Thursday, September 20, 2012

Getting Noticed

Staying "Visible" At Work

Do you sometimes feel that your hard work is "invisible"?

Perhaps you do such good work on a regular basis that your manager takes you for granted. Perhaps, because of this, you're no longer recognized and rewarded for your efforts, as you once were.

In this article, we'll discuss strategies for getting noticed for the great work that you do. This, in turn, will help you to continue moving towards your career goals.

Why Work on Getting Noticed?

You might be the hardest worker in your organization, and the one everyone wants on their team – but if you're not in people's thoughts, then you'll be passed up for new projects, additional responsibilities, awards, and promotions.

That's why you need to be visible at work!

Let's look at some strategies that you can use to get noticed in the workplace.

Developing Specialist Skills

Do you consider yourself a "generalist" – someone who does many different things in different roles – or a "specialist" – someone who is an expert in one or two specific areas?

New businesses often hire generalists, because they can perform in so many different roles. As organizations grow, however, specialists are often hired to focus on key areas. This may leave the hard-working generalists feeling pushed aside and disempowered.

If you're a generalist, think strategically about what types of skills your organization needs. Work on building these skills to become a specialist. The more knowledgeable and skillful you become in a particular area, the more likely you are to be noticed for your work.

Remember that organizations also tend to look for people with great "soft skills" – non-technical skills such as creative thinking, emotional intelligence, conflict resolution, communication skills, flexibility, and coaching. These are often as important as professional expertise.

If you're thinking about becoming a specialist in a certain area, don't forget to consider these important soft skills. Helping your boss resolve a major conflict within your team will get you noticed just as much as delivering a great presentation or sales report.

Building a Network

How can building a network of contacts help you get noticed in front of the people who matter?

Essentially, if you help people out when they need assistance, then people will help you out too. (Our article on the Influence Model explores this further.)

And if you take the time to build and nurture relationships with the people around you, you'll build a network of "allies" who can help you get assigned to interesting, significant, or eye-catching projects that might otherwise go to someone else. They may also recommend you to other departments, which can open up opportunities that might not have been available to you without their recommendations.

Build a network of alliances within your department, with other departments, and with the executive team or board. Try to get assigned to teams that involve a wide variety of people. This can help you build your reputation, and make important friendships.

Also, build your network outside of office hours. Socializing with colleagues after work often makes everyone feel more relaxed and open to new friendships.

Tracking Your Accomplishments

When you're working hard, it's easy to forget all of your achievements over the last six to 12 months. This won't help when it's time for your performance review.

Keep track of all of your accomplishments within the organization. If clients or colleagues give you compliments, write them down. If the compliment came in an email, print it. If you exceeded last quarter's sales goals, get the paperwork that proves it.

Put all of these great compliments and achievements in a file, and bring the file to your performance review. This gives you hard evidence to prove to your boss what a great job you're doing. Then, when it's time to ask for a pay raise or promotion, it may be harder for your manager to say no.

Getting Out of the Shadows

Sometimes, whether intentionally or unintentionally, your manager or colleagues may present your ideas as their own.

However, if you want to get noticed, you must receive credit for your ideas.

If this happens to you, first find out if it's also happening to anyone else. Often, a colleague or boss "borrows" ideas from several people, not just one. One way to discover this is by simply watching other people's body language around this person.

If your colleague or manager is taking credit for only your work, but no one else's, then document it every time it occurs. If practical, "watermark" your work whenever you can (this is a feature in some word processing software packages). If the person claims your ideas as their own in a meeting, gently but firmly correct the misstatement.

Taking on More Responsibilities

You can also get noticed by your manager and other executives by taking on more responsibilities whenever possible.

This doesn't mean that you should overwork yourself! But if you see a new project or role that will help you expand your skills, take advantage of it. Do this, particularly if it's one that has high visibility within the organization, or has a significant impact on the bottom line.

This is particularly important with innovation and process improvement. Developing a reputation as an innovator or creative thinker can be valuable. If you believe that you have the ability to innovate and think of good ideas, then try to get assigned to projects where these skills are valued.

While you're doing this, make sure that you continue to do the core parts of your job well. If you fail to do this, you'll get noticed – but for all the wrong reasons!
More Tips on Getting Noticed

Here are a few more ideas for getting the people you work with to notice you:

  • Make sure you're visible – Spend a few minutes every day greeting and talking with your co-workers. A simple smile can help tremendously. Also, try to speak to colleagues face-to-face from time to time, instead of sending emails or instant messages.
  • Praise others – If you have a colleague who works as hard as you, then praise the person in front of your manager. Be specific, and sincere, about what the person is doing.
  • Stay updated on your industry – Read trade newsletters or other relevant materials that keep you up-to-date on trends and technology. You never know when this information will be valuable.
  • Find a mentorMentors can offer valuable advice and career coaching. The chances are that the mentor has been through the same situations that you're experiencing, and can help you navigate them successfully.
  • Get involved with your organization's charity events – Volunteering for these activities – like running in a race or coaching a children's team – can help you build your network within the organization.
Key Points

People can often overlook your efforts, even if you consistently work hard. If this happens to you, it's up to you to get noticed and stay in their thoughts, so you can keep moving toward your career goals.

Become a specialist in areas that are important to your organization. Build a network of allies, network inside and outside of work, track your accomplishments, and take on additional responsibilities whenever possible.

Thanks to MindTools / Mind Tools Ltd


Killing Lincoln: The Shocking Assassination That Changed America Forever By Bill O'Reilly, Martin Dugard

Killing Lincoln: The Shocking Assassination that Changed America Forever

Killing Lincoln: The Shocking Assassination That Changed America Forever By Bill O'Reilly, Martin Dugard

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A riveting historical narrative of the heart-stopping events surrounding the assassination of Abraham Lincoln, and the first work of history from mega-bestselling author Bill O'Reilly

The anchor of The O'Reilly Factor recounts one of the most dramatic stories in American history—how one gunshot changed the country forever. In the spring of 1865, the bloody saga of America's Civil War finally comes to an end after a series of increasingly harrowing battles. President Abraham Lincoln's generous terms for Robert E. Lee's surrender are devised to fulfill Lincoln's dream of healing a divided nation, with the former Confederates allowed to reintegrate into American society. But one man and his band of murderous accomplices, perhaps reaching into the highest ranks of the U.S. government, are not appeased.

In the midst of the patriotic celebrations in Washington D.C., John Wilkes Booth—charismatic ladies' man and impenitent racist—murders Abraham Lincoln at Ford's Theatre. A furious manhunt ensues and Booth immediately becomes the country's most wanted fugitive. Lafayette C. Baker, a smart but shifty New York detective and former Union spy, unravels the string of clues leading to Booth, while federal forces track his accomplices. The thrilling chase ends in a fiery shootout and a series of court-ordered executions—including that of the first woman ever executed by the U.S. government, Mary Surratt. Featuring some of history's most remarkable figures, vivid detail, and page-turning action, Killing Lincoln is history that reads like a thriller.

Product Details
  • Amazon Sales Rank: #41 in Books
  • Published on: 2011-09-27
  • Released on: 2011-09-27
  • Original language: English
  • Number of items: 1
  • Dimensions: 9.25" h x 1.30" w x 6.14" l, 1.20 pounds
  • Binding: Hardcover
  • 336 pages


  • HardCover Novel
  • Bill O'Reilly and Martin Dugard
Editorial Reviews


"As a history major, I wish my required reading had been as well written as this truly vivid and emotionally engaging account of Lincoln's assassination. And as a former combat infantry officer, I found myself running for cover at the Civil War battle scenes. This is the story of an American tragedy that changed the course of history.  If you think you know this story, you don't until you've read Killing Lincoln.  Add historian to Bill O'Reilly's already impressive résumé."—Nelson DeMille, author of The Lion and The Gold Coast

"Killing Lincoln is a must read historical thriller.  Bill O'Reilly recounts the dramatic events of the spring of 1865 with such exhilarating immediacy that you will feel like you are walking the streets of Washington, DC, on the night that John Wilkes Booth shot Abraham Lincoln.  This is a hugely entertaining, heart-stopping read."—Vince Flynn, author of American Assassin

"If Grisham wrote a novel about April 1865…it might well read like Killing Lincoln."—Peter J. Boyer, Newsweek

"[Killing Lincoln] delivers a taut, action-packed narrative with cliff-hangers aplenty..."--The Christian Science Monitor

"[Killing Lincoln] is nonfiction, albeit told in white-knuckled, John Grisham-like style."--New York Post

About the Author

Bill O'Reilly is the anchor of The O'Reilly Factor, the highest-rated cable news show in the country. He also writes a syndicated newspaper column and is the author of several number-one bestselling books. He is, perhaps, the most talked about political commentator in the country.

Martin Dugard is the New York Times bestselling author of several books of history. His book Into Africa: The Epic Adventures of Stanley and Livingstone has been adapted into a History Channel special. He lives in Southern California with his wife and three sons.

Excerpt. © Reprinted by permission. All rights reserved.
Chapter Thirty-Three

Friday, April 14, 1865
Washington, D.C.
3:30 P.M.

"Crook," Abraham Lincoln says to his bodyguard, "I believe there are men who want to take my life. And I have no doubt that they will do it."

The two men are walking down Pennsylvania Avenue, on their way back to the War Department for their second meeting of the day. Lincoln wants a short session with Stanton to discuss the fate of a Confederate ringleader who very recently made the mistake of crossing the border from Canada back into the United States. Stanton is in favor of arresting the man, while Lincoln prefers to let him slip away to England on the morning steamer. As soon as Lincoln makes his point, he aims to hurry back to the White House for the carriage ride he promised Mary.

William Crook is fond of the president and deeply unsettled by the comments.

"Why do you think so, Mr. President?"

Crook steps forward as they come upon a group of angry drunks. He puts his body between theirs and Lincoln's, thus clearing the way for the president's safe passage. Crook's actions, while brave, are unnecessary—if the drunks realize that the president of the United States is sharing the same sidewalk, they give no notice.

Lincoln waits until Crook is beside him again, then continues his train of thought. "Other men have been assassinated," Lincoln says.

"I hope you are mistaken, Mr. President."

"I have perfect confidence in those around me. In every one of you men. I know that no one could do it and escape alive," Lincoln says. The two men walk in silence before he finishes his thought: "But if it is to be done, it is impossible to prevent it."

At the War Department, Lincoln once again invites Stanton and telegraph chief Major Thomas Eckert, the man who can break fireplace pokers over his arms, to attend Our American Cousin that night. Both men turn him down once again. Lincoln is upset by their rejection, but he doesn't show it outwardly. The only indication comes on the walk back to the White House, when he admits to Crook, "I do not want to go." Lincoln says it like a man facing a death sentence.

Inside the White House, Lincoln is pulled into an unscheduled last-minute meeting that will delay his carriage ride. Lincoln hides his exasperation and dutifully meets with New Hampshire congressman Edward H. Rollins. But as soon as Rollins leaves, yet another petitioner begs a few minutes of Lincoln's time. A weary Lincoln, all too aware that Mary will be most upset if he keeps her waiting much longer, gives former military aide Colonel William Coggeshall the benefit of a few moments.

Finally, Lincoln marches down the stairs and heads for the carriage. He notices a one-armed soldier standing off to one side of the hallway and overhears the young man tell another, "I would almost give my other hand if I could shake that of Lincoln."

Lincoln can't resist. "You shall do that and it shall cost you nothing, boy," he exclaims, smiling broadly as he walks over and grasps the young man's hand. He asks his name, that of his regiment, and in which battle he lost the arm.

Only then does Lincoln say his farewells and step outside. He finds Mary waiting at the carriage. She's in a tentative mood—they've spent so little time alone in the past few months that being together, just the two of them, feels strange. She wonders if Lincoln might be more comfortable if they brought some friends along for the open-air ride.

"I prefer to ride by ourselves today," he insists. Lincoln helps her into the barouche and then is helped up from the gravel driveway to take his seat beside her. The four-wheeled horse-drawn carriage features two facing double seats for passengers and a retractable roof. The driver sits in a box seat up front. Lincoln opts to keep the roof open, then covers their laps with a blanket, even though the temperature is a warm sixty-eight degrees.

The war has been hard on their marriage. Mary is delighted beyond words to see that Lincoln is in a lighthearted mood. She gazes into her husband's eyes and recognizes the man who once courted her.

"Dear Husband," she laughs, "you startle me by your great cheerfulness. I have not seen you so happy since before Willie's death."

"And well I may feel so, Mary. I consider this day, the war has come to a close." The president pauses. "We must both be more cheerful in the future—between the war and the loss of our darling Willie we have been very miserable."

Coachman Francis Burns guides the elegant pair of black horses down G Street. The pace is a quick trot. Behind them ride two cavalry escorts, just for safety. The citizens of Washington are startled to see the Lincolns out on the town. They hear loud laughter from Mary as the barouche passes by and see a grin spread across the president's face. When a group calls out to him as the carriage turns onto New Jersey Avenue, he doffs his trademark stovepipe hat in greeting.

• • • 

Throughout the war, Lincoln has stayed in the moment, never allowing himself to dream of the future. But now he pours his heart out to Mary, talking about a proposed family trip to Palestine, for he is most curious about the Holy Land. And after he leaves office he wants the family to return to their roots in Illinois, where he will once again hang out his shingle as a country lawyer. The "Lincoln & Herndon" sign has never been taken down, at Lincoln's specific request to his partner.

"Mary," Lincoln says, "we have had a hard time of it since we came to Washington, but the war is over, and with God's blessing we may hope for four years of peace and happiness, and then we will go back to Illinois and pass the rest of our lives in quiet. We have laid by some money, and during this term we will try to save up more."

The carriage makes its way to the Navy Yard, where Lincoln steps on board USS Montauk. His intent is just a cursory peek at the storied ironclad, with its massive round turret constituting the deck's superstructure. But soon its crew mobs Lincoln, and he is forced to politely excuse himself so that he can return to Mary. Unbeknownst to Lincoln, the Montauk will soon serve another purpose.

Lincoln offers a final salute to the many admirers as coachman Burns turns the carriage back toward the White House. It's getting late, and the Lincolns have to be at the theater.

John Wilkes Booth is expecting them.

Copyright © 2011 by Bill O'Reilly

Customer Reviews

Most helpful customer reviews

619 of 703 people found the following review helpful.
4O'Reilly Delivers, Unlike Most Reviews of the Book
By history_bookworm
It seems that most reviews of the book are by one of two types of reviewers: 1. the reviewer either loves or hates O'Reilly, or 2. the reviewer either loved or hated how it was written. Here is my take, leaving the personal feelings about the author aside, Killing Lincoln delivers on its mission. Many rip O'Reilly apart for it not being an in depth treatment of his death and surrounding events. Here's a news flash: it's not supposed to be. It is not written as a doctoral dissertation on the subject nor is it intended to be. It is not intended to give every detail about what happened. It is intended to be an engaging read that follows the events surrounding Lincoln's last days. It is intended to be written from the perspective of putting the reader on the streets of D.C. during those days, putting you into Ford's Theater the night of the killing. In that regard it delivers. Here is my recommendation for this book: give this book to someone that you want to get interested in history. Give it to a student and let them see that history does not have to be boring. Give it to someone that loves novels, but hates non-fiction and let them discover how engaging and important history is and can be. On that level O'Reilly delivers.

40 of 45 people found the following review helpful.
5Five Stars for O'Reilly -- But a nap for Steers
I absolutely loved this book. First, since it seems to be an issue in the reviews, Mr. O'Reilly and I are opposites politically. I never watch his show. After reading the reviews, I bought, instead, Edward Steers' Blood on the Moon. I am sorry, I know it is well researched, and painstakingly accurate, but it didn't keep my attention. After several weeks, I was only at 17% in my Kindle when I decided to buy Bill O'Reilly's book. WOW! I could not put it down and read it in two sittings. You feel like you are right there watching the events. I have never experienced Civil War battles as I did these. I have never really known Abraham Lincoln before now. I have never fully appreciated the reasons behind the war. While reading, I was on the battlefield, I shared Mr. Lincoln's thoughts and feelings, I was there with the young doctor tending to Lincoln after he was shot, and I experienced John Wilkes Booth's pain as he attempted to escape after breaking his leg. This book is powerful. This book takes you there, and you will long remember the names and events. This is the best book I have read in a long time. Thank you, Mr. O'Reilly.

1489 of 1836 people found the following review helpful.
3It's been done, Mr. O'Reilly, and more accurately.
By Anthony B. Ford
As someone who has studied Lincoln and books on the assassination since I was about 8 (that would be, sigh, about 50 years), I figured I'd give O'Reilly's book a try, assuming that since he had written it so shortly after some great Lincoln books (Abraham Lincoln: A Life, by Michael Burlingame; Blood on the Moon by Edward Steers) that there must be something unique about it. Unfortunately, I came away not really seeing what the new approach was. While it is supposedly written like a thriller, I find it to be prone to abbreviation and errors as noted by one of the one-star reviewers here (i.e. talking about the Oval Office, which was not built when Lincoln was president, but in 1909 when Taft was president, and a gross misrepresentation of how Mary Surratt was treated -- she NEVER wore a hood while imprisoned, and she was NEVER on the "Montauk", etc.). Throwing in a long-discredited conspiracy theory supposedly linking Secretary of War Edwin Stanton into the mix was completely unnecessary, unless the idea was to give readers already convinced that JFK was assassinated by space aliens something new to obsess over. A list of errors written by the Assistant Superintendent of the Ford's Theatre Historical Site, by no means complete, but enough for the NPS Eastern National bookstore at Ford's Theatre to avoid selling this book, may easily be found on the internet (I will be glad to give you the link if you can't find it). The Theatre gift shop IS selling it, but not the National Park Service store, due to inaccuracies. You will see many reviews here (five-star ones) stating that "this book was not written for historians." Does that mean that lousy research is just fine for the unwashed masses? Wouldn't the casual reader be served much better by reading information, whether or not it's entertaining -- and yes, it's an entertaining and easy read -- that had been verified by research? I just cannot understand the mindset of "it wasn't written for historians, so errors are just fine, as long as it gets people to read about history." Baloney.

What O'Reilly has going for him is a built-in audience who went out in droves to buy this book because he talked about it every day on The O'Reilly Factor. I watch him casually, and I figured, "Why not? One more book to add to my Lincoln collection (which is fairly large after fifty years)." As you should be able to see, my purchase of this book is verified at Amazon, and, in fact, I preordered it because the mention on the O'Reilly Factor got my interest. Unfortunately, it won't be up in the top tier of my Lincoln assassination material. It's OK for the casual reader who wants to learn something about the Lincoln assassination. It's too hurried and flies through things that need to be dealt with in a less perfunctory manner, I think. As O'Reilly notes in his show that Abraham Lincoln was the "gold standard" for the Presidency, I will say here that, for the "gold standard" of books written on the Lincoln assassination, no better work can be found than the book "Blood on the Moon," by Edward Steers -- you can see it here at Amazon at Blood on the Moon: The Assassination of Abraham Lincoln). If you only have one book on this subject, the Steers book is the book to have. If you just want to be up on the latest O'Reilly books, then get this one. It's not horrible, but it tells the reader nothing new, and oftentimes it tells the reader much LESS than he/she needs to know, and, as noted, sometimes incorrectly.

So, in summary, it was just OK, which is why I gave it an average rating. A few minor errors wouldn't have dropped it below four stars, but for a Lincoln researcher it would be considered a young person's primer. For someone seriously interested in the subject, get the Steers book and pass this one by. Just because O'Reilly has a multi-million person audience to whom he can hawk his wares, it doesn't mean it's great work. I hope people are not writing off an honest review because they think I'm picking on O'Reilly. The only POSSIBLE reason that this book took off so fast on the bestseller lists is because it was publicized on the O'Reilly Factor, not because it was so much better than any of the other books written about the Lincoln assassination. There has been much back-and-forth about this for some time. Dishonest people who didn't read the book but hate O'Reilly gave it one-star reviews without ever opening it. O'Reilly fans have an attack of the vapors at anything less than a five-star review. The purpose of this review was to inform, not to express ideology. I stand by this review. If you don't like it, that's fine, but don't attack me simply because you're sticking up for Bill O'Reilly (a futile wish, apparently). Again -- I watch The O'Reilly Factor. I am also a Lincoln scholar. Take this review at face value.

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Powerful Phrases For Effective Customer Service: Over 700 Ready-To-Use Phrases And Scripts That Really Get Results By Renee Evenson

Powerful Phrases for Effective Customer Service: Over 700 Ready-to-Use Phrases and Scripts That Really Get Results

Powerful Phrases For Effective Customer Service: Over 700 Ready-To-Use Phrases And Scripts That Really Get Results By Renee Evenson

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Let's face it, dealing with customers isn't easy. They aren't always right - or even pleasant - but knowing the right words to use can make all the difference. "Powerful Phrases for Effective Customer Service" shares over 700 phrases and scripts that have been proven time and again to defuse even the most difficult interactions. Covering 30 challenging customer behaviors and 20 tough employee - caused situations, this indispensible reference makes it easy for readers to assess the circumstances, find the appropriate response, and confidently deliver satisfaction to every customer. In addition, readers will learn how to incorporate language into their daily routine that communicates welcome, courtesy, rapport, enthusiasm, assurance, regret, empathy, and appreciation. Every chapter includes helpful Do This! sample scenarios that bring the phrases to life as well as Why This Works sections that provide detailed explanations. Practical and insightful, "Powerful Phrases for Effective Customer Service" ensures that employees will never again be at a loss for words when dealing with customers.

Product Details
  • Amazon Sales Rank: #253640 in Books
  • Published on: 2012-09-12
  • Original language: English
  • Number of items: 1
  • Dimensions: 8.90" h x .79" w x 5.91" l, 1.10 pounds
  • Binding: Paperback
  • 294 pages
Editorial Reviews


"This book is a must-have for any business dealing with the public." -- Retailing Insight

From the Back Cover

Customers aren't always right. And they're not always pleasant. Sometimes they can be rude, combative, or downright obnoxious. As a service provider, you may be faced with the task of helping someone who has a preexisting grudge against your company, or even someone who is intoxicated or mentally unstable! Yet there are also times when it's not the customer who behaves badly. If you inadvertently say or do something that causes a customer to become upset or angry, what can you do to save the interaction?

Dealing with customers isn't always easy. But knowing the right words can make all the difference.

Covering 30 challenging customer behaviors and 20 tough employee-caused situations, Powerful Phrases for Effective Customer Service shows you how to incorporate language that communicates courtesy, warmth, receptiveness, rapport, enthusiasm, assurance, regret, empathy, and appreciation into your daily routine. The book contains over 700 phrases and scripts that have been proven time and again to diffuse even the most difficult exchanges you may face as a customer service professional.

This practical and insightful book focuses on two critical components of service: the value of using proven "powerful" phrases, and backing up your words with appropriate actions. You'll learn the six steps to interacting successfully with your customers, as well as how to identify specific behaviors and situations and pair them with corresponding approaches for guiding the conversation swiftly and smoothly to a happy resolution. You'll also learn how to effectively engage with customers who post comments, complaints, or compliments on social media sites.  

Filled with helpful Do This! scenarios that reinforce the correct methods for dealing with difficult situations—as well as Why This Works sections that help you understand the motivation underlying the most effective verbal and behavioral strategies—this invaluable book proves once and for all that phenomenal customer service can be put into words.

RENÉE EVENSON has worked in the customer service management field for more than 30 years, including nearly two decades as a customer service manager and trainer at BellSouth Telecommunications. She has a degree in organizational psychology and is the author of Customer Service Training 101 and Customer Service Management Training 101. She lives in Saint Simons Island, Georgia.

About the Author

RENÉE EVENSON has worked in the customer service management field for over 30 years, including nearly two decades as a customer service manager and trainer at BellSouth Telecommunications. She has a degree in organizational psychology and is the author of Customer Service Training 101 and Customer Service Management Training 101.

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1 of 1 people found the following review helpful.
By Michelle A
This is a MUST HAVE book! Once again, Evenson has written an outstanding, easy to apply, common sense customer service manual. As a small business owner, this book is helpful with addressing everyday issues that every business that deals with customers is bound to find useful. The book guides you and your employees through scenarios that need to be handled the proper way. This book is indeed full of powerful phrases that will help both large and small businesses!

0 of 0 people found the following review helpful.
5Absolutely a MUST!
By Sharon Randolph-Parker
We have all had our share of difficult situations and customers. Every business should provide this book to their employees. Customers want to be treated with courtesy, enthusiasm and appreciation. Employees are having a stressful time dealing with situations they are uncomfortable handling. This book provides valuable DO THIS scenerios of everyday situations preparing them ahead of time so they can handle the customer with respect and empathy. This type of help was not available when I was a manager and I sure could have used the tips provided. Take the advise of someone who was a manager for 27 years.......GET THIS BOOK for your employees!

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Tuesday, September 18, 2012

Knockout Interview Answers (52 Brilliant Ideas) By Ken Langdon

Knockout Interview Answers (52 Brilliant Ideas)

Knockout Interview Answers (52 Brilliant Ideas) By Ken Langdon

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Knockout interview answers is a collaboration between best-selling business author Ken Langdon and human resources specialist Nikki Cartwright. Unlike the majority of interview techniques books this book steers clear of blindingly obvious advice such as not to wear track-suit bottoms or turn up drunk to your interview, and instead provides a way into the mind of the interviewer so that you can spot the likely questions and know how to answer them differently depending on the perspective of the interviewer.

Product Details
  • Amazon Sales Rank: #1846838 in Books
  • Published on: 2007-02-21
  • Original language: English
  • Dimensions: 1.05 pounds
  • Binding: Paperback
  • 272 pages
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10 of 11 people found the following review helpful.
4An Effective Presentation
By J. Siew
The book was presented in a rather refreshing was, as though in a conversation or presentation. The ideas were simple to understand and the book was written by very much a question and answer manner.

Will recommend this to readers who're looking to prepare your interviews in more interesting and interactively.

3 of 3 people found the following review helpful.
By laughinlala
I got this book the day before I had an interview for a position I desparately wanted/needed. The book is geared towards business/ corporate positions but what I took from it was why I needed to explain my experience and how to turn things around. I went to my interview confident because I had the knowledge and understanding. By far the best interview I have ever had. AND I GOT THE JOB!! I credit this book.

1 of 1 people found the following review helpful.
5Excellent book
By Little Flower no.2
This is such a good book. I have attempted a number of interviews, most of them were not successful. Then I found this book. The questions asked were more or less the same as described in the book. But its analysis in the answers and what the panels are expecting were out of my mind. This time I have just attempted another one. I am quite confident on it. Bless me. Any how, the book is really helpful and widen my scope of views.

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Get Noticed & Get Hired: Action Steps, Strategies And Resources To Become Empowered & Employed By Steve Matter

Get Noticed & Get Hired: Action Steps, Strategies and Resources to Become Empowered & Employed

Get Noticed & Get Hired: Action Steps, Strategies And Resources To Become Empowered & Employed By Steve Matter

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Product Description

Is your resume failing to get you interviews? You need to stand out on paper and in person in order to Get Noticed and Get Hired.

Going through a period of unemployment can be one of life's most stressful situations. In many cases it seems to trigger a domino effect of pressures and strains ranging from emotional to financial to relational. Television and news reports are filled with stories about people who have sent out hundreds of resumes without getting a single interview. Many who have made it to the interview stage are shocked not to be selected even though they had the right experience and skill sets necessary for the position.

In Get Noticed & Get Hired, veteran corporate executive Steve Matter delivers an entire workbook for directing you from job loss to becoming empowered and employed.

This book is filled with action steps, resources and strategies to help you focus and prepare for your journey back into the workplace. Take action and follow a path to:
- Get through the emotional upheaval
- Build your support team
- Network effectively
- Prepare a magnetic resume that attracts employers to you
- Be self-assured, positive and prepared for your interview
- Learn the different personality styles of managers
- Set the stage to become a Most Valuable Employee™
- Decide if you should go in to business for yourself or return as an employee
- Rebuild your confidence, attitude and belief in yourself
- Stand out on paper and in person

Read it, apply it and start on the path back to the workforce.

"For anyone seeking to 'Get Noticed & Get Hired' here's your plan of action!" - Jack Shuler, Director of Human Resources, Retired, The Boeing Co.

Product Details
  • Amazon Sales Rank: #16056 in eBooks
  • Published on: 2012-08-16
  • Released on: 2012-08-16
  • Format: Kindle eBook
  • Number of items: 1
Editorial Reviews

About the Author
When it comes to understanding the entire process of hiring employees to job termination, Steve Matter has more than thirty years of experience. For most of Steve's career, he has been in senior management positions at Fortune 500 companies. Those who have worked with Steve consistently praise his ingenuity and site many examples of how he sets himself apart as a Most Valuable Employee. Steve's innovative methods empowered his employees and his divisions to meet or exceed even the highest of standards, benchmarks and quotas. Then one day his position was eliminated after 21 years with a proven track record of success. His world was turned upside down. Imagine what it must have been like to be summarily dismissed without regard for his years of achievement and dedication. In this book, Steve will guide you through the logic, emotions, strategies, tactics and tools he had to deploy in order to find a spectacular new job where he is appreciated and empowered to build the success of his department and elevate the other divisions within his company. The lessons you will learn from Steve's journey will give you priceless insights on how YOU can get into alignment with and actually get the kind of job or career you really want next. This book will help you to speed and ease YOUR journey and help you get measureable results that lead to a happier and more fulfilling life and career. Steve and his family currently reside in Southern California. Steve is currently a Senior Vice President with a major financial services brokerage firm. Through his writing, speeches, television and radio interviews, Steve is a driving force dedicated to putting you and all of America back to work in more fulfilling and enriching ways.

Customer Reviews

Most helpful customer reviews

3 of 3 people found the following review helpful.
5A must have if you're in, or entering the job force
By Todd Handel
You definitely need this book if you're about to enter the job force, or think you need to look at your options for the future. This book gives all the bits and pieces that you'll need to find success and to be taken seriously.

2 of 2 people found the following review helpful.
5Great advice for achieving the goal to win an interview.
By D. Wile
Having completed many interviews in my career and struggled through the filtering of resumes to find the applicant that was worthy of an interview, I found this book to be a valuable guide for applying for any job. If followed by the applicants, it would have made my task much easier.

It contains excellent suggestions for creating a resume, like how to keep it to one page and how to draft a summary directed toward the job you are seeking. It is a fast read and to the point with good action lists. It is written in a crisp non-wordy format that sets the standard for all applicants to follow in their pursuit of their next job.

I highly recommend this book for all those out of work struggling to achieve that important face-to-face interview. Follow the authors advice and successful employment will be a very real outcome.

1 of 1 people found the following review helpful.
5Excellent book on preparing your resume for success
By Jo Louise
This book totally revised my idea of what an effective resume should look like. Brilliant tips of preparing for interviews so that you are the best candidate for the job.


Leadership Assessments – Self-Scoring Vs 360 Degree

Chances are, at some point in your career, you've been asked to complete a leadership assessment – either for yourself, or rating someone else's leadership abilities. Based on your experience, you might have found the exercise enlightening or a waste of time not-so-great.

People are naturally skeptical about assessments and for good reason – I've seen some really poor execution of an assessment process. But it doesn't have to be a train wreck. A reputable researched-based assessment, interpreted by a knowledgeable coach, can be invaluable to your professional development. The key is to understand how assessments are structured. From there, you can make the experience work for you, rather than feeling like something has been "done to you."

What's So Great About Assessments Anyway?

By nature, an "assessment" has an evaluative component to it. People hate this; they feel their everyday work should speak for itself. Fair enough. But ask yourself this – is it possible that there is a partially overlooked aspect to your behavior – that if you were to learn about it – could shift how you show up at work each day? Would it be worth it to you to explore what that might be?

Two Main Types of Leadership Assessments

Leadership assessments fall into two categories: self-scoring and 360-degree.

In a self-scoring assessment, the leader completes the assessment based solely on his/her perceptions.  In a 360-degree assessment, the leader completes a self-assessment and invites others to give feedback as well. Typical respondents in a 360-degree process include the leader's team members, the leader's supervisor and a cross-section of peers and/or customers.

There are pros and cons to each type of assessment. Ultimately it comes down to the objective of the assessment process: what are you trying to accomplish with the assessment? Self-scoring assessments are great for professional development; they work nicely with Individual Development Plans that are often a part of an organization's performance review process. A 360-degree process is useful if there is a need to conduct a more in-depth look at a leader's strengths and areas for improvement because "raters" (people who give the feedback) can provide detailed, behavioral examples.



  • Less threatening to the leader
  • Less costly
  • Easier for smaller companies to administer


  • Not as easy to uncover blind spots
  • Leader may have "halo effect"
360 Degree
  • Ability to get multiple sources of input
  • More specific feedback, due to multiple sources


  • More time-intensive to administer
  • Potential for rater "burn out"
  • "Gotcha" feedback is possible
  • Temptation for leader to figure out "who said that"

What If I Don't Measure Up?

This is a common concern. Think about an assessment as being a single data point, a snapshot in time. It does not reflect everything about you, or describe your worth as a human being. True, it can be threatening to think your value as a leader is being put under a microscope. This scrutiny might be uncomfortable, but is doesn't need to be excruciating. The best way to approach your feedback session is to adopt an attitude of inquiry. "What can I learn about myself today that I may not have considered before?" and "Wow, I'm getting some surprising information out of this. I wonder what to make of it" are two possible things to reflect upon after you receive your feedback.

Making a Leadership Assessment Work for YOU

Remember this: you are in charge with what you do with the feedback you receive from a leadership assessment. You can accept it, or reject it. It's entirely up to you. If you find the narrative comments in the feedback puzzling or off-putting, seek out someone you trust and ask their input: "is it possible that I come across this way at work?"

Another point to consider: choosing to reject the feedback you're given will most likely have consequences for your career advancement. The best leadership assessments are those that help you make choices about how you want to live out your leadership. If, ultimately, there's not a fit in your current role, it may be time to consider moving on. And, that may not be an entirely bad thing. An assessment can provide focus and perspective – two things that are vital to any leader's development, whether it's for your current role or another opportunity elsewhere.

Thanks to Jennifer Miller / People-Equation / The People Equation Blog By Jennifer V. Miller


Monday, September 17, 2012

How Flexible Should You Really Be When Accepting a Job?

In tough times, job seekers are often advised to be flexible about issues from commute length to salary to job title. But while it's true that you have to be realistic, some compromises may end up hurting you more than they help.

"I don't believe that you just cave and take anything," said Mary Jeanne Vincent, a career coach in Monterey, California, and owner of WorkWise. "I have an underlying philosophy that you always sell value."

Steve Levin, CEO of Leading Change Consulting & Coaching in Portola Valley, California, draws a distinction between what he calls "healthy resiliency and begrudging compromise." One is a reasonable response to a challenging market. The other is a self-defeating trade-off.

To tell the difference, experts suggest asking yourself these six questions:

How Badly Do You Need Money?

If you're about to lose your home or are having trouble putting food on the table, you may need to take whatever job is offered.

Will the Job Make You Miserable?

Taking a job that's not right for you increases the risk that you'll be laid off again within a few months -- something that can make it even harder to find the next job. If you will feel resentful rather than excited about the job, you might be better off continuing your job search.

Can You Explain Why You're Taking It?

If you take a job that's less than your previous one, you'll need to be able to explain this apparent step backward the next time you're looking. Saying you couldn't find anything else is not likely to impress an interviewer.

But if you have a good reason for taking a position -- to gain experience in a new industry, for example, or to learn a new skill -- a step down doesn't have to hurt you.

What's Most Important to You?

Perhaps you'd be willing to take accept a pay cut as long as you got the title and authority you wanted. A longer commute may be more palatable if you can telecommute some of the time.

"You really need to do all this thinking -- what are the trade-offs you are willing to make in order to be employed?" said Libby Pannwitt, principal of the Work Life Design Group in San Carlos, California.

Will This Job Help in the Long Term As Well As the Short Term?

Consider what you'd like to be doing several years from now -- and whether this job could help you get there.

"I really believe that a lot of people panic and get anxious about short-term needs and forget all about their long-term goals," Levin said. If a job will give you an important new skill, for example, it may be worth making other trade-offs to take it.

"In a knowledge-based job market, learning is your quickest pathway -- your best investment," Levin said.

What's the Alternative?

To know how flexible to be, you have to know the market. Long-term unemployment is hard on both careers and finances.

If you decide to wait for a better job, what will you be doing with your time while you're waiting? "If you aren't working for someone else, then work for yourself by treating your job search as a full-time endeavor," Levin said.

Thanks to Margaret Steen / Career Advice Monster / Monster