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

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

Public speaking; how to grab people’s attention

I was at a business presentation a couple of mornings ago, along with about 100 other people, and there were two things that struck me. Firstly how relaxed and informal the key speaker was and secondly when the Q&A session came around, there was absolute silence from the audience.

Now I’m not a natural at standing up and making a presentation but whether you're addressing your team in a weekly meeting or headlining at a large conference, it's easy to get butterflies before public speaking. The last thing you want to see when you look out at your audience? People checking their smartphone, yawning, or just staring at you blankly.

It’s terrifying for some, but incredibly easy for others, so if you’re due to be that person soon; here’s how to avoid losing the audience:

Make your pitch personal
Telling stories is a great way to draw people in. Personal stories and self-directed humour are most effective. Facts, stats and other information are great, but a story acts as a vehicle to put that data into a digestible form.

Start strong and build on the momentum
A great intro line, interesting stat or news headline can help hook your audience. If your presentation is at a breakfast meeting, you might try and find a statistic about the number of breakfast meetings held each month/year or how many people skip breakfast for meetings.

Use props to pull them in
Some people are visual learners, so a physical prop, a PowerPoint presentation, YouTube videos and/or maintaining eye contact can help them concentrate. For instance, you might show that there is a new smart phone app that is relevant to what you’re talking about and you can give a demonstration of it.

Interact with your audience
Get your audience involved, and help them appreciate that not listening isn't an option. Get them to do something physical. For example, if you're talking about work-life balance, have people stand on one foot. Instruct them to post something on LinkedIn, ask for a show of hands, or break them into groups for smaller discussions. Whilst we all come from different backgrounds, try and show that you have an understanding of their world. Be personal. Make eye contact. Use people's names. Encourage questions and participation.

If you can integrate some of those thoughts into your presentation then in no time at all you’ll be a natural standing up and delivering to your best ability.

However, the total silence in the Q&A session did surprise me and I was the sole hand in the air. Even after a lengthy and informative answer there were no further questions, so we all adjourned for coffee. This gave me the opportunity to mention my surprise to a few fellow audience members and they all confessed to feeling awkward about wanting to ask a question, even though they might have wanted to do so. At some point in the future I suspect that they too will have to stand at the front and make a presentation and I sincerely hope that by then they have gained the confidence to do so.

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

The Paralysed Candidate- 10 Things you are missing

My colleagues and I have been in recruitment in one form or another for long enough to know there are some people who we simply can't help. Why? They aren't willing to help themselves. Qualifications have nothing to do with it. I know they could do anything they want. The truth is however that deep down they don't want to make a change.

Within the industry these are called "Paralysed Candidates". I am not talking about physical capabilities. In any walk of life people get comfortable and are scared to make a change. You can clock in and clock out and you know what to expect every day. You have a salary that you are comfortable with, and you know when you are going to take time off for your holiday every year.

Despite all that somewhere deep inside, they are unhappy. Unhappy with the direction of the company, the management, the salary or their colleagues. Possibly they don't feel challenged anymore. How do we know you all of this? Because we hear it from candidates all of the time!

Our advice to the Paralysed Candidate. DO SOMETHING ABOUT IT! If it doesn't work out, at least you can say you gave it a try. You can always go back if you stay on good terms or look for a new role somewhere else.

Here are 10 Things you are missing if you are the Paralysed Candidate.

1) Happiness. Can you say you love your job? Most of us can say we do. Is your job consuming your daily thoughts where you dread waking up in the morning? Life is too short, the grass is greener on the other side.

2) Challenges. For the first time in a long time, you will be tested. Things may not be easy, but that isn't a bad thing.

3) Meeting new people. Your network will be expanded and you will be exposed to different ideas and views that you haven't thought of if you stayed with your current company.

4) Learning new technologies. In today's very rapidly changing world you will be a dinosaur if you don't learn new software and expand your technical expertise.

5) Potentially more money. Have you hit the glass ceiling with your current company? There’s a company out there could use your skills that you aren't being recognised for doing.

6) Career advancement. People get stuck! Are you at a company where you simply can't move at all? You joined a company that offered absolutely no movement? Your manager has been in the same role for 30 years and he/she isn't leaving anytime soon. So why are you staying at this company?

7) Better Hours. Are you working 3rd shift or weekends? Sounds miserable to me. Do you travel 7 days a week? Want your life back? Take control.

8) Shorter Commute. Do you spend hours in your car commuting? Is it affecting your family life? There’s no reason to spend half your life in a car.

9) Better work life balance. Do you know some companies offer a flexible workforce, even telecommuting? Yes it is new, and more and more companies are offering than ever before.

10) You could be a part of the next big thing. There are some companies out there with some really great ideas. They could change the future. Would you like to be a part of the team that started Google or Facebook or Twitter? The next great idea is around the corner and you could be a part of it!

If you have evaluated all of your options and come to the conclusion that the company you work for is not fulfilling you, stop complaining and do something about it. You will be a different person. The above advice is something you actually already know and have known. Be brave, take a deep breath and do something about it on Monday morning.


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 fall in love with your job again.

It's easy to love a new job. It's called the 'honeymoon phase' because everyone's hopes are high, it's a new challenge and it's a stimulating time, but after three to five years, that same exhilaration can often lead to boredom and frustration.

The buzz-kill here is familiarity. Initially in a new job, you're trying to understand your role. Once you've done that, you revel in the fact that you've developed a routine and are "good" at what you do. But then you get bored. Despite our common pursuit of less stressful lives, humans are wired for change, and new challenges are the fuel that makes life worth living.

It’s at this time of year, after the initial excitement of a new year and when the second quarter inertia kicks in for many, and they realise that they’re getting stale. So here are a few thoughts on how to spice up your job love life again.

Re-think your tools. It's easy to get overwhelmed by daily tasks and never-ending "to do' lists. Technology can help tame the beast. The great artists like Michelangelo spent enormous time making sure they had the best brushes, paints and materials for their canvases. The bottom line is that whatever you do for a living, there's probably an effective tool that can help you do it better. Depending on your business, different applications and software can help you accomplish daily chores faster and even make them more fun.

Say "yes" more. Variety can help an old job seem new, but you have to raise your hand when opportunities arise. It can be easier to just do what you've been doing, but if that isn't satisfying you have to challenge yourself to take on new tasks. Not only will you learn things, but you'll work with different people. That in itself may make a big difference.

Brush up on your people skills. After a few years on the job, you have probably mastered the nuts and bolts of the position. Now's the time to work on meeting new people, leading a team speaking in public or pitching your ideas. Formal programs like can help, or you can simply take time to work on these softer skills every day. Your efforts won't be wasted. Learn to deal with people more effectively and you'll become a star at the office.

Write a "did" list. At the end of each day, don't just cross off things that are done on your to-do list. Instead, write a quick "did" list, an informal summary of everything and anything you accomplished, from sharing a smart idea in a meeting to finally cleaning off your desk. If you regularly celebrate your successes both small and large, you won't have to wait for praise or a promotion for a boost.

Look at the big picture. If you feel like a cog in a wheel, focus on seeing how important the wheel is within the company. In the day-to-day battle, it's often tough to see the bigger picture and learn the impact you're making in the world. But perspective matters and each person makes a difference. A great manager should be showing you this, but that doesn't mean you can't try to see it for yourself, too.


Try these tips today, and hopefully you'll start loving -- or at least enjoying -- your work a little more. And if your honeymoon period is well and truly over and this work marriage looks doomed, maybe it's time to break up and start looking for something new. In which case, you know who to call!

As ever we’re keen to hear from you, let us know your thoughts at 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

Should you wait for a second job offer?

The economic problems that have affected us over the last few years have had a massive impact upon the psyche of those candidates that are job hunting and especially those that have been out of work through no fault of their own. Redundancy can have a massive impact upon self-confidence and there is only so much ‘down time’ that you can have between jobs before you start to become stir crazy as well as getting under your partners feet having done all the decorating that any house could possibly need!

Interviews can be stressful and it’s a relief to get through the process and to be advised that the company will be making an offer. What happens though if you’re concluding one but still interviewing with another company?

Job offers can be like London buses, you wait ages for one and then fortuitously (or not) a couple arrive at once. Over the years we are consistently asked by candidates how they should address this issue and whilst there is no perfect catch all answer, there are a number of issues that you need to think about before making a decision.

The first thing you need to be clear about in your own mind is how the two companies stack up in relation to each other and how that affects whatever time constraints are being placed upon you. The company that has already offered you a role won’t be expecting an instant acceptance but neither will they be prepared to let you drag the process out longer than is reasonable. They have a business to run and need to make plans too. The fundamental questions about the offer that you should be asking yourself are (a) does the role offer me the challenges that I’m looking for? (b) can the company offer me the long term career opportunities that I’m after? (c) can I work with this person as my new boss? (d) does the salary match up to my expectations? If you answer ‘yes’ to all four, then you should seriously be considering accepting the offer!

If you want to pursue the second company then you need to talk (urgently) either with them or the recruitment firm about the time frames that the current and next interview steps will take. If they’re talking several weeks for second and/or third interviews, then it’s decision time for you. If you drag out the first company and don’t get the second offer there is a very high risk that the first offer will be withdrawn and you ‘ll be back to square one. If the second company expect it to be wrapped up within the next week, then you have the opportunity to run with it, but you need to make sure that the first company knows that you will make a decision by a fixed date.

Professionalism is the key to this. You need to manage this well because you never know when you might bump into either party again or whether quite by chance one of them might actually end up your boss one day in the future!

If fortune has smiled upon you, you might now have two offers sitting on your desk, in which case you go back to the four questions that you asked after the first offer. With those out of the way, you should have a much clearer idea of which offer you are going to accept.

If you are in gainful employment you now come to the day when you have to hand in your resignation. A word of warning; as for your current company giving you a counter offer? Forget it. Counteroffers generally end badly; you went out looking for a new job because of problems with your current one. A bigger salary doesn't solve any of those problems and from now on they’ll be keeping an eye on you as they know that you’ve tried to leave once. Say nice things about them in your exit interview and walk away with (hopefully) glowing references.

If you are currently in the job market, then good luck and I hope that everything slots into place for you.

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

‘Tis the season to be job hunting!

The first “proper” working Monday of the New Year is supposed to be the day when disgruntled employees finally decide after the Christmas and New Year break that enough is enough and that it’s time to look for a new job. And ideally a pay rise!!

The big job boards report increased activity, particularly at lunch time (odd that!) and at about 6pm when candidates get home and log on having said hello to the wife/husband/kids/dog/cats/hamster and start trawling for the net for their next career move.
The other incentive to move is that many companies are now in a new financial year and as a consequence have the budgets to hire the next round of talent that’s coming onto the market.

So, if that sounds like you today, then head over to www.chestertongray.com and talk to one of the Directors or consultants about the roles that we are recruiting or if you’re a company come and discuss how we work and can help you unearth your next superstar.

5 Questions great candidates ask at an interview

Whenever we pitch for a new assignment we always discuss the interview stages that the client will go through as part of the recruitment process. Normally they’re all pretty similar; very occasionally there is the odd assessment centre thrown in, but by and large little seems to have changed over the last twenty years or so. Which got us into thinking about the process from the candidate’s perspective.

Having discussed post interview feedback with a number of them, it appears interview techniques haven’t changed much either and the phase of the interview that still seems to stump far too many candidates is when the client turns the tables and asks: "Do you have any questions for me?"

Either candidates haven’t planned ahead or they have over planned. Most candidates don't actually care about the answers; they just hope to make themselves look good by asking "smart" questions. To them, what they ask is more important than the answer.

Great candidates ask questions they want answered because they're evaluating the interviewer, the company--and whether they really want to work for the management.

Here are five questions great candidates ask:

What do you expect me to accomplish in the first 60 to 90 days?
Great candidates want to hit the ground running. They don't want to spend weeks or months "getting to know the organisation." They want to make a difference--right away.

What are the common attributes of your top performers?
Great candidates also want to be great long-term employees. Every organisation is different, and so are the key qualities of top performers in those organisations. Maybe top performers work longer hours. Maybe creativity is more important than methodology. Maybe constantly landing new customers in new markets is more important than building long-term customer relationships. Maybe it's a willingness to spend the same amount of time educating an entry-level customer as helping an enthusiast who wants high-end equipment. Great candidates want to know, because 1) they want to know if they fit, and 2) if they do fit, they want to be a top performer.

What are a few things that really drive results for the company?
Employees are investments, and every employee should generate a positive return on his or her salary. (Otherwise why are they on the payroll?)

In every job some activities make a bigger difference than others. The HR team need to fill vacant positions... but what everyone really wants is for HR to find the right candidates because that results in higher retention rates, lower training costs, and better overall productivity.

Companies need its IT people to perform effective repairs... but what candidates really want is for the techies to identify ways to solve problems and provide other benefits--in short, to generate additional sales. Great candidates want to know what truly makes a difference.
They know helping the company succeed means they succeed as well.

What do employees do in their spare time?
Happy employees 1) like what they do and 2) like the people they work with.

Granted this is a tough question to answer. Unless the company is really small, all any interviewer can do is speak in generalities. What's important is that the candidate wants to make sure they have a reasonable chance of fitting in--because great job candidates usually have options.

How do you plan to deal with...?
Every business faces a major challenge: technological changes, competitors entering the market, shifting economic trends... there's rarely a Warren Buffett moat protecting a small business. So while a candidate may see the company as a stepping-stone, they still hope for growth and advancement... and if they do eventually leave, they want it to be on their terms and not because it was forced out of business. A great candidate doesn't just want to know what you think; they want to know what you plan to do--and how they will fit into those plans.

As ever we would like to hear your thoughts; from either side of the desk. Have interview techniques changed or stagnated? Do candidates ask mundane or killer questions? Do clients prepare themselves for the interview as well as candidates? What would you change about the whole process?

Please feel free to go to www.chestertongray.com and let us know your thoughts.

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

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

Interview preparation & how to be on the ball

As we approach the traditional summer break I thought that I would put a few thoughts together for the post holiday’s blues return to work. Over the last twenty plus years that I’ve been recruiting it has almost always signalled an upsurge in candidates hitting the market and clients finally recruiting after months of inertia. There are 1001 subjects that I could write on but few are more important than that face to face meeting; the interview

Before you walk into a job interview, you want to give yourself every opportunity to show yourself at your very best. Here are six things to do in the hours and minutes before your meeting:

Eat brain food

Put down the doughnut, the Danish pastry, anything sweet -- it'll just leave you susceptible to an energy crash during your big moment. Instead, fill up on meals and snacks that will sustain you and won't leave your stomach growling mid-question. Just as in everyday life you should eat meals that are low on the glycemic index and combine carbohydrates, fats and proteins. There is a huge quantity of research that has showed that proven brain food includes fish, blueberries, spinach, nuts and vegetable.

Warm up your mind

You want to be firing on all cylinders by the time your interview begins. If your meeting is first thing in the morning, consider doing the crossword or Sudoku while you're already stoking your brain cells with coffee. It's a great way to get into the problem-solving mode.

Get handy with deodorant

Sweaty palms leave a soggy first impression and just feeling yourself melting down can cause you to lose focus. Over the years I’ve met many a candidate who occasionally gets sweaty palms under stress, and the best tip that I was given was to rub a dab of unscented deodorant on your palms.

Call a positive pal

Please don't spend time with someone who always thinks that the glass is half empty, who tends to discourage you or makes you nervous, instead, call Mr/Mrs Positive - a friend, partner, mentor or even a relative -- who can give you a last-minute boost. It will work wonders for your attitude when you walk into meet your interviewer.

Put away your notes an hour before

Many candidates have a tendency to rehearse talking points in the car or taxi ride on the way to an interview. But preparing up until the very last second can backfire. Don't over-practice, you don't want to memorise your answers. You have to be genuine and spontaneous.

Take a quiet moment

Before you enter the office where your meeting will take place, try to briefly clear your head. Find a quiet place near your interview - a church, a library or a far corner of a hotel lobby - take a deep breath and try to calm yourself. By doing so you'll enter your interview prepared and on the ball.

If you have an interview, then good luck and let us know if you tried any of these tips and if they worked. If not, what tips have you used that work?

As ever, the team welcome your thoughts at 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

How NOT to fire someone: 5 common mistakes

Unless you're a natural bully, firing someone is never fun. It is, of course, a necessary part of being a manager, and it's a skill that can be honed. The worst mistake, according to experts? Going through the motions like a robot. Act like a human being. There is a very good chance that one day it may be you on the other side of the desk and you'd appreciate being handled like one.

Here are 5 common firing mistakes. Avoid them, and you'll become as proficient as possible in the skill of laying someone off with respect:

Not looking your soon-to-be ex-employee in the eye One of the best ways to show respect is to make eye contact. This is incredibly important - there's another human being across the table from you and being human at this difficult time will make a huge difference to them after they've left and recall how this was handled, especially if it’s their first time. It can scar people for years to come.

Being cagey about your reasons Explaining your reasoning -- briefly -- is the fastest way to give this difficult situation a silver lining. Done the right way you can help catapult someone's career instead of paralyse it. By being open, you can help them excel in a different environment if they don't fit yours.

Being too friendly about it It is entirely possible to sack someone and to be so nice about it that they don't realise they have actually been fired. Getting fired is emotionally very tough, but you can soften the blow by making your message clear and as concise as possible. This means starting right away with your unfortunate message, and then adding any "thank you for your contributions". Of course, this latter comment will depend upon the situation.

Not involving HR Whether your human resources team is ever-present or stays behind the scenes, this is one of those key times that it can often help to use your HR team. If you can have an HR Manager in the meeting with you or waiting elsewhere, it allows the person being terminated to talk afterward with the HR person who can explain issues such as final pay and any ongoing benefits, that will become very important to the individual.

Not shutting up After giving someone this difficult news, give them 30 seconds to digest the blow. Continuing talking while the message is being processed doesn't help them and can certainly hinder the person's ability to get through this moment. Finally, avoid getting into a very detailed discussion of the situation (beyond a brief explanation). By doing so there is a very good chance that you could unintentionally say something that may come back and bite you at a later occasion. Having an HR person present who understands the legal niceties can prevent you from saying too much, or too little.

In my experience almost everyone has either been through this situation or knows someone who has, so as ever, the team at Chesterton Gray would like to hear your thought. www.chestertongray.com

The 10% fee and why it doesn’t work.

Year after year, in challenging economic times, the mantra of cost down is bashed out across almost every business stream and the recruitment world is not immune from it. Those of us who have been around the block once or twice understand the need for businesses to cut costs but also see the number of times that it can actually do you a disservice.

In my best Max Bygraves; let me tell you a story.

Three years ago I won my first retained assignment from a client that I had been pursuing on and off for a couple of years. Good job and an interesting assignment to get my teeth into. As I approached finalising the shortlist they signed off a second role at a slightly reduced fee. I’ve no problem with as it makes sense, so much so that in fact I filled both roles and they recruited a third from the first shortlist. Hurrah!

However, last year as the sector tightened HR & Procurement decided to implement a European PSL and would only work with agencies/recruitment firms/search firms that would agree 10% success only fees.

I declined.

In December they signed off six roles in a new division which went out to their preferred agencies. Much to their surprise eight weeks later they hadn’t received a CV, let alone interviewed a candidate and senior management were jumping up and down on the line managers because the roles were still empty and the projects now really needed the staff.

So why has this situation happened?

Rightly or wrongly recruitment is seen as an overhead cost rather than an investment, with little or no understanding from the procurement and HR teams as to how the agencies operate.

The consultants in the agencies lead very regimented lives in the way that they work and are very heavily revenue targeted, which is why there is such a high turnover of staff in agencies.

Once you send them the 10% fee based job description they will work on it briefly until another client (maybe only hours later) asks them to work on a role with a 20% or more fee, so day by day your role slips remorselessly down the pecking order until quite frankly you’re forgotten in the desire to produce revenue and not be fired takes over. And then there is the other side of the equation. Let’s say that by chance the consultant does find a candidate who matches your brief; are you going to see the CV? Well not necessarily no. Why? Because the consultant’s manager will ask where the consultant is going to send “send out” the CV to and once again the need to satisfy revenue demands takes priority. The manager will ‘encourage’ the consultant to service the 20%+ fee clients rather than the 10% fee client.

Result? Eight weeks later the vacancy still hasn’t be serviced.

To return to my client: Eventually I agreed a 20% fee and in one month had the first three roles in order of priority at offer stage with a one role/one candidate success rate and yes they’re still waiting to hear from their agencies!

Not having people in place for key roles is as every bit, or more, expensive on the bottom lines as paying for the right recruitment firm to find those people.
Invest in expertise and specialist knowledge and it will deliver accordingly.

If you would like to talk with a Director or Consultant about how we can work with you then please contact us at www.chestertongray.com

Ironically, being a slacker leads to burn-out

If you were one of the many chronic procrastinators at university who swore you'd turn over a new leaf when you hit the workforce, psychologists have some bad news for you: studies suggest that the tendency to be a slacker actually bodes pretty badly for your career after graduation, and not in the ways you'd suspect.

How was this ominous titbit gleaned by researchers? The British Psychological Society Research Digest blog reports that a pair of psychologists completed standard tests of procrastination and expectations for success for nearly 300 college students. Then they tracked how these same students (now grown up and part of the workforce) were doing in their jobs.

The conclusion:Students who found reason to avoid work-related tasks at university, and who were pessimistic about their chances of success, were more likely, 10, 14 and 17 years later, to report feeling disengaged from their job, and were more likely to report experiencing work-related burnout.

What's the final thought on this? Primarily, that psychologists discover the strangest things, but the findings are also a stern warning that taking it easy and putting off tasks is not a recommended way to keep work easy-going. Ironically, a tendency to slack off seems to actually lead to burn out and boredom.

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.