prospective boss, as well as for yourself. The following tips will help ensure you don’t leave anything on the table.

 

For most of us, the interview process itself is already associated with tension and anxiety. The idea of addressing the potentially sensitive issue of compensation just adds an additional layer of complexity into the mix. Because of this, many jobseekers tend to put off the process of preparing for salary negotiations, choosing instead to focus their efforts on general interview groundwork and practice. As a result, the salary questions that hiring managers pose can often catch jobseekers off-guard and un-prepared.

 

Expect the Unexpected

Because jobseekers are often so focused on landing the position for which they are interviewing, it may seem premature to think about salary negotiations beforehand. In addition, most interview advice books and columns caution jobseekers to let the hiring manager make the first move when it comes to talking about money.

 

Although this advice is absolutely correct, you should still come into the interview fully prepared to discuss the issue of salary if the interviewer chooses to bring it up. Jobseekers who fail to prepare for the salary negotiation process are much more likely to undervalue themselves or to accept the first lowball figure that the interviewer offers up. So how can you avoid this all-too-common interview pitfall? I think jobseekers can easily overcome these obstacles with a bit of advance planning, practice, and preparation. Use these simple salary negotiation tips to set yourself on a course for competitive compensation throughout your entire career.

 

Conduct pre-interview research:

The old saying “Knowledge is power” definitely holds true when it comes to preparing for salary negotiations. With a firm base of factual details about typical salaries in your industry and region at your fingertips, you’ll feel much more confident when you embark upon the process of negotiation your own starting wage. Sources to check include industry websites, government labour data, and help-wanted ads from competitor companies. Online salary calculators and anecdotal evidence from your colleagues, friends, and co-workers can also be helpful, although it is important to take these findings with a grain of salt.

 

Be ready.

Learn all you can about your prospective employer’s goals. Then try to determine–as specifically as possible–the results you can produce. Remember, your new employer is seeking opportunities through a suitable match. By being able to clearly articulate the value you can offer, you put yourself in the best possible position for negotiations.

 

Speak up.

When entering the office of your interviewer, pick out something unusual and comment on it. It makes a good icebreaker. A positive comment from you will build goodwill and help overcome any adverse negotiation circumstances.

 

Is it money only?

Today’s two-earner and single-parent families bring other compensation issues to the table besides money. For many, quality-of-life benefits outweigh monetary compensation. If this is the case, ask about the availability of flextime, childcare, or telecommuting. Define exactly what you want, remembering that your prospective employer can be very creative in meeting your needs.

 

Plan and rehearse.

There’s an adage in negotiating that the person who speaks first loses. When asked about your salary requirements, do not specify a single-salary figure. Instead summarize the needs of the position as you understand them, and then ask the interviewer for the normal salary range in the company for that type of position. Should you be presented with a range, remember that while this sets salary boundaries, it does not preclude bargaining on quality-of-life benefits.

 

Don’t settle on an unrealistic salary range:

After you’ve developed a clearer understanding of the salary ranges that are prevalent in your industry, it’s time to develop a general range that you feel comfortable with. Consider your salary history and current rate of compensation, and make sure that the upper end of your stated range is slightly higher than what you actually expect to receive. That way, you’ll leave a bit of wiggle room for the negotiation process.  If you are asked the question, what are your salary expectations? Your answer should be like this, “Well, obviously I would like to be on a top salary for the role as I see myself bringing great value and experience to the company, as well as determination and commitment. What do you think is a fair salary for what I hope to bring to your company?”

 

Write it down.

As you reach agreements on terms of employment, put them in writing so there isn’t any backtracking later in the process. If an agreement is on paper, neither party should be able to contest it.

Bite your tongue.

Never let yourself become angry or frustrated. It’s better to excuse yourself from the interview for a few moments than to get hostile and alienate a potential boss. Playing “hardball” with a new boss won’t score points. Negotiations that go negative will damage a relationship before you begin the job.

 

Build a persuasive case for yourself:

Master the kind of evidence you’ll need to prove that you’re well worth the salary you’re requesting. To refresh your memory and sharpen your argument, compile proof of your salary history, a list of your major qualifications and accomplishments, and evidence of the ways in which you’ve helped your past employers save money, increase earnings, or improve efficiency.

 

Hone your pitch and map out potential responses:

Try to anticipate the counterarguments that the interviewer is likely to put forth after you’ve named your desired salary range. Create and get comfortable delivering a one-minute “elevator pitch” that sums up your qualifications, experience, salary history, and potential value. Cast a critical eye on your argument and look for any loopholes or inconsistencies that the hiring manager may pounce on.

 

Focus on Issues.

If your interviewer has come as far as making a job offer, and you reach an impasse in negotiations, stick to the issue important to you. You obviously have perceived value. One divisive issue will most likely not keep the negotiation from resulting in a mutual agreement. Remember, a negotiation is a series of give-and-take issues. Your prospective employer doesn’t expect to win every one.

 

Sit on it.

Don’t prematurely discuss salary before acquiring information about the job or before communicating your qualifications. When the time comes and you are presented with a first offer, use timing effectively as part of establishing your value in the eyes of your prospective boss. Don’t be too quick to accept the first offer and don’t worry that the employer will change his or her mind because you ask for more. If you’ve interviewed well, you’re already the front runner.

 

Consider alternative concessions:

These days, many companies are operating under strict budget constraints that may limit their negotiating power when it comes to setting new-hire starting salaries. Brainstorm a few other bonuses, benefits, and non-salary perks that you might accept in lieu of compensation. Possibilities include schedule flexibility, personal leave, profit sharing, reduced-cost benefits, and professional development opportunities. Just make sure to get the total package value in writing before you tender your response.

 

Win-Win.

One key point to remember about successful salary negotiation: the deal must be a win-win situation for you and for your employer. Think in terms of the whole pie, not just your slice of the pie. The bigger the pie, the more everyone gets. And isn’t that the best way to start a new job?

 

With a little advance planning and preparation, you can take some of the stress and guesswork out of the salary negotiations process. Armed with these strategies, you could be experiencing that first-pay check thrill in no time at all!