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

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

Why do recruitment consultants ask the questions that they do?

Every now and then we take a lot of criticism as recruitment consultants – some of which is justified, a lot isn’t. So I’ve borrowed this and hope that it explains why we ask the questions that we do in interviews.

What salary are you expecting?
There’s nothing sinister behind this question. We want to understand what you are looking for so we can negotiate on your behalf.

Please don’t believe what you read and be tempted to talk up your salary hoping that you’ll score an extraordinary pay increase next role. We have a strong idea about the companies that pay well and the ones that don’t. Be warned some clients ask us to verify your salary claims with your pay-slip.

We know market rates. We know good candidates. We can tell you whether your expectations are realistic. We’ll also understand if you say you are underpaid in your current role and want more money.

Some clients have salary bands. This means they can only offer salaries within a particular range. When we ask what you’re after, we want to know whether your salary expectations match the range of roles we have on offer.

Why did you leave your last job?
Fundamentally our role is to determine whether you match the roles we have with our clients. You’d be surprised how many people forget this.

We ask three questions of any candidate when we are considering them against a role on offer:
- Can you do the job?
- Will you do the job?
- Will you fit the team?

We ask why you have left your roles for a few reasons.

We want to truly comprehend what you are looking for in your next role. If you left because you didn’t like the company, the work, the size of the team, the limited career opportunities and so on, then what we are about to say makes common sense.

We are not going to offer you an opportunity or a role with similar conditions.

We’ll also delve deep on this question to understand whether your stated reason for leaving “makes sense.” We ask ourselves if the reason you give is consistent with what we know of that company, that type of role and the market place.

You can expect more of a grilling if you have many short stints on your CV. Plus our antennas are alert if you leave a company in less than three months, and we know that industry or company is expanding.

We interview you for one role, but we ask if you are interested in another.
This happens quite often.

From our discussions in interview we may discover that you are a better fit for another company. If we do not think you are appropriate for one role, based on what you have told us what you want – and what our client needs then we will not put you forward to that client.

If we have other roles that will suit you, we may well talk to you about that role in interview, or call you and discuss it at a later date.

Why do you take so long to call?
This isn’t a question we ask, but a question we’ve heard asked of us.

Often the decision to appoint someone or even organise a second interview can take time. This is for a few reasons:
- someone internal appears out of nowhere
- someone internal makes a referral for another applicant
- the business restructures
- the employer likes you, but is not confident they have seen the best in the market
- the employer does not have their paperwork in order and forgot to get sign-off.
- the employer wants someone more senior to see you and that person is simply not available
- you are being hired for a newly created role.

If an employer is recruiting for an established role, then they have a more tangible sense of the opportunity cost or the cost of lost productivity. Often for newly established roles there is less urgency as an employer has less sense of what they are missing out on.

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

10 things that you shouldn’t say in an office

Office jargon has been around since the first office was created and is frankly pretty annoying; it's an assault on the ears even to hear it. If you’re a cricket fan then the chances are you have played Boycott Bingo or if you too are one of those frustrated employees then the chances are that you’ve been to a meeting and played "Buzzword Bingo" using cards with expressions like "outside the box" or "on the same page."

Fortunately, such jargon goes out of style pretty quickly. I haven't heard "going forward" for a while but equally on the flip side, old expressions are almost immediately replaced by new, even more irritating ones.

Over a cup of coffee one morning we “brainstormed” the jargon we hear on a daily basis and here are a few of the results, with the odd example.

Leverage. Deployment of an insufficient amount of something to do that which was previously done with much more. Example: "After the layoffs, we can leverage our staff of three to cover the entire country".

Reach out. This one really is my pet hate for so many reasons. To deliver news. To talk or connect with someone. Example: "I wanted to reach out to you about my next job". No you don’t, you want to talk to me!!

It is what it is. Meaning: Get used to it.

Viral. So prevalent that it has almost became the word of 2013. Example: "Twitter has gone viral".

Game changer. A catalyst that will transform a frog into a prince or vice-versa. Example: "Getting indicted for fraud was a game changer for Joe Bloggs".

Disconnect. A situation in which you wanted jam, but someone gave you peanut butter. Example: "There is a disconnect between what the consumer wants and what we intend to provide".

Value-add. A gain, usually financial. Example:

Circle back. See you again and again and again whether or not you want to be seen. Example: "The stalker abided by the court's restraining order but then circled back to hang out by the house".

Socialise. Ram the idea down their throats. Example: "We need to socialise to our patients our practice of closing the doctor's office every day for two hours at lunch." In other words, “Call an ambulance”!

Cutting edge. Oh dear, my second pet hate. So modern, it's to die for. Example: "Their offering is so cutting edge that they will take the country by storm".

Now that these expressions have been officially identified as irritating jargon, you might want to give them up, or add to the list! Unless your boss is planning to circle back to reach out to interface and socialise to your value-add. What can I tell you? It is what it is.

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

Five personalities that might wreck your meeting!

When I secured my first “proper” job I don’t think that I was really aware of what the ‘management’ actually got up to or that they were never available for me to talk to because they were in meetings; in fact they always had a looming presence!

These days the world has moved on and it doesn’t really seem to matter who you work for, whether you’re a small family firm or whether you work in a large corporation, the chances are that you spend a lot of time in meetings.

And if you do spend a lot of time in meetings, you soon see human nature displayed in its full glory as your colleagues and customers jockey for attention, claim credit for anything they can and prey, Darwinian-style, on weaker members of the tribe.

So, next time that you are called to a meeting, here are five kinds of people that can make things go awry fast -- and a few thoughts on how to deal with them:

1. The bully. Speaks loudly and speaks for softer-spoken team members, apparently deciding that they are unable to make their points for themselves. Actually says things like "that's a stupid idea" to someone whose ideas aren't stupid. Feel free to treat this person like the primary schoolchild whose behaviour they’re channelling. If you let them get away with their infractions, they’re only going to get worse.

2. The non sequitur. This person needs to be heard and either doesn't understand or doesn't care that the ground rules of a discussion require at least some relation between discussion points. As a counterpoint you could interrupt swiftly with "That's an interesting point. Let's note that and move back to our current agenda." If you don't have a timed meeting agenda, then you're inviting this behaviour.

3. The would-be visionary. This person is a frustrated philosopher who has a nasty habit of sending the discussion down a rabbit hole by proposing ideas that sound important the first time you hear them, but rapidly leave you cringing by the time they’ve brought them up in a third or fourth meeting. Respond with humour if you can but it’s key to bring the discussion back to your line.

4. The constant questioner. This person assumes that asking questions about everything the speaker says makes them sound smart and attentive, not realising (or caring) how distracting it is for the others in the meeting. Unless the person is your boss, this person usually turns out not to have any real questions once he or she realises it won't be possible to turn the meeting into a Socratic dialogue.

5. The rambler. Now we all know of these! Occasionally makes good points, but buries each nugget in 10 minutes of fluff. Unless you want your 20-minute meeting to last an hour, get adept at asking a question that cuts to the chase.

Those are my thoughts, how do you keep bad meeting personalities in check?

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

The high cost of bad recruitment

A few days ago I worked out that I’m now in my twenty sixth year in the recruitment industry and I think that it’s fair to say that I’ve done my fair share of recruiting. And I can tell you with absolute certainty that one of the most costly, time-consuming blunders a business can make is picking the wrong person for the job.


How costly? The industry employment statistics currently estimates that the average cost of a bad hiring decision can equal 30% of the individual’s first-year potential earnings. That means a single bad hire with an annual income of £50,000 can equal a potential £15,000 loss for the employer.

On top of the financial cost the loss is compounded by the impact of a bad hire on productivity and team morale. One subpar employee can throw an entire department into disarray. Team members end up investing their own time into training someone who has no future with the company.

One of America’s top CEO’s has estimated that his own bad hires have cost the company well over $100 million. As a consequence of that he now offers new recruits a $2000 bonus to quit after their first week on the job!!

As the search and recruitment firm we’re not in that position but here are a few techniques we believe to be effective in preventing recruitment disasters:

1. Over-prepare: A job candidate isn’t the only one who should prepare before the interview.

When you’re recruiting employees for specific, technical roles, it can be hard to prepare the right interview questions. It’s useful to find an expert in the candidate’s specific field and get some advice on the best questions to ask. This is worth the extra effort, even if it means consulting someone outside your company.

So if you’re recruiting for an IT role, find and talk to an IT person about what makes a good team member. Then, add three specific IT-related questions to your interview. Don’t be afraid to loop back with your expert to get their feedback on the responses.

2. The secretary test: Great collaborators don’t pull rank.

All of the candidates who we invite here to meet us for an assignment are initially met by our team PA. Over the years it always surprises us to find out that a number of the candidates who had been personable and courteous to us were rude to her.

The ability to work well with others is a skill that benefits any workplace. An obvious way to gauge this is to contact the candidate’s references. But, why not take it a step further and dig into a candidate’s social media profiles? Switched on HR departments are already looking through candidates’ Facebook and LinkedIn profiles. I recommend going as far as checking a candidate’s Twitter feed to gain insight. You never know what you might find!

3. The curveball: Hide an unexpected question in the fine print.

We believe that the most effective employees are those who take the time to read the fine print. During one assignment a client mentioned that they write a small, unconventional request into a job application. This can be something as innocuous as, “Please list three websites you visit often.” In their view, candidates who overlook this question or didn’t provide a full answer aren’t worth interviewing.

Why? People tend to be the most alert and thoughtful during this initial stage of the job application process. If they can’t pay attention to details here, how will they perform once they’re on board?

When it comes to recruitment, Steve Jobs once said: "I noticed that the dynamic range between what an average person could accomplish and what the best person could accomplish was 50 or 100 to 1. Given that, you're well advised to go after the cream of the cream. ...A small team of A+ players can run circles around a giant team of B and C players."

How do you find your crème de la crème?

If you would like to discuss how you we can work with you on your key recruitment issues then please contact one of the Directors at www.chestertongray.com

Why your emails are too long -- and how to improve them

Every day my colleagues and I receive hundreds of emails; as I’m sure that you do. Some are vital, others less so and many are simply irritating. Frustratingly they come in all shapes and sizes, there is no one size fits all template. Rumour has it that email is the source of, and solution to, all of life's problems.




Certainly, the modern business world could not exist without the ability to exchange messages instantly, but email also causes all sorts of communication problems. For starters, there's way too much of it. Second, much of the email we get is too long. Long email creates bottlenecks in our in-boxes and more often than not goes unread because it seems too complex.



As with all things, ask a hundred people a question and you will get a hundred answers, however, here are some of the top reasons why your mail is too long, and what you should do to change it:



You don't know exactly what you're trying to say. It’s a truism that writing more isn't going to cover up the fact that you are lacking knowledge. We also find that candidates write too much at the start of an email because they don't know how to phrase what's on their mind. I suppose that it's a form of clearing one's throat. The solution? Re-read you’re your opening paragraph and if it doesn't get to the point right away, delete it.



You're sending spam. Who's on your "To" and CC lines? Do all those people need to be there? If not, prune the list. Resist the temptation to send email for its own sake, especially in a corporate environment.



You're forwarding the whole thread. Scan the forwarded bit below your new message. Do you need to include the entire thread, dating all the way back to the invention of computers? Some context might be essential, but cut as much as possible. Otherwise, it'll feel like the recipient needs to read a novel to understand the issue.



It should be more than one email. If your email is really long, take a look and see if there are multiple action items, projects or requests included within. If so, you'll probably get a better response by sending several shorter, to the point emails.



You're not self-editing. Don't just write and click "send." Yes, you're busy, and yes, you need to send a lot of mail. But reading, thinking about and editing your email before you send it can help you trim down your messages and make them more understandable. It might also mean that those you receive back take the same attitude and make your life easier!



As ever your thoughts on what makes a bad/good email are more than welcome.



If you would like to talk with a consultant then please go to www.chestertongray.com

Interviews and some thoughts on how to avoid common pitfalls

Despite the plethora of information out there we are constantly amazed by the number of candidates who are woefully unprepared for their upcoming interview. Talking points rehearsed? Check. Company and interviewer researched? Of course. Answers to tough questions practiced? Naturally. Psychological traits analysed? Sorry? What?

Without knowing it, you communicate your deep psychological beliefs, attitudes and weaknesses every time you open your mouth. My colleagues and I have interviewed hundreds of people who looked stellar on paper, but who exposed their hidden tendencies, issues and mental roadblocks as soon as they spoke.

As I understand it Cognitive Distortions are limiting or weak habits of thinking that are not accurate. Now we all suffer from these occasionally, but when they come to be how we see and interact with the world, they can prevent us from seeing things as they really are, which can limit our growth and success.

If you want to appear confident and project the right attitude then you’ll need to stop leaking negative psychological ticks. So here are a few ideas to help you through the next job interview:

1. Fallacy of Fairness. We feel angry and frustrated because we think we know what is fair, but life and other people won't agree with us.

Example: "I worked hard for my previous employer for three years but was still made redundant."

Here the applicant is angry and frustrated that their efforts were not rewarded when they thought they should have been. The reality may be that the company was forced to downsize because of the current European economy and their firing had nothing to do with the employee's work ethic. This cognitive distortion can come across as sounding whiny or complaining. Think of a six-year-old stomping their feet and proclaiming, "But that's not fair!"

2. Filtering. There is reality and then there is our interpretation of reality. They are always different. With this cognitive distortion, imagine seeing, hearing and experiencing the world through a special filter that highlights negative details and filters out all of the positive details.

Can you see the positive in an otherwise negative situation? This is a critical skill that is attractive to employers. Accept your responsibility for what went wrong, but look for anything that is positive from the event.

3. Control Fallacies. There are two types of control fallacies: Externally controlled and internally controlled. Externally controlled fallacies occur when we view our behaviour and success as something that is beyond our control (i.e., not generated from within but rather from something outside ourselves). In other words, we are helpless victims of fate and happenstance. Externally controlled beliefs sound like excuses. It shows that you have no personal responsibility for your life. Nobody wants to hire someone who constantly says it was bad luck, fate or just not in the cards when something goes wrong (or right!).

The internal control fallacy is the belief that somehow you are responsible for the pain, happiness, failures and successes of everyone around you.

Example: "Because of my involvement, our regional division was number one in sales for the entire company."

If you can back this up with data, this is a powerful statement that is sure to get attention. However, if you don't have the data, this statement is a red flag. It may mean that you are a bit narcissistic, prone to exaggeration or have the tendency to believe that you are personally responsible for the success of others -- all three of which are not what you want to communicate.

4. Always Being Right. We all know this guy (or gal), so please don't let it be you. Being wrong is unacceptable to them, and they will go to any length to demonstrate why they are right (and why you are wrong). While only a rookie will get into a power struggle with an interviewer, this cognitive distortion can come out when you describe your work history or when the conversation touches on your ex-bosses and co-workers.

Admit your mistakes. Own them. Don't minimize them or suggest you don't make any. Nobody wants to hire or work with a know-it-all ... especially when they don't.

5. Polarized Thinking (or "Black & White" Thinking). We are either perfect or we've failed. Like a light switch, it's either on or off -- there is no in between. This cognitive distortion shows a lack of mental flexibility and single-mindedness.

6. Blaming. Here, we hold other people responsible for our pain. It's always someone or something else that is responsible for our problems and mistakes.

It is beyond frustrating to hire someone who does not take responsibility for their actions and choices. Be a breath of fresh air and take responsibility -- at least some of the responsibility.

The fear applicants have is that, if they "own up" to any weaknesses or mistakes, then they won't be looked upon favourably, but the opposite is true.

Naturally, as with all things, there are some caveats about the interview process. Think of it like this -- When a candidate interviews with a company, it's much like a date - both try to impress each other and if all goes well an offer is extended and both work together. More often than not, especially in fields with a very high demand for candidates, many hiring managers will say whatever they can to convince their prospects that they are the "ideal" manager.

I suspect that we’ve lost count of the number of times that we’ve had hiring managers tell us that they are "hands off" managers who turn out to micro-manage their employees; ones who "encourage innovation", but when given new ideas to improve the bottom line, they immediately bristle; or assert they have an "open door policy" but then become tight-lipped when asked questions or hide in meetings to avoid their employees.

Every interview is a challenge, we hope that with some of these thoughts behind you the interview will be less stressful – possibly enjoyable – and improve your success rate along the way.

For more help or advice on interviews please talk with one of our consultants at www.chestertongray.com

Working from home: the five golden rules

It has been all over the news this week that Yahoo's new boss, Marissa Mayer, has just ordered her employees back to the office, issuing an edict that will ban them from working at home. A renowned workaholic, she's worried that they are secret slackers, and will miss out on creative brainstorming meetings with their colleagues.

This appears to go against the thought processes of many business leaders over the last decade, but should companies really turn their backs on the flexible working? In these more aware days of the work/life balance, we have a chance to shape our work to suit the way we live, instead of our lives to fit our work.

Home working has huge advantages, especially for people who have used it to juggle a career and childcare duties, but how can you make sure you are doing your jobs effectively, so that your boss admits that home working is a good idea?

Here are five ways to maximise your efficiency:

1. Create a private place

Create a dedicated workspace where you won't get distracted by the rest of your life, away from your DVD collection or where your kids watch telly or where the dogs can pester you for a walk. Turn it into a sanctuary full of plants, artworks or whatever you need to make it somewhere you like spending time, even if it is just a corner of a room. And remember, almost nobody (apart from Winston Churchill) ever worked efficiently lying in bed.

2. Go on a digital diet

Employers fear you will spend all day surfing and tweeting, so prove them wrong. If you need to ration your time online, for instance only checking email once every two hours. There are programs such as Freedom internet blocker, which turns off web access for a specified period.

3. Schedule your day

With nobody looking over your shoulder, you need to set clear daily goals; otherwise you may fritter your time away. At the end of each day, make a list of what you plan to do the next, and have it waiting on your desk for when you sit down in the morning. And prioritise that into an A&B list.

4. Arrange some human contact

Most people go crazy spending all day alone. So give yourself a daily dose of human interaction, which you can think of as a reward for knuckling down to work. Have lunch with a friend, go for a walk to the local corner shop or phone your favourite relative for a mid-morning break. Recharge yourself with conversation.

5. Use the flexibility

Where and when do you do your best thinking and working? Some people do their best problem-solving while out running at dawn, or think best surrounded by the white noise of a cafe. So do what really works for you, using the gift of flexible working to your – and your employer's – advantage.

As ever, if you would like to talk with a Director or Consultant then please contact us at www.chestertongray.com

How to get a job once you’re 50.

As someone who is now firmly in their fifties, along with my friends I’ve increasingly wondered about the employment opportunities versus the options a potential employer has to fill their openings with someone younger and cheaper.


For all of them it’s not just about finding a job, it’s about finding a job they wanted. Ensuring that they “stand out” among the candidates being considered required them to take stock of the factors that were motivating them.

The first was reflecting on the question, “Why am I still looking to be gainfully employed at my age?” My dad retired at 55, and he’s enjoyed his retirement until he passed away in his mid eighties. In the generation of my parents, with life expectancy a decade less than it is today, retiring between 60 and 65 years of age was the norm. Looking at my generation, many of us “Baby Boomers” lead healthier lives than our parents did. We eat better, exercise more, smoke less, and take better care of ourselves. We can expect to live longer. Given this, why not extend our professional careers at least a decade beyond that of our parents?

Another factor influencing people to remain employed longer is a financial one. Our spending and saving habits are not as rigorous as our parents, and many of us extended ourselves, having taken on bigger mortgages, and paid to put our children through private high schools and college, or simply enjoyed our lifestyles more than they did at a comparable age. The current savings rate allied to the state of the European economy hasn’t helped matters either.

Whether by choice or necessity, many of us who may have wanted to retire at the age our parents did could be facing another 10 years of employment, with retirement more likely closer to 70 years of age versus 60, particularly if we want to live comfortably in our “Golden Years”. There are many things you can do to strengthen your candidacy when you are faced with finding employment in your fifties or later. Here are four areas to focus on:

1) Research the market rates for the positions that you plan to apply for

You need to understand what the market is willing to pay for a person with your background and experience. Appreciate that your most recent total package may not represent what the market is now willing to pay. This is particularly true if you were released from a company that employed you for many years, providing you with annual increases that brought your total income to a level that is no longer “marked to market”. This is important. While you may feel you earned every penny that you were paid, you need to understand that if your goal is to earn the same in your next job, you may be searching for a job for a long time. Make an effort to understand what the market is willing to pay for a person with your experience, and prepare yourself to be willing to accept this level of compensation.

2) Maintain your professional networks

It may be overstating the obvious to remind you that who you know is more important than what you know. Don’t confuse this point, because what you know is in fact important, it’s just that who you know is more important first.

Today, the internet is an easy and effective way to identify job opportunities. Research the companies offering the jobs by reading their websites. Find out who is employed at those companies by scouring a source like LinkedIn and research what is being said about the quality of those firms. Only then should you submit your CV and cover letter. Sounds easy? It is not. If everybody is looking for a job then you need to differentiate yourself from them. How? Use your social networks! Do you know anybody who is employed at the company where you are a candidate? Would they recommend you? Have you worked with them in the past? Have you kept up with them, so they would be comfortable recommending you? If you’re not great about keeping up with current and former work colleagues, professional acquaintances then make a renewed effort at this, as it will most likely pay off for you when you most need it.

3) Don’t become obsolete

As you age, you must embrace technology and its rapid daily evolvement. Whatever you do, don’t become your father. Did he stop having an interest in music after they stopped making vinyl records? Do your parents push every button on your remote controls, to the point it takes you an hour to get everything back to normal. It is imperative you keep up with technological change and embrace it. Don’t allow yourself to become the equivalent of a “technology dinosaur.” Today’s companies embrace technology and use it to their advantage when competing for business. Don’t allow yourself to be eliminated from consideration for a job you desire because you have lost touch with technology.

4) Preparation, preparation, preparation!

“Failing to prepare is preparing to fail”. I couldn’t give better advice. Here are several key components to being prepared:

• Have your CV professionally written for you – There are dozens of companies willing to help you with this, some of whom will do it for free. They will work with you to create a CV that is germane to your experience and highlights your greatest competencies.

• Check your wardrobe – Have you been working in a “business casual” environment for years? Does your suit or blouse no longer fit the way it did when you purchased it? Is the style of your clothing representative of a different time? Spend a little money to make certain the first impression you make is a quality one.

• Have you researched the company you will be meeting – Do you know their turnover? Do you know what their primary product and service offerings are? Are they a public company? If so, what is their stock trading at? Do you know where their primary offices are? Do you know who their main competitors are? Have you read their website? Do you know who the members of the management team are? Take the time to learn this information, as it may distinguish you from your competitors during your interview.

• Interview your interviewer - This is a must! When the interviewer finally asks you if you have any questions, it is not ok to say, “No, not at this time.” Be prepared to ask your interviewer two or three questions. Asking questions expresses genuine interest on your part. Here are a few you can ask:

• “What are the strategic plans for growth for the company over the next three years?”

• “Who are your main competitors, and how do you go about beating them, in the markets where you compete with them directly?”

• “What is the company’s commitment to community service?”

• “Does your company have a Mission Statement or Core Values statement?”

• “How would you describe the culture of your organization?”



Whilst my generation is more inclined to seek permanent employment, the workplace has evolved to a point where most companies now employ a mix of consultants and contractors as a strategic component to their workforce. These tips are equally useful should you desire to pursue contract work instead of permanent employment and apply to the under fifties as much as us over fifties!

1913 v 2013

If 2013 were to yield as many talented individuals as 1913 then it will be a magnificent year.


Richard Nixon.

Was the 37th President of the United States, serving from 1969 to 1974 when the Watergate scandal forced him to resign in the face of almost certain impeachment before being controversially pardoned by Gerald Ford who was also born in 1913. Although Nixon initially escalated America's involvement in the Vietnam War, he subsequently ended U.S. involvement in 1973. Nixon's visit to the People's Republic of China in 1972 opened diplomatic relations between the two nations, and he initiated détente and the Anti-Ballistic Missile Treaty with the Soviet Union the same year.

Eiji Toyoda

A prominent Japanese industrialist, who was largely responsible for bringing Toyota Motor Corporation to profitability and worldwide prominence during his tenure as president and later Chairman. He was born into a family of textile manufacturers but after completing his degree he joined his cousin who had established a fledgling car manufacturing plant and in 1938 he was asked to oversee construction of a newer factory near Nagoya, later renamed Toyota City.

Having visited Fords main production site, Toyoda decided to adopt US automobile mass production methods but recognised the need to develop core concepts of what later became known as Kanban and Kaizen, two of the key manufacturing concepts that are now globally adopted.

Michael Foot

British Labour Party politician and man of letters. He was a Member of Parliament (MP) from 1945 to 1955 and from 1960 until 1992. He was deputy leader of the Labour Party from 1976 to 1980, and later became the Leader of the Opposition from 1980 to 1983.

Associated with the Labour left for most of his career, Foot was a supporter of the Campaign for Nuclear Disarmament and British withdrawal from the European Economic Community. His first Cabinet appointment was as Employment secretary under in 1974 and later served as Leader of the House of Commons. A passionate orator, he was elected Labour leader in 1980 presenting himself as a compromise candidate capable of uniting the party, which at the time was riven by the grassroots left-wing insurgency and resigned after the 1983 general election when the party obtained its lowest share of the vote since 1918.


Foot had a parallel career as a journalist which included appointments as editor of Tribune and the Evening Standard newspaper. Among the books he authored are Guilty Men (an attack on Neville Chamberlain and others for the policy of appeasement), a biography of Jonathan Swift (The Pen and the Sword, 1957) and a biography of Aneurin Bevan.


Richard (Baron) Beeching

More commonly known as Dr Beeching, he was chairman of British Railways and a physicist and engineer. He became a household name in Britain in the early 1960s for his report "The Reshaping of British Railways", commonly referred to as "The Beeching Report", which led to far-reaching changes in the railway network, popularly known as the Beeching Axe resulting in the loss of 4,000 miles of railway line.

His early career pre and post war was at ICI to where he returned after his work on the railways and was appointed Deputy Chairman in 1966.

Benjamin Britten

Was an English composer, conductor, and pianist. He was one of the central figures of twentieth-century British classical music, and wrote music in several classical genres and styles, from film scores to opera. His best known works include Peter Grimes and The Young Person's Guide to the Orchestra, over the next nine years, he wrote six more operas, thus establishing himself as one of the leading twentieth-century composers in this genre. As a pacifist one of Britten’s greatest achievements in the 1960s was his War Requiem, written for the 1962 consecration of the newly reconstructed Coventry Cathedral

Jesse Owens

American track and field athlete who competed in the Nazi propaganda driven 1936 Summer Olympics in Berlin where he achieved international fame by winning four gold medals: one each in the 100 meters, the 200 meters, the long jump, and as part of the 4x100 meter relay team, becoming the most successful athlete at the 1936 Summer Olympics. As a consequence of this the Jesse Owens Award, USA Track and Field's highest accolade for the year's best athlete, is named after him.

Mary Martin

American actress, singer and Broadway star. A muse of Rodgers and Hammerstein she originated many leading roles over her career including Nellie Forbush in South Pacific in 1949 and Maria von Trapp in The Sound of Music on Broadway in 1959. In many respects she has become better known more latterly as the mother of actor Larry Hagman. She received the Kennedy Center Honors, an annual honor for career achievements, in 1989.

Sid James

Was an English-based actor and comedian who made his name as Tony Hancock's co-star in Hancock's Half Hour and also starred in the popular Carry On films. He was known for his trademark "dirty laugh" and lascivious persona. His first major comedy role was in The Lavender Hill Mob in which he made up the bullion robbery gang headed by Alec Guinness. The characters he portrayed in the films were usually very similar to the wise-cracking, sly, lecherous Cockney he was famed for playing on television and normally called Sid or a derivative of Sid. His best now TV show was probably ‘Bless this house’.

Office presents; tricky but not impossible.

Now that Black Friday and Cyber Monday are behind us, holiday shopping season is officially underway. And for office workers, that includes shopping for colleagues and bosses. But buying gifts for them can be as much of an etiquette minefield as the annual holiday party. Give the wrong gift, and you can derail your career before New Year's. Give the right one, and you'll start 2013 off right.

Here are 7 brief tips which we hope can help you:

Don't blow your budget

It's all too easy to want to impress your boss and colleagues with expensive presents, but this may send the message that you're trying to buy their loyalty. If there is no agreed upon budget, spend less rather than more. An office holiday gift is meant to be a token of appreciation rather than a large holiday gift from Santa, not only will your gift be seen as more tasteful, your credit card will thank you.

Do make thoughtful choices

While your gift to your colleague won't be as personal as to your spouse or parent, show that you know something about the person. If you don't know them particularly well then choose something he or she can use at work, such as a quality pen, a stylish organizer, or an iPad or eReader cover. Gift or music vouchers or sports tickets are safe options. By and large it’s probably best to avoid bottles of booze or spa treatments (the first is risky if the person doesn't drink, the latter could send a mixed message)!!

Give gifts away from the office

If you're only giving gifts to a few select people (and not the entire staff) then you should consider doing it at lunch. However, if you're playing Santa to all, make sure the gifts are equal in value, particularly if staff members are at equal levels on the corporate ladder. You shouldn't give more to one than the other because inevitably they will compare.

Always give your PA something

Again, a small token is still fine - but always give something. It's a nice holiday gesture to show your gratitude to someone who supports you and shows loyalty throughout the year. Even if this person is new, it's still appropriate and can work wonders for the forthcoming year.

Think about joining forces

If you're not sure whether it's appropriate to get your boss a gift, consider organising a group one. By doing so it looks less self-serving and with joint funds you'll be able to give him or her a nicer gift without breaking your budget.

Remember to say ‘Thank you’

It always seems to happen that someone is caught off guard by a gift from someone they didn't buy for. Don't panic - simply give back your gratitude. It is not mandatory to reciprocate, but it is essential to accept the gift with a genuine smile on your face and say something such as, “Thank you so much for thinking of me”.

Just say no to gag gifts

Ok, we all like a joke and a laugh to lighten the working atmosphere, but anything that can be seen as possibly offensive has no place in an office environment. Save the gag gifts for very close family and friends. Unless your office is hosting a white elephant exchange where the premise is to give a silly gift, opt for tasteful over tacky.

Those few thoughts should give you plenty of time to prepare and come up with the perfect gift for your colleague(s).

As ever, the team can be contacted at www.chestertongray.com

Planning ahead; re-writing your CV

The traditional Christmas shut down is now about 5.5 weeks away and after a quiet December the jobs market has historically always picked up in early January. The drivers behind this are two-fold; firstly many companies are now in new financial years and therefore have new budgets to spend and secondly the Christmas period has always been a time when many candidates reflect upon their careers and aspirations resulting in a surge of activity in the New Year.

As a candidate you can wait until your frustrations kick in once you are back at work and update your CV then, you can do it over the holiday period, though I feel sure that there will be too many other distractions and it will be put aside or you can start planning to get ahead of the game now, re-write it and get it out to all the search firms or recruitment companies that you’ve used in the past.

CV’s are marketing documents, so you want yours to portray you in the best light possible. Of course you will read it, re-read it, ask your friends and former housemate, the one with a double first in English, to read it and give their comments on it. I suspect that you will tweak the format until it's just perfect, but the chances are you're still probably making some - if not all - of these errors.

1. Your CV reads like a job description. True, there are similarities, but there are also distinct differences. If you write, "Responsible for sales in the Midlands" that tells me nothing about what you accomplished. It tells me and prospective employers what you should have done, but not what you actually did.

2. There are no numbers on your CV. Numbers bridge corporate cultures. If you write, "Increased revenue," that's a good thing. If you write, "Increased revenue by 25 percent over a three-year period," then that tells us a lot more about what you did. How many people did you supervise? How big was the budget you managed? By what percent did you increase efficiency? How many clients did you have? This tells us so much more and means that your CV will stand out from all those others sitting in the pile.

3. Your formatting only works on your computer. Not everyone uses the same word processing program that you do, meaning your formatting may not translate. Bullet points disappear. Tabs get shifted. Check how your resume appears in Microsoft Word, Open Office, Google Docs and any other common program before you email it. Formatting problems make you look sloppy even if your resume was perfect when you hit send. The other issue is that many companies now use CV scanning systems, which have problems reading boxes on CV’s: keep it text driven.

4. It's too long or too short. No, there isn't a secret, perfect length for a resume. But if you're a new graduate with two full pages, you'll look pretentious. And if you're someone with 15 years of experience with everything crammed onto one page, you'll look like you haven't done anything. Scientists and academics need extra pages for their publications. The point is, you will need to work out what is standard for your industry and your experience. The rough rule of thumb guideline is one page for new grads, two/three pages for experienced employees and extra pages for candidates with numerous publications.

5. You have an objective statement. I have never - and I really do mean this - never ever seen an "objective statement" help someone get the job. We know what your objective is - to get a good job with a great salary in an environment where you can learn and grow and blah, blah, blah. If you have something unique to say, put it in your cover letter. Take it off your CV and fire any “career coach” or CV writing house that tells you to include one.

So, that’s now set you up to attack the job market in the New Year, good luck, it will be a challenge in the current European economic situation, but it can be fun and hopefully it will ultimately be very rewarding for you.

These are the thoughts collated by my colleagues at Chesterton Gray, if you have further points that you think could be added to the list, then as always we would be delighted to hear from you. www.chestertongray.com

The Annual Appraisal.

It is one of those times that no matter how hard you’ve worked and how good you think that you are at your job; the butterflies kick in and rational sentiment can go out the window.


Your annual appraisal might seem like the at-work equivalent of a school report but in reality it's a progress report for both you and your boss.

"A review is an opportunity for the manager to motivate an employee, by recognising their good work and redirecting their efforts and energy if necessary," says Brian Poggi, author of "I Am Not Average: How to Succeed in your Performance Review." He has conducted hundreds of performance reviews during his time in corporate America, which includes stints at GE and Polaroid.


Here are six things Poggi says you should never say during your appraisal. They can damage not only your review, but also your career:


Nothing at all

If you fail to prepare for your review (by not giving yourself a self-review and anticipating questions or concerns), you should be prepared to fail, as the saying goes. "It communicates that you don't see this as an important event, and that signals that you may not be a competent employee," says Poggi. If you have some talking points ready (perhaps things that would help you do your job better), there will be a natural give and take of ideas -- particularly important if you are anticipating criticism.


How did I do?

"By asking this question you're inviting a critique, and while you may get some positive [input], you're leading them down a less-than-optimum view of your performance," Poggi says. Your boss will share his or her concerns -- you don't have to draw their attention straight there.


What can I do better?

Again, a relatively vague statement like this not only invites criticism, but also shows that you haven't really prepared or aren't self-aware. "Instead, say, 'These are some things I'd like to work on,'" says Poggi. He adds: "Rather than ask [about your faults], present how you can make your job more productive and the company a better place."


Can I have a pay rise?

Poggi says simply asking for a rise because you have been at the company for X number of years will get you nowhere. On the other hand, the review is a prime time to prove your worth -- which lays the groundwork for that salary conversation. "Your boss probably has several direct reports and there is no way he will remember all the great things you've done," says Poggi. "Many employees think if they keep their heads down they'll be rewarded. It's great in theory, but it doesn't work."


I'll do better

If you do get criticism, ask for further explanation or an example of what you can do to improve. "If they say, for example, you need to work better on a team with others, say 'Can you give me an example of how I can do that better?'" Poggi says. This shows you're interested, and gives you a clearer idea of what success in this area looks like to your supervisor.


I'm bored

If you're bored with your current position, outline your successes -- and then point out other areas where you could add value in a specific, new way. But don't mention giving up other responsibilities to focus on more challenging or interesting stuff just yet. "You want to come across as wanting more, not wanting to wash your hands of something," says Poggi.


So there you have it. A few simple thoughts on how to manage what might be a difficult and stressful situation and ways to turn it to your advantage.


If you have thoughts from either side of the annual appraisal table then we would be pleased to hear from you. www.chestertongray.com

Voicemail; love it or loathe it, we’ve all used it.

One of the foremost places that technology has transformed the basics of business etiquette is in the realms of communication. But there are few things that wind people up more than voicemail. Are there rules around the proper use of it? In fact, is voicemail acceptable at all anymore?


Considering I spend a sizeable portion of my life talking to people on the ‘phone you would have thought that by now I’d be a dab hand at leaving concise factual messages. But far from it. I know that occasionally I ramble and worse still I know that on certain occasions I am going to ramble when I have to leave a message!


The whole disaster that is voicemail hit home recently when I was interviewing and had switched the ‘phone to silent. After the interview I listened to the message from a candidate which went on and on and on, singularly failing to tell me who he was right until the end of the message, or even the gist of why he was calling me.


When I finally returned to my desk, I couldn't bear the thought of wasting another five minutes wading through the long, rambling message to find the candidate's name, email, and phone. So, after a short mental debate, I just deleted the message.


He could have left a short message with the pertinent details right up front. Even better, he could have simply emailed me, or at the very least followed up the call with a mail that contained the details I cared about. As a result he’s missed out and will probably do so again in the future unless he learns to present himself better.


I think my reaction was reasonable; in today's fast paced business world, I no longer have time to waste listening to voicemail, teasing out valuable details, and transcribing it onto paper myself. But what do you think? Is there a place for voicemail in the office anymore? If so, what are the rules of the phone that one should follow?

Here are my top five rules:

• Don't leave voicemail. It's fine to call and try to reach someone when they’re in the office, but if they're not available, skip the voicemail and leave an email, which is easier to scan for important details.

• Don't even call. If they’re not in the office, first try instant messaging. It's less intrusive, as it can be ignored if the person is busy.

• If you've decided to ignore my first two rules, keep it short. Voicemail is not the place for long narratives. If your message is more than a minute long, you're doing it wrong.

• The first words out of your mouth after the beep should be who you are, how you can be reached, and what you need. Once you're done with that, feel free to leave a little more context.

• Don't leave voicemail.

I’m quite prepared to be told that in fact I’ve got it all wrong and that voicemail is the singular most important office tool. If that’s the case drop me an email, not a voicemail, and tell me why I’m wrong!

If you would like to talk with one of the Directors or Consultants then please feel free to contact us as www.chestertongray.com

Loving your employees.

Whilst it’s hard to escape the news that Europe, or at least several parts of it, are in a downturn/recession/double-dip recession/in stagnation (please delete which option you feel isn’t applicable), the fact remains that there are successful businesses across the continent that are trading profitably, show growth signs and have cash in the bank. Invariably they don’t have a monopoly and as a consequence they have competitors which would like to steal (a) some of their market share and (b) quite possibly a number of their key employees.


That means that you run the risk of one of your staff handing you an envelope on a Monday or Friday with their resignation in it; so how are companies making sure that that doesn’t happen?

I'm talking about the things that the best companies do to engender the dedication, loyalty and, yes, even the love of the people who work for them.

Everyone knows that the days of the one-company career are long gone. Depending on what data you choose to believe, the average person will change jobs between five and seven times in a lifetime. So if you run a business, it is virtually certain you will lose every employee you have (hopefully not all at once).

It's a reality that hurts, because enlightened companies know that employees are every bit as important as customers and other stakeholders, and great employees are hard to find and painful to lose. Whilst you may have to accept that your employees won't stay forever, you should never stop working at making your company the kind of place that's hard to leave.

Companies with the happiest and most productive employees, and the lowest turnover, tend to have key people-priorities in common.


Trust. In both directions. Your employees need to trust you, know where they stand with you, and feel safe with you. And you must show that you trust them, whether it's with projects, decisions, time or money. The miserable and destructive phenomenon of "office politics," as clichéd as it may be, really boils down to nothing more than issues of trust.

Responsibility. Give your people as much as they can handle, maybe even a little more. It tells them that they and their jobs are valuable and gives them a chance to shine (or fail). It helps you identify star performers, it discourages logjams and gets more done, and it's good for your business.

Culture. Your company culture is its heart and soul, the glue that holds it together. Great employees don't stick around in companies with lousy cultures, and all other things being equal, employees perform better within a great culture. And this is usually an area where smaller businesses can almost always have an edge.

Opportunity. People naturally want to keep moving, preferably upward. And they will naturally stay with an employer longer if they know they can earn the chance to do more or different things, climb the proverbial ladder, and earn more money. This can be challenging for small companies, as with only a handful of jobs there just might not be a ladder to climb. You should seek and create opportunities for people wherever and however you can.

Recognition. Some people love getting awards, plaques and employee-of-the-month certificates. But what really matters over the long term is ongoing, straightforward, day-to-day appreciation and recognition. Give genuine praise, both publicly and privately, for work well done. Never take even tacit credit for someone else's work (and in general give much more credit than you take). Say thank you, often. There are few things that will get an employee to start polishing up their CV faster than feeling unappreciated.

Salary. Of everything on this list it's the one over which most small businesses have the least control. Clearly a good employer must do its best to pay good people what they're worth, but small companies often can't compete with big ones when it comes to compensation or "packages." So while pay is obviously a critical issue, the limited resources of a small business make the other five elements all the more important.

Trust, responsibility, culture, opportunity and recognition are entirely within the means and resources of any company, and it has been proven time and time again that employees will, within reason, make salary compromises for the most appealing overall opportunity.

The employer/employee relationship is much the same as any other relationship: what you get largely reflects what you give.

For more on Chesterton Gray then please visit our web site www.chestertongray.com

Simple steps to achieve your objectives

If there was a shortcut to success, would you want it? A strategy to follow that would help you get what you want in the most efficient and effective way possible?

Most normal people have a limited number of hours in the day and a limited amount of energy to get what you need to get accomplished, while at the same time going after your bigger goals.

Reading the autobiographies of successful business people and politicians, it becomes clear that they have all adopted broadly similar strategies, of which these tend to be the key four:

1. Know your desired outcome. When you use your car's sat nav, do you type in all of the addresses you don't want to go to or just the one where you do want to go? Clearly, it is critical to know your desired outcome. What do you want to achieve? What are you going after? Now is not the time to be casual, vague. Imagine you've rubbed the magic lamp and you get one shot at requesting what you want. Be clear and be specific.

2. Take action. Get started. Simply do something -- anything, really. Don't fall into the trap of having to know the best action to take to get started because this will cause delay. In fact, it's the excuse far too many use so they don't have to get started.

3. Focus on feedback. Remember the games that you played as a child? What if you only played them and never moved on? You'd never know if you were getting closer or farther away from the prize. If you try to analyse every conceivable next step, you'll never know if your path is leading you closer or farther away. Taking action is how you get feedback. Take the step, because even if you are wrong, that will give you valuable feedback so you can adjust your approach in the future.

4. Be flexible. If you notice your actions are not leading you to your desired outcome (or maybe not as quickly as you wish), then you have to be flexible in your approach. It's not enough to just notice what you are doing isn't working; you have to shift your strategy. Stop, turn, and take a step in a different direction until you get closer to your outcome even if you've invested a lot of time and energy in your previous moves.

It really doesn’t matter what you’re doing, whether it’s in your business or personal life, if you keep to these four steps then they will help you achieve your goals faster and more efficiently.

Please feel free to let us know your thoughts or whether you feel that there are other traits that should supersede these four. www.chestertongray.com

Signs you're burnt out -- and what to do about it

As we approach the end of the first quarter of the year a recent conversation about the “desperate need” for a holiday made us re-appraise how we view our work. There are a number of warning signs that you are burning out on your business or your job:

1. You see weekends and holidays as R & R. If you look forward to a holiday because you want to do nothing and just veg out... you're burned out. Time off should be fun, adventurous, stimulating -- we all have chores to do, but if all you can think about is sitting on the couch and escaping from the grind you need to make changes.

What to do: Plan something for this weekend. anything; just make sure it's active. Go for a ramble or go cycling. Go to the cinema or the theatre. Do something you normally don't do. Don't worry about the household stuff, because an uncluttered mind beats an uncluttered home any day. Then try to plan (yes, plan) at least one thing you'll do each day just for yourself. Every day is the same when you have nothing to look forward to. Sameness is the mother of burnout.

2. You leave work thinking, "That is all I can handle today." We all have to go home at some point (even if "home" means walking up a flight of stairs.) But how you leave work means everything: If you leave because you've reached your limit then you allow too many headaches, problems, and crises to occur on a regular basis.

What to do: Save one fun thing and do it just before you leave work. If you run a business, choose something gratifying: Checking daily receipts, reading online feedback (hopefully positive), chatting briefly with employees, planning your next move... always leave on a positive note. The same applies if you work for someone else. Never save the tough stuff for last; how you leave work sets up your next day.

3. When you're home you think about work -- but not in a good way. We all take work home with us, even if only in our minds. What do you think about? Do you worry about what might go wrong? Do you dwell on interpersonal conflicts or the lack of opportunity? Some aspects of work are fun; the key is to think about them.

What to do: Don't wait for someone else to help you find the fun in what you do. Think of something you want to do differently. Then whenever you think about work force yourself to think about what you want to do instead of what you have to do. The "have to" stuff will find you whether you think about it or not; you are the only person you can rely on to find and do the stuff you want to do.

4. You hire or promote just about anyone. Hiring or promoting an employee should be just as exciting for you as it is for them. Think about it: You get new skills, new attitudes, new points of view... you get to leverage the skills and experience of others. Pretty cool, right? Not if you're burned out; then you see every new employee as a warm body and every promotion as an open slot filled.

What to do: After you select the best candidate, take a few minutes to reflect on why you chose them. Pay particular attention to the specific skills that put them over the top -- that's what you should seize on first. If an employee is great with people, have them start by repairing damaged or neglected customer relationships. You hired or promoted them for a reason; turn them loose! Your business wins, and so does your attitude.

5. You've stopped thinking about winning. Face it. We all try to win. We all want to succeed, to get promoted, to build a bigger business... we're all competitive to some degree. If you've stopped thinking about the next level then mentally you're stuck in a rut -- and your career is stuck, too.

What to do: Take a step back and think about what you once wanted to accomplish. Are those goals still realistic? If not, create new goals and targets. If there truly is no way "up" for you in your current business or profession it's probably time to move on, painful as that may be. But be objective: The "ceiling" you perceive is rarely impenetrable, only seeming that way because you've given up. Don't.

6. You think everyone else has it easy. Perspective is the first casualty of burnout. Lose perspective and you think the people around you get all the opportunities or the businesses around you get all the breaks. Deep inside you know that's not true, but you let yourself dwell in "woe is me land" because to accept that others have it just as rough -- and yet somehow are succeeding -- means the problem is you.

What to do: Accept the problem is you -- not in a depressing way but in a liberating way. Accepting that you are the problem instantly gives you control to find a solution. (When everyone else is to blame, what can you do?) Everyone has it rough. Everyone struggles. Everyone is impacted by forces outside their control. No problem: What will you do about it? No one has it easy, but people who accept responsibility for their future have it a lot easier than those who don't. You're in charge -- and that's a good thing.

Hopefully these thoughts will help you over the next few months and give you fresh impetus.

The Three Types of Multi-taskers

It is an alleged well known fact that men cannot multi-task, or can they? But in this age when we all have to buckle down and do more roles as departments become leaner, the question is: What kind of multi-tasker are you?

"Bleary-eyed," might seem like the most obvious answer, and for many who juggle multiple roles, it's no doubt true. But a study by Montreal's Concordia University and University of Toronto finds that there are actually three distinct types of multi-taskers and that some styles are definitely healthier than others.

The Universities studied people who had three hats to wear: student, employee, and family member. How did they cope? It appears in three ways:

Problem solvers.
This group face the problems of juggling multiple roles head-on, but, ironically, their can-do attitude can eventually get them into trouble. Problem solvers are great planners, but often fail to realise that even the best planning isn't going to create more hours in the day. They often have trouble accepting the fact that if they keep trying to do it all, they'll eventually burn out. The researchers say it's better to admit at the outset that energy and time are finite, and that things are going to slip through the cracks no matter what.

Talkers.
So-called talkers use venting, complaining and commiseration to help them deal with the stresses of multiple roles. As in the other two styles, this comes with both positives and negatives. On the positive side, talking to family and friends can result in new ideas about how to get things done and encourage other folks to lend a hand when possible. On the negative side, it's very easy for commiseration to become an end in itself, reinforcing feelings of hopelessness and eating up way too much time.

Avoiders.
These folks are in denial, and it's hard to blame them. They cut back on stress by trying to avoid it, and often resort to bad habits-sleeping too much, drinking too much, using drugs-to keep them from thinking about the stress they're under. Yet this 'type' has something to teach the others, too. Everyone who juggles multiple roles needs a break now and then, and healthy diversions are much-needed.

How to Cope
The study went on to give some advice for multi-taskers:
• Find areas where you can do double duty. Is there work-related projects that could also earn you class credit? If you're looking after an elderly relative, bring your own kids along and ask them to cook dinner.
• Talk to your employer about flexible work arrangements, even if they're only temporary.
• Give yourself a break. Dodge the stress, at least for a short time, with a small indulgence - even if it's only watching a favourite TV show.
• Let things slide. The house is going to get dirty. There's no use fighting it.

So there according to the Universities we have it. What do you think is the best way to deal with the conflicting, constant, and overlapping demands of being a spouse, parent, student, employee maybe all at once?

Answers and thoughts, as ever, to the team at www.chestertongray.com

What's better than a salary?

No, this isn't an eyeball-catching headline to get you to click. There is a strong train of thought that says that if you spend your career solely focused on salary, you'll lose out in the long run.

Times are hard and your salary pays the monthly bills. But if that's your primary job criteria, there’s a good chance that you'll never get ahead of the game and you'll be living hand to mouth your entire life.

Then there’ll be the nagging feeling that so many people are doing better than you. I'm not saying money doesn't matter. The goal here is to achieve financial success, enjoy the process, and feel good about the result.

However, when it comes to your career, you need to look at the big picture. If your focus is too myopic or narrow, you won't achieve big things. A higher salary doesn't trump working at a company with greater opportunity for promotion to the next level. Does it?

This isn’t made up, it’s serious stuff culled from a number of professionals who have been giving career advice that works in the real working world. With that in mind, let’s look at the issues.

10 Things More Important Than Your Salary

1. Your goals. Yogi Berra said, "If you don't know where you're going, you may not get there." He was right. You need to have goals and a plan. You can (and should) revise them anytime, but you need to have them and focus on them. If you're smart, opportunistic, adaptable, and work hard, you'll achieve great things ... including financial success.

2. Loving what you do. Steve Jobs commented "Your time is limited, so don't waste it living someone else's life. You have to trust that the dots will somehow connect in your future. This approach has never let me down, and it has made all the difference in my life. The only way to do great work is to love what you do. If you haven't found it yet, keep looking. Don't settle."

3. The company you work for. There is one common secret to career success that’s mentioned by many. Think of every company as a possible spaceship to the moon. You've got to get on the ship, but if the ship can't get you there, what's the point? Work for a winning company where you'll have room to advance or an entrepreneurial company where you can wear lots of hats. You have choices. Exercise them.

4. How opportunistic you are. Given the choice between skill at negotiating a fat package and being adept at creating your own opportunities and making your own luck, most would choose the latter.

5. How hard you work. These days it's more popular to talk about working smart than working hard. You need to do both. Success does not come without hard work. You need to be willing to do whatever it takes to achieve your goals.

6. Your attitude. If you believe that you earn everything you get, are willing to work your socks off to get that promotion, and have a can-do attitude no matter what's thrown at you, then that promotion is yours, guaranteed.

7. Making an impact on the business. Business is about business, and the closer you get to making a real impact on the business, the more valuable you'll be to the company, the more opportunities for growth and advancement you'll have, and the more money you'll make.

8. Opportunity to get out and network. If you're locked away behind a desk after day, your opportunities are limited. But a job where you can get out into the industry and network and shake the right hands is like gold to a young up-and-comer. In terms of future opportunity, it's worth far more than a fat paycheque.

9. Equity ownership. In my experience, your salary pays the mortgage and bills and they have a funny way of rising to meet your salary. Equity, on the other hand, is a potential windfall that, by definition, you absolutely cannot count on until it's liquid. It also adds an element of diversity to your income since it's based on the whole company's performance, not just yours.

10. Pay for performance. Salary is only part of the compensation picture. If you're aggressive and believe in yourself, you can benefit more from a healthy, well-structured, and somewhat open-ended bonus plan where your goals are clear and achievable and you can knock them out of the park.

It is our belief that if you focus on these 10 things instead of purely on your salary, you'll do far better in the long run. Especially financially.

One final thought. If you're challenged, gratified, engaged, like your boss, have better benefits, flexible conditions, etc., you'll be happier and perform better in the long run. That goes without saying, doesn’t it?

As ever, thoughts and comments are welcome. http://www.chestertongray.com