http://tobtr.com/s/1475968

1.        Having no idea what the expected outcomes of the meeting might be or how we intend to get there.

2.       The rest of my work piling up like gravel while I attend LONG meetings or too many meetings.

3.       Presentations led by PowerPoint.

What I like:

1.       Rigorous conversations—open, respectful, communication—searching for real solutions for real problems.

2.       The food (sometimes).  Depends on location.  Ok, I’m ambivalent—if it is good, I eat too much.  If it is bad, I’m bored.

3.       Action items and follow up on action items.

Despair.com has a poster about meetings:  None of us is as dumb as all of us.  Let’s buck that.  Let’s have fewer and better.

Author: Jennifer Colosimo, Chief Operations Officer at FranklinCovey

Follow Jennifer on Twitter at: http://twitter.com/jencolosimo

www.jennifercolosimo.com

http://www.shanghaidaily.com/article/?id=451783&type=Opinion

Author: Jennifer Colosimo, Chief Operations Officer at FranklinCovey

Follow Jennifer on Twitter at: http://twitter.com/jencolosimo

 Paradox:  If the vision doesn’t come to you immediately, act without vision.

When Ann Dunwoody, a U.S. Army lieutenant general, was nominated to be the first female four-star general in the nation’s history, she said: “I grew up in a family that didn’t know what glass ceilings were.”   One imagines that to ascend the ranks and break down barriers, Ann Dunwoody must have uncovered her vision at a young age.  Her father was, in fact, a career Army officer and she joined the Army immediately following graduation from college.  Unlike Ann, many of us, myself included, fumble along not knowing what we are “meant to do.”  My high school talent survey came up with three possible jobs I was well suited for:  an accountant, because I have decent math skills and can focus intensely on a problem, a forest ranger, presumably because I love to hike and camp, and a fashion model (?) which only makes sense in light of the fact that I used to spend a lot of time on my hair.  (It was the 80’s and it took a long time to get my bangs to stand straight up and stay there.) 

Why didn’t the talent survey suggest “CEO” or “President of the United States,” jobs that both require math and problem-solving skills and can have immense impact on the environment?  And the even better question, why would I complain about the talent survey outcomes?  At least I’m American, where accountant and forest ranger are possibilities for women.  There are plenty of places where women don’t have any options beyond “make dinner.”

But here is the problem for many of us who are not Ann Dunwoody:  we are frozen, inactive, waiting for our “calling” our “best life” our “mission and vision” to hit us on the head like a religious conversion.  And until then, we’ll remain vaguely dissatisfied with the world and ourselves.  There is a book on theology written by Dick Gilbert that quotes an anonymous author avoiding the call to leadership by saying, “Give me causes, O God, to theorize, argue, talk about.  Let me think of problems far away.”   Because it is safer to theorize at the water cooler or post complaints on a blog then to act.                

                I say, “ACT!” 

                Then reflect. 

Invest time thinking about what you’re doing. 

Write about your actions. 

And from that, a vision will emerge.  Susan B. Anthony is a great example.  She was an active Abolitionist, taught school for 15 years, then worked in the temperance movement.   Because she was a woman, she was not allowed to speak at temperance rallies. This experience, along with her acquaintance with Elizabeth Cady Stanton, led her to join the women’s rights movement in 1852. Soon after, she dedicated her life to woman suffrage, working tirelessly as President of the National American Woman Suffrage Association until she retired at age 80.  Women earned the right to vote with the passage of the Nineteenth Amendment in 1920, 14 years after her death.

When did her vision become clear?  In hindsight, she was “meant” to lead the suffrage movement.  But everything she did until that point led to her being uniquely prepared to lead.  I always tell my daughters, “Luck favors the prepared.”  Opportunity is not going to strike working toward something with focus and dedication, continuously learning, and upgrading your contribution.

Author: Jennifer Colosimo, Chief Operations Officer at FranklinCovey

Follow Jennifer on Twitter at: http://twitter.com/jencolosimo

1. I’m not yet sure what to do that would have the highest and greatest impact on the people, processes, and systems that I have been promoted into leading. I think my uncertainty can be solved by listening to people, building relationships, studying the financials, and figuring out the organizational need that my unique blend of talents and passions are best suited to address. Then I need to talk with people about the problem I’d like to solve and the contribution I’d like to make and working with them to make an impact. Interestingly, the career stalls have the same uncertainty about what to do. And  I would suggest they consider the same a plan of action.
2. In the case of my new role and in the case of those experiencing a stall in their current role, the reaction of people around you could be described as opposite sides of the same coin. Some people are genuinely helpful.  Some exhibit signs of worry as to how your level of influence (or lack thereof) will influence their level of influence (or lack thereof) and some are clearly steering clear—hoping to avoid the work of being pulled into your circle of potential/despair.
3. Both promotions and career stalls are rare opportunities to be creative, innovative, and impactful. For myself and others it seems common sense to view a promotion as an opportunity. But a career slump doesn’t have the same motivational spark—the spark must be self-created.  If those in a slump saw it as a time for creativity and action, they would get better results. Particularly when compared to the choice to give up. Or even worse, to give in to cynicism and to spread that cynicism like the flu.

From a Jewish prayer (paraphrased): “I must do my allotted task with unwavering faithfulness even though the eye of no taskmaster is upon me. I must be strong even when slander distorts my noblest intent.” And luck must shine upon me (my addition).

Author: Jennifer Colosimo, Chief Operations Officer at FranklinCovey

Follow Jennifer on Twitter at: http://twitter.com/jencolosimo

A resume is a marketing document.  A key principle in marketing is knowing what you’re trying to sell.  If you aren’t sure, then you can bet your readers won’t be either.

To better know what you’re trying to sell, you need two things:

1. A knowledge of the strengths of the product you are marketing (that’s you) and what you’ve done that demonstrates those strengths.  We divide your portfolio of strengths into three categories:  your talents, your passions, and your conscience.   A couple of resources to help you hone in on your strengths:  the iPhone app, Great Work, Great Career, with exercises, videos, and tools, and the Career Advantage LiveClicks 90-minute webinar.
2. Two, you need as much information as you can possibly find about the organization, the problems/challenges it is facing and if there is one, the job you’re applying for.  In other words, you have to find some need out there (problem to be solved, opportunity to capitalize on) in order to get PAID to make your unique contribution.

The Internet is one of your best resources for understanding a company—its challenges, and opportunities and threats.  With a few clicks, you can learn all about an organization’s industry, their financials, their history, their product reviews, their customers, and their leaders.  In addition, you should read periodicals and industry newsletters. 

Use the phone or email and find someone in the company who might be willing to spend a few minutes with you.  Talk to customers and suppliers to get a better understanding.  What delights the customers?  What frustrates them?  What do vendors say about the company?

When you match your contribution with the needs/opportunities of an organization, while following the basics of resume writing, your resume will truly stand out! 

Author: Jennifer Colosimo, Chief Learning Officer at FranklinCovey

Follow Jennifer on Twitter at: http://twitter.com/jencolosimo

At the Chief Learning Officer symposium last week, Joe Santana from Siemens USA proposed that a broad network is richer and more robust than a deep network.  He said that a strong network for career growth, problem solving, and innovation isn’t made up entirely of people just like you.  I thought it was interesting to consider so I thought through my layers of friends, colleagues, advisors, and contacts—and even looking through my Outlook and LinkedIn contacts—and then realized with a start that my network is deep but not broad. While it may cross national borders, my network is primarily made up of people with whom I’ve worked or met at school (or my children’s schools).  For the most part, we all have similar socioeconomic and educational backgrounds.  And in large part, my network contains people who work in organizational transformation.  Of course, there are some notable exceptions with people that I’ve met through social action work and church, but in large part, my network is middle-class, highly educated, and employed.  The only “broad” component is the wide variety of political stances.

So, who is in your network?  How do you reach out to those outside your typical affinity groups?  And do you agree:  Is it important to have a broad network?

Author: Jennifer Colosimo, Chief Learning Officer at FranklinCovey

Follow Jennifer on Twitter at: http://twitter.com/jencolosimo

On Tuesday, April 13, the Great Career iPhone app will be available for just $2.99.  On April 13^th, click the Buy Now link at http://bit.ly/b7w8Cd to take advantage of the special promotional price.

 Need more information before you buy?  You’ll find an overview of the application’s features at http://liveclicks.na6.acrobat.com/p80551659.

CAREER ADVANTAGE

Career Advantage is about getting a great job now and enjoying a great career for life.  In this webinar, participants look at the contribution they would like to make through the lens of talents, passion, and conscience and then at defining career, project, and current-role contribution in a way that’s a win for them and their organization.  The end in mind is becoming more employable and advancing one’s career. Click here to learn more.

RESUME ADVANTAGE

Traditional resumes are like a product brochure with you as the product.  Unless the prospect is actively looking for just that product, the brochure goes in the trash.  Resume Advantage teaches participants to design a unique resume based on the problems the employer needs solved and how participants’ background and experience demonstrate their ability to meet specific employer needs. Click here  to learn more.

INTERVIEW ADVANTAGE

Interview Advantage guides participants through the entire interview process—from finding the decision-maker, to interview do’s and don’ts, and follow-up.  Participants will discover the link between successful interviews and trust-building behaviors.  They’ll also practice solution- and result-focused conversations that will benefit both those in any employment situation, whether looking for work or not. Click here to learn more.

Author: Jennifer Colosimo, Chief Learning Officer at FranklinCovey

Follow Jennifer on Twitter at: http://twitter.com/jencolosimo

Author: Jennifer Colosimo, Chief Learning Officer at FranklinCovey

Follow Jennifer on Twitter at: http://twitter.com/jencolosimo

Previously, during my undergraduate degree, I was a salesperson in the Juniors department at a big department store.  I had a full-time job with a full-time school schedule and was living away from home for the first time.  I was tired.  When traffic slowed down one night, I laid down on the sale table, covered myself with $9.00 dollar t-shirts, and fell asleep.  Until the screams of an unwitting customer looking for a t-shirt woke me up.  My manager lectured me, but gave me a second chance.  But it impacted the trust I had with my manager and my colleagues.  I was no longer on the “high potential” list to become a manager.  I was watched closely, which was embarrassing. 

We’ve all had setbacks, whether we made a mistake, or we made a stand, or something happened we had absolutely no control over.  The point is:  what do you do next?  Does the situation begin to stand for who you are, what you can contribute, your outlook on life?  Or do you learn something, make amends as best you can, and move on.  Resilience is a key character trait for a great career. 

Author: Jennifer Colosimo, Chief Learning Officer at FranklinCovey

Follow Jennifer on Twitter at: http://twitter.com/jencolosimo

The purpose of a resume is to obtain an interview, to start a conversation with the employer. Your cover letter is your opportunity to begin that conversation.  To say, “Hi, here’s why you should talk with me.” 

The worst thing you can do is write a “one size fits all” cover letter.  Just like your resume, you need to target your cover letter to the specific needs and values of the prospective employer.  Ideally, your cover letter is a one-page proposal to fill an important business need at your target employer.  This will require you to research your target employer—on the web, by asking if anyone knows anyone who works there, by reading blogs that mention the employer.  Your cover letter should include four things:

1. Start by summing up the problem or opportunity your target employer faces and describe how you plan to help solve it. Use numbers that are meaningful to the organization.
2. Give evidence that you can solve the problem and, if applicable, that you have solved one like it in the past.  That evidence could include work and educational accomplishments—facts that would lead your prospect to conclude you’re right for the challenge.
3. Provide contact information.
4.  Request a meeting.

What tips have you used when writing cover letters? I would love to hear from you.

Author: Jennifer Colosimo, Chief Learning Officer at FranklinCovey

You can also follow Jennifer on Twitter at: http://twitter.com/jencolosimo

Q:  I struggle to find ways to add value to my contacts/network/village.  What are some other ways to build the Emotional Bank Account?

A:  I see my village as three circles, each one a bit smaller than the other with different levels of EBA deposits required for each.  The largest circle is the network to which I contribute in a largely electronic fashion.  The middle-sized circle are colleagues or friends that I have met face-to-face and probably talk to occasionally or meet for lunch.  The smallest circle are my most trusted friends, family, and colleagues.  Each circle of the village requires different activities.  I contribute to my large social network by posting and answering questions and passing on information that will be useful to an individual or group of people.  Just today, on the Organizational Change Practitioners group on LinkedIn I responded to a request for a change activity for large groups.  It started a conversation with Hanna, the woman who posted the question.  I also contributed to a conversation on the Sales Executive Council Peer Roundtable regarding the Inside Sales function.  By contributing to the small number of groups I belong to, I build relationships and build my reputation without investing more than 30 minutes/week. 

For the middle sized circle, I receive weekly updates regarding changes to my LinkedIn contacts and send congratulatory e-mails regarding promotions or updates.  I make a point to e-mail the individual with a funny story, a quick update, or some news that applies to their career or organization at least a few times a year. My birthday was last week and I received a lot of e-cards and quick e-mails from people who must have received an update from a social networking site.  I also send hand written thank you notes.

The inner circle receives the most investment of time because I do all of the above plus ask for and provide mentoring, act as a professional sounding board, set aside time for conversations and lunch or dinner when I’m in the same city and even work on projects to assist them with their great careers.  It sounds like a lot, but I know that I don’t invest more than  2 hours/week in networking.  And it provides a tremendous payoff—emotionally as well as career-wise.  To quote the Beatles, “The love you take is equal to the love you make.” (in building your network/village).

What have you found helpful as you build emotional bank accounts with your networks? I would love to hear from you.

Author: Jennifer Colosimo, Chief Learning Officer at FranklinCovey

You can also follow Jennifer on Twitter at: http://twitter.com/jencolosimo

With the national unemployment rate in double digits and talk about layoffs and the economic crisis dominating newscasts and dinner tables everywhere, it’s no secret that today’s employees and job-seekers are more stressed, discouraged, and drained than ever.

To help people find work and career fulfillment in these tough economic times, Stephen Covey, author of the best-seller, The 7 Habits of Highly Effective People, and Jennifer Colosimo, chief learning officer at FranklinCovey, have launched the Great Career iPhone application, which was developed in partnership by FranklinCovey and Signal Patterns based on their new book Great Work, Great Career.

Get the Great Career iPhone application at iTunes at: http://bit.ly/GreatCareer

The Great Career iPhone app can be used in conjunction with the content in Stephen Covey and Jennifer Colosimo’s book or independently. Its specific activities and functionality include:

• Know Your Strengths – Research-based assessments help users to discover personality, strengths and career interests

• Define Your Contribution – A contribution statement builder helps users specifically define how they can match their strengths, talents and passions to an opportunity that matters to an employer.

• Build Your Village – A unique network-building and -nurturing tool; enables users to take specific actions and track them to build and maintain their most important career relationships

• Find Resources – Helps users identify “hidden resources” that can assist them to overcome specific challenges, or take advantage of promising opportunities, in building their career

• Action Center – Tracks, prioritizes and accomplishes all the necessary tasks to build and maintain a great career

• Ask an Expert – Allows users to submit questions to Stephen Covey and Jennifer Colosimo as well as get answers to frequently asked career questions.

Get the Great Career iPhone application at iTunes http://bit.ly/GreatCareer

Click here to get the Great Work, Great Career book.

Some of the really interesting questions that keep popping up regarding Great Work, Great Career are related to challenges:  unemployment; socioeconomic challenges including poverty and education levels, race, gender, age; you name it, I’ve been asked about how GWGC addresses challenges.  There is a great quote that says, “When you see a man on top of a mountain, you can be sure he wasn’t dropped there.”  And, in effect, people who ask the “challenges” questions are saying, “Right, but some people were helicoptered to the ledge just below the top and some started out in the swamp 100 miles west of the base of the mountain.  Some people have an easier hike.”

 I agree.

And then I ask, “Based on all of your unique challenges, what are you going to do right now to become who you want to be and doing what you want to do?”  This question does not ask you to stick your head in the ground and ignore your challenges.  You must acknowledge them and, in some cases, accept them.  Then make a choice to focus on the things you can influence, not on the things that you cannot.  If you are not self-sufficient, take a job that pays your bills. 

While you contribute your best at that job, uncover your talents and passions, look for problems in the workplace to which you can apply those strengths, and if you need additional training or education to pursue your great contribution, work toward it gradually. 

How many people do you know that started in the swamp only to reach the pinnacle of the mountain after years of work? 

Yes, there is luck at play.  And luck favors the prepared.

Author: Jennifer Colosimo, Chief Learning Officer at FranklinCovey

You can also follow Jennifer on Twitter at: http://twitter.com/jencolosimo

This book re-inspired me and reignited my passion for what I do. I tell people I love my job but after reading this and going through the exercises I have come to realize that I really do LOVE my job. I have my dream job working and plus I work best people in the world. Well of course you do, you might say. You work at FranklinCovey where the people are highly effective, right?

Well I’ll be totally transparent here; we don’t always walk the talk. We try but we don’t always succeed. While reading this book I have come to realize now that we don’t walk the talk because of me. If I had lived by my Contribution Statement (which I have now created by examining my talents, passions, and skills) and if I were a trim tab, I could change the corporate culture. Really, I could make a difference.  I could be the singular irreplaceable one uniquely qualified to make that kind of difference. And even if others didn’t see or feel the shift, I would and I would know and my paradigms are my reality.

The book is divided into 3 parts: Conscience, Cause and Building a Village, each section includes exercises.

The Conscience exercise was a difficult pill to for me to swallow. They ask the question:  What is your real responsibility to your organization, to your customers and co-workers?

Well…

To my organization I applied a revenue number.

To my customers I applied the responsibility of creating and offering quality products and services that would help them further their mission by improving their lives.

And to my co-workers, my responsibility is to cheer them on, to offer solutions, to give my creative energies.

Wow! This was an eye opening moment for me. My moral compass and conscience told me that I had been a cynic, set up some roadblocks, and withheld my best ideas because of a scarcity mentality.

In this exercise I created a Contribution Statement for myself that applies my talents and passions to course correcting my attitude.  My goal is to be a trim tab.

So take a minute and share, what is your real responsibility to your organization, to your customers and co-workers?

We would love to hear from you.

Click here to join me for my next post, where I will discuss the more about my experince reading Great Work, Great Career.

 Author:  Annie Oswald

A:  A “brand” is being known for something.  You might be known in your organization or to a small group in your industry, or more broadly, to the websphere.  As you know from a product focus, the most important thing to strive for in a product brand is trust in the brand.  I believe the same is true for personal brand.  There are many reasons this concept of personal branding has grown in importance.  In the knowledge age, I can’t rely on your job title to tell me what problems you can solve, you have to tell me or build a reputation (brand).  In order to gain any mindshare, you must be able to succinctly represent yourself because the rate of information has accelerated.  Also, while face-to-face networking will never go away, I would suggest social networking gains in importance every year and without the nonverbal cues from face-to-face, who you are needs to be very clear on the web or your network will get confused.

Of course, individual brand is an independent concept.  It is what “I” am known for.  And I am suggested that your brand is in NO WAY a manipulative spin on who you are.  It is, instead, communicating who you are.  It does no good to your career if you have deep technical skills and have led projects resulting in cost savings and increases in employee loyalty if no one knows about it.  In the 7 Habits of Highly Effective People, Dr. Covey explains how interdependence is a choice only independent people can make.  This is really important:  Only by knowing myself—my talents, passions, and vision—and by taking responsibility for my choices regardless of the difficulty of the situation—only then am I capable of building win-win relationships and collaborating to resolve difficult challenges.  The confidence in self, my deeply rooted worth, allows me to be open and curious on the surface of my life.  I don’t have to be right all the time because my self-worth isn’t tied to being right or “winning.”  I’m much more curious, knowing that I don’t know everything about anything. 

If you get stuck in independence and don’t progress to interdependence, you might be effective in building a career, but you won’t be highly effective.

How do you use social networking to grow your personal brand?

What steps have you take to progress to interdependence?

We would love to hear from you.

Author: Jennifer Colosimo, Chief Learning Officer at FranklinCovey

HOW do you create a great career for yourself? Can you have a great career and still have a great life at the same time, keeping the things you love – family, friends, work, and play – all in balance? 

The answer is YES – look forward to Stephen R. Covey’s new book Great Work Great Career scheduled for release on November 15, 2009. More info coming soon.