Will Social Media scupper your career?

There has been a lot in the press (both online and in print) recently about Hiring Managers and HR using Social Media to take up unofficial references on candidates; this has included comment and research and some of the conclusions are quite alarming. For example research by the website CareerBuilder.co.uk found that over half the employers who responded have rejected a candidate after having seen something on their social media that put them off!

You may think that this only applies to Generation X and Y – the young, tech savvy candidates and not the mature professional, management grade candidates. But think again; how many of these now have a strong presence on social media through LinkedIn, Facebook, Twitter and Google+ as well as YouTube?

Many of the younger generation we talk to are quite prepared to share their lives via social media (ask your teenage children if email is old hat) and don’t seem to comprehend that it is all in the public domain and not confined to their immediate circle of friends. Unfortunately this is now moving up the age and professional scale with many individuals posting regularly on Twitter and Facebook.

But here is the big question: should you as a (potential) employer seek to find answers to those delicate questions you can’t ask in an interview anymore on social media? And if you do should someone’s private life influence your decision? Should a candidates’ social media profile be used to pre-screen them and to judge if they are a worthy person who will fit into the company culture?

As a candidate you can obviously use social media to increase your chances of success by posting great stuff that shows you in a good light and by networking carefully. On the flip side it is so easy to damage your chance of success by throwing caution to wind and posting what to an employer may be seen as inappropriate content.

Many users of social media do not realise that the internet never forgets – once it is posted it will be found, even years later – a public skeleton in the cupboard!

So beware those photos that you wouldn’t want your mum or granny to see and be careful not to make any comments you may regret later. Remember you have chosen to share this content with the public so make sure it shows you to advantage.

Make sure you look professional on-line and avoid posting anything that could be construed as an illegal activity; shows you as a drinker or drug taker; shows you can’t spell or construct a proper sentence; is untruthful about your experience; has improper photos; bad-mouths your colleagues or ex-employer; demonstrates that you are not confidential at work.

As ever we’re keen to hear from you, let us know your thoughts at blog@chestertongray.com or tweet us at @chestertongray

5 Soft skills you should always bring up in an interview

With a few short weeks until the Christmas holiday season starts, a lot of candidates start brushing up their CV’s in preparation for the expected New Year uplift in the jobs market. Whilst that’s an obvious strategy, along with preparing yourself for the interview, we thought that we’d look at a few of the other oft overlooked issues that the majority of candidates overlook.

Even if you are extremely qualified, have terrific application materials, a targeted CV and you're interviewing for jobs, but always coming up with a silver medal, it's possible that you're bumping up against an elusive almost impossible trait to pin down: likability.

Also known in the industry as "cultural fit," likability is a reason many candidates don't make the final cut—the interviewers either didn't like them or didn't believe they would mesh well with current employees.

Emotional intelligence, otherwise known as soft skills, is the category of skills most likely involved when evaluating likability or fit. Wikipedia defines them as "Personal attributes that enhance an individual's interactions, job performance and career prospects. Unlike hard skills, which are about a person's skill set and ability to perform a certain type of task or activity, soft skills relate to a person's ability to interact effectively with co-workers and customers and are broadly applicable both in and outside the workplace.

Soft skills include: attitude, communication skills, time management, critical thinking and a slew of other categories that do not relate to intelligence.

It’s undeniable that soft skills play a role in most, if not all, recruitment decisions. So how can you demonstrate these skills during an interview? Unfortunately there is no hard and fast answer to that, however we believe that the following tips help highlight five soft skills that are key during an interview.

1. Work ethic. Make sure to weave your thoughts about how important the company's mission and vision are to you and explain why you're willing to go the extra mile to help the organisation succeed. One tenet of evaluating candidates is that past performance is a predictor of future results. Make sure you prove that you have a strong work ethic by giving examples from the past about how you went above and beyond the call of duty to get a job done. Describe how you always complete projects efficiently and on-time, why you're punctual and persistent and how you balance your drive to succeed with the company's goals.

2. Positive attitude. Give examples of how you improved employee morale in a past position, or how your positive attitude helped motivate your colleagues or those you managed. I know from all the interviews that I’ve conducted over the years that some people are naturally bubbly and always upbeat whilst others have a more restrained and low-energy demeanour. If you tend to be more low-key, smile when you shake the interviewer's hand and make an extra effort to add some intonation and expression to your responses.

Make sure you aren't boring or dry, or you could lose your chance to be recruited.

3. Communication skills. Your interview is a great opportunity to demonstrate how well you communicate, so be sure you prepare and practice responses to showcase your best skills. Be concrete with these examples, and bring proof to the interview. Provide examples of materials you’ve created or written campaigns you developed in past roles.

4. Time management. This is a crucial skill many employers seek in their hires. It's especially important for candidates who want to work in a start-up to know how to manage their time, tasks and responsibilities effectively. Be prepared to explain how you prioritise the most important items first, delegate the items that others can do and figure out a way to get things done in the confines of your resources on the job.

5. Self-confidence. Very few employers want a wall flower. You can demonstrate self-confidence at the interview by the way you present yourself, including how you dress for the interview, the way you approach to shake hands and how you speak about your experiences during the interview.

If you're not particularly confident, practice acting as though you were. Make direct eye contact when speaking with strangers. Listen to your own voice, is it forceful or timid? Rehearse speaking in a more confident-sounding voice. Don't forget about your body language, which is one of the first ways employers will gauge your confidence levels. If you tend to hunch over, make sure you think about sitting up during your interview.

Don't forget to think about these soft skills when you prepare for an interview, be sure you demonstrate everything you have to offer the employer.


As ever we’re keen to hear from you, let us know your thoughts at blog@chestertongray.com or tweet us at @chestertongray

How to spot a bad boss before it's too late

Although the six week build up to the Christmas holiday can be quieter in terms of clients starting recruiting – setting next year’s budgets & forecasts seems to take priority – there is always something going on. For us it’s a good time to start research on an assignment, for candidates it’s a good time to brush up the CV for when the market kicks off again in January.

However, your career isn’t all down to your CV. There is the human element to it as well. You’re leaving people who you might have known for a number of years or quite possibly even for decades and potentially moving to a company where you know no-one.

That’s scary. As can be the interview process, but providing that you’ve prepared it should go smoothly. On the day of your interview, you have answered all their questions and then there's that inevitable moment: do you have any questions for us? This is your moment to find out whether you want the job and, in particular, what kind of person your putative boss might be. After all, you might be working for them for decades. Now is the time to ask a few questions that will reveal his or her true colours?

1. Of all the people who have worked for you, who are you proudest of - and why? You want to work for someone who will help you grow, develop and advance. If this boss hasn't helped people progress, this could indicate a fear of rivals -- in which case, you'll be held back. It may also suggest that no significant mentoring or coaching will occur, in which case: what, apart from salary, will you gain from the position? On the other hand, if the director/manager can cite a number of people who've gone on to a wide range of opportunities, you could be onto a winner.

2. Can you describe a disagreement within the project, job or department and how it was resolved? All healthy departments argue: that’s how organisations think. If there's no debate, there's no thinking. What you want to glean from the answer is whether there is a professional level of confidence around healthy disagreement. If there isn't, then your own views won't be welcome -- a sure sign that politics trump intelligence. Probably best to pass on this job.

3. Are there formal opportunities to mentor or coach rising stars in the firm? If you can't be a mentor, it's highly likely you won't get one either. Many job candidates hesitate to ask if they'll get mentoring or coaching (they think it looks weak), so this can be a good way to find out without appearing to ask.

4. What did the last person in this position go onto do - and what were they like? The background to a vacant position is always interesting. If the past incumbent left under a cloud, some of that opprobrium may attach to the position - in which case, beware. If they've advanced inside the firm, it means you could too. If no one really knows - they're lying and you should have a serious rethink. It's helpful to know how the job was done before, if only because it is far easier to follow someone who is different; if they're too similar, you may find it difficult to assert your own identity.

5. How far have the expectations and requirements of the position changed since it was first created? If it hasn't changed at all, there's a high likelihood that this is a pretty stable - but possibly rigid - organisation. Whether that is to your taste or not is a personal choice. But you want to know before you go any further whether you're jumping into a torrid or a stagnant pond.

By asking these questions you will almost certainly be asking questions that most candidates won’t, and questions that will quite probably surprise the interviewer. None of these questions will get you into trouble - but they may stop you jumping into it.

As ever we’re keen to hear from you, let us know your thoughts at blog@chestertongray.com or tweet us at @chestertongray

Three habits of effective leaders

It doesn’t matter how old you are or what industry you work in, but over the years the chances are that you will have worked with and for many bosses/leaders/managers, some of whom were awful and had possibly been promoted above their ability, whilst others appear to have taken to leadership like a duck to water. There are natural leaders, but many, if not most, have to work at it and are given ‘management training’ or simply work out from previous experiences of past managers the good and bad of leadership.

Which begs the question; Are you a leader? It doesn’t matter if you’re a Director or a Graduate entry-level employee, leadership is an essential skill that can propel you and your career to bigger, better things. There are countless books and on-line forums dedicated to the subject, but here are a few of our thoughts.

What are three habits a competent leader practices regularly?
The first habit is asking different questions. This is about expanding your curiosity. The second habit is taking multiple perspectives. This habit is about listening well and understanding the perspectives of others. The third habit is looking at systems, and that one reminds us that while the human brain likes to break things down into manageable parts, it is the unwieldy combination of those unmanageable systems that opens us up to new possibilities.

Do even the best leaders make mistakes?
Yes of course. They'll get mad and make mistakes, and sometimes they won't even recognise that they've done that. But the best leaders, like entrepreneurs, never stop learning, never become so arrogant or complacent that they stop believing they have room to grow. John F. Kennedy wrote that "leadership and learning are indispensable to each other." The good leaders (almost) never forget this.

What else separates great leaders from everyone else?
They create environments where people can thrive. We all have the experience of people who make us feel small and less capable than our colleagues versus those who make us more capable in their presence than we are without them. Good leaders remember that their perspective isn't the only truth, and they welcome entire human beings into the workplace -- inconvenient emotions, vague hunches, thoughtless mistakes and all.

If I want to become more of a leader today, how should I start?
Believe that you can change and begin to look for the ways you might need to by asking for feedback from others. Forgive yourself for your limitations (rather than denying them or beating yourself up about them), and then seek to grow beyond the way you understand the world today.

Nothing above is groundbreaking or revolutionary but hopefully a few common sense thoughts.

As ever we’re keen to hear from you, let us know your thoughts at blog@chestertongray.com or tweet us at @chestertongray

How to resolve conflict in six easy steps.

When we interview candidates for an assignment, one of the most common reasons that they offer up for leaving their current employer is that they’re having “issues” with either their manager or with another member of staff. Too often these are unresolved until the moment when they hand their notice in, at which point the companies try and resolve them. Sometimes the candidates decide to stay, but more often or not they still choose to move on.

By and large it would make working life a great deal less stressful for all involved if these issues were addressed at a far earlier stage. My colleagues and I have whittled down a few key steps that may not resolve every conflict, but will certainly help to improve communications:

1. Drill down. When you get upset, you become flooded with emotions. Your mind can start to resemble a bee hive of activity -- racing thoughts and a lack of clear focus. This is when you should drill down and to really try to figure out what you are actually most upset about. You're probably upset over 20 different things, but your job is to keep drilling until you hit the core of what is most upsetting. Once you get past feeling angry and thinking that your boss is an idiot, you may find that there is something deeper that is really troubling you. The answer will have a marked effect on how you handle the situation.

2. Be positive. It's critical you do your best to determine the other person's positive intent. What's positive intent? Well, negative intent is when you attribute the other person's behaviour to them wanting to hurt you and do you harm. When you are in the middle of a heated argument, negative intent comes naturally. "Why is he doing this to hurt me?" is a perfect example of assigning negative intent -- the assumption that he is trying to hurt you. It's difficult to resolve a conflict if you think the other person is hell-bent on doing you harm. Instead, play detective and try to figure out their positive intent. What positive outcome were they trying to achieve? Once you do this, understanding and empathy can begin to flow.

3. Step into their shoes. This is easier said than done -- especially when emotions are running hot -- but if you really want to resolve the disagreement or conflict, this is essential. If you can, pretend you are the other person and answer these questions: What are your goals? What must I have been thinking and feeling in order to respond/react the way I did (remember to continue to assume positive intent!)? When you can step into the other person's shoes you can begin to see and understand their interpretation which can help you resolve the conflict.

4. Rub the "magic genie" lamp. Be clear on precisely what you need to have happen. Maybe at this point you realise it's not worth it to resolve the conflict, or alternatively, that what you really need is to rekindle the relationship. Whatever it is, figure it out. Stop focusing on what you didn't get and all the things that didn't work out and start focusing on what you need to have happen now. This isn’t what you "want" to have happen. You may want a heartfelt apology and a dozen roses, but what really is the minimum you need in order to have the conflict resolved? Your answer will be your guide going forward.

5. Create a game plan. Now that you've taken a step back and tried to figure out their perspective and what it is you want to accomplish, now's the time to determine the best course of action to get you what you need. Should you send an email? A phone call? Call in a mediator, for example HR? What can you do that will increase the chances you'll get your wish from step 4? Your game plan should focus exclusively on only those things you can control. Whilst your wish from step 4 may be that the other person apologises, this unrealistic because you can't control this. Instead, what can you control? Scheduling a meeting? Yes. Having a civil conversation about what happened? Of course. Taking responsibility for things you would have done differently? Absolutely. You are controlling what you have control over to create an environment where an apology is more likely versus sitting back and waiting for an apology.

6. Execute. Now that you know what you need and what you control, go get it done. Resolving conflict is not a simple task, but by keeping these guidelines in mind, it can be less painful and more effective.


As ever we’re keen to hear from you, let us know your thoughts, do you agree or do you have other key areas that you look at to resolve conflict within your business life: blog@chestertongray.com or tweet us at @chestertongray

Seven ways to take a real holiday from the office

As we approach the end of July it seems that the whole of Europe is about to shut up shop for the summer holiday. Are you one of those people about to take your annual holiday? If so, good for you. According to a recent Expedia survey in the USA, most of us will fail to use two precious days this year. Overall, that adds up to 226 million lost days, or $34.3 billion, left on the table by the U.S. workforce.

Now it strikes me that you've almost certainly earned those days to recharge your batteries and to spend time with your family before facing up to the second half of the year. But to avoid getting constant emails, phone calls or even the dreaded call to come in, you'll want to prepare your office properly. Because holiday time should be spent on a beach with a margarita or sheltering under canvas as the heavens open. One place you should definitely not be? Sitting in your office.

Follow these tips, and you'll be dreaming of sand, sea and a suntan -- not work -- by the end of the month:

Think before you send. The day before you leave your office, be stingy with emails. Electronic messages are like boomerangs -- they come right back at you. "Typically for every email you send, you can expect double the responses in return (thank you, FW, RE, CC and BCC)," says Yahoo! Web Life Editor Heather Cabot.

Organise your office. Spend a day tidying your desk so that your colleagues who are left behind can easily find important files or data. You should also make any active files accessible on your computer desktop, if there is a chance you'll want to ask someone else to retrieve them.

Take a tip from McDonald's. One of the reasons McDonald's is so successful is because they have systems in place so that anyone can step in and it will continue to run smoothly. Clearly outline the way to do things to simplify anything from invoicing to interviewing potential employees while you're away (and while there are more temps than usual filling in).

Leave an automatic to-do list. You'll probably already be leaving a "to-do" list for any of a team that you might manage whilst you're away. But make sure it gets done without you checking in with an automatic follow-up email to employees, through Outlook or another comparable program. That way you don't walk into a post-holiday mess upon your return.

Give everyone advance notice. Your colleagues and boss should know you're leaving, but give clients a heads up, too. Change the answering machine, voicemail, hold music, and/or email line to say/read when you will be away on holiday. This will give anyone working with you a few weeks’ notice on your absence so they can get anything they need you for done beforehand.

Try a dry run. If you have real concerns then ask your team to operate as if you are on holiday for a couple of days. Then, hold an informal meeting after the dry run to see how it went. Discuss the obstacles and install procedures to address them. Dry runs let you show your team (not just tell them) how to operate without you, and it gives them the confidence to follow through on the plans in place.

Don't check in. If you don't call or email to see if there is anything you need to know about, you won't get roped into something that can probably wait. If you've set up the proper systems, you shouldn't have to worry about missing something important. If there is an emergency, you'll get a call. Your team will follow suit: If you lead by example you will soon create a culture where everyone takes a real holiday, comes back rested and is ultimately more productive.

As ever we’re keen to hear from you, you can let us know your thoughts either before or after your holiday at blog@chestertongray.com or tweet us at @chestertongray

Management advice that works; or does it?

If you have ever stood at a newsagents at the airport or railway station, one of the things that you really can’t have failed to notice is the plethora of books offering copious amounts of management advice. Now I always question management advice books because I wonder "Does this really work, or did the author just dream up a theory just so they could write a book?" The only useful advice is, of course, advice that helps people become better managers.

With a few spare moments between assignments I did some delving through the search engines to see what the most common advice is, and this is these reflect the most common/repeated thoughts:

• For those times when you tell someone to do something just because you're the manager: Every time you hit someone with the 'management' stick, it breaks in half.

• Getting bad news early is good news. I've found it applies to nearly all walks of life.

• Never tell or ask someone to do something you're not willing to do yourself. Always remember how it felt to be the one managed, and take that into consideration when managing others.

• My boss tells us all the time that the reason we are successful as a clinic is that she has made a point over the years to hire people smarter than she is.

• Remember the people reporting to you have their goals, dreams and vision for their future. To the best of your ability -- and their willingness to share -- learn what these are. When it comes to coaching, mentoring and managing your direct-report staff, you can incorporate this understanding into your message. Even if the mission doesn't directly correlate with or even contradicts their own vision, they will hear that you considered their point of view.

• Never value bureaucracy and process over people. This is what gives HR a bad name (and often unnecessarily). When you have a problem with an individual person, deal with that person or problem and don't push out some wimpy policy to try to 'stem the tide' of people who wear orange Crocs to work (or whatever other lame HR policy you can imagine). If you put people first and deal with them clearly and honestly, you'll find that most of your policies are unnecessary.

• Start every work conversation by asking a variation on the following: 'What can I help you with/how can I help you?' That may sound corny, but it is amazing when you see the stress on someone's face melt away because they 'get' that you 'get' that you're in it together. It's also a positive way to identify roadblocks; find areas where additional training or professional development would be helpful; and get a quick handle on staff workloads and priorities, helping readjust if needed. I've found that starting with, 'What do you need from me?' or 'How can I help you?' also gives you valuable insight into how a person is doing mentally, physically, professionally and personally.

• The best management advice I ever got was from a school counsellor who was talking about breaking up with a boyfriend/girlfriend, and only later did I come to apply it to managing work relationships: Understand that your primary goal when making management decisions is not to earn the concurrence of the employees you manage. You will never get employees to agree that they need to be reassigned, demoted, reprimanded, laid off or fired. Because those are some of the hardest actions to take as a manager, it is smart to keep in mind that you can lay out your case to the employee for why it is the best course of action for everyone (the employer). Employee buy-in is always a secondary goal.

• Don't treat your employees like idiots. It demeans them and you. It is especially true when you have unsettling news to share, [like] a company shakeup and changes in management -- really changes to anything. If you try to put a nice, 'everything is still wonderful,' Pollyanna gloss on the news you are trying to break, your employees will quickly lose confidence in you and your ability to determine when a situation needs more care and gravity.

• I was once told that all people really want is respect and to know that what they are doing is important. His statement has stayed with me ever since, and I use this philosophy all the time.

I don’t believe that any of these offer any ground breaking thoughts or advice but merely re-enforce what most of us have heard over the length of our careers. Maybe you can offer us something a little bit different? If so, what's your best piece of management advice?
As ever we’re keen to hear from you, let us know your thoughts at blog@chestertongray.com or tweet us at @chestertongray