Fired to Hired With Tory Johnson

Getting from College to Career--Successfully

ABC News — Fri, 28 May 2010 15:57:21 -0400

As the Class of 2010 enters the workforce, they need every advantage to not only get hired, but to stay employed.

Emily Bennington, author of Effective Immediately: How to Fit In, Stand Out, and Move Up at Your First Real Job, has a few specific tips for career newbies who are ready to impress from day one.

How can new employees stand out on their first day?

On your first day, the mission is to make a positive first impression and that starts with looking the part. This doesn’t mean you have to be the most attractive person in your office, only that you must have the presence of a potential leader. It means crisp suits, conservative accessories, and an aura of confidence that comes from knowing you are a newbie to watch. Along that line, don’t be afraid to introduce yourself to your new colleagues. You don’t have to wait for them to come to you.

What’s the best way to impress your first boss?

Send a Friday Update at the end of each week. This is simply a quick, bulleted email overview of your accomplishments, areas where you need their input, and goals for the week ahead. Friday Updates don’t take a lot of time –10 minutes tops – and they keep your boss instantly and consistently informed on the status of your work. Trust me, they’ll love you for it.

How do you recommend new employees make themselves invaluable on the job?

Have a “Silver Bullet.” This is a specialty area where you can become the go-to contact. Examples include social media, Excel, proposal writing – it doesn’t matter what your niche is, as long as it genuinely interests you and isn’t already “owned” by someone else. Naturally, your silver bullet has to be something that’s also valued by the company, or you’re not going get much traction with it.

What inspired you to write for new grads specifically?

The idea for Effective Immediately came from my own experiences as a career newbie. When I graduated from college, I was completely unprepared for “the real world” and I made a lot of rookie mistakes as a result. My goal with this book is to help new grads shrink the learning curve so they can come out of the gate knowing exactly how to be a rock star at work.

What advice do you have for new grads who haven’t found a job yet?

Take advantage of social media networks. I’m consistently amazed at the number of job-seekers I speak with who aren’t actively engaged on these sites, especially LinkedIn and Twitter. There’s a tremendous amount of great networking and real job opportunities bouncing around online and, if you’re not in the game, you’re definitely missing out.

Learn more from Emily at www.professionalstudio365.com and send me your job search questions at Twitter.com/ToryJohnson.

"I'm middle-aged, but that doesn't mean I'm dead!"

ABC News — Mon, 15 Mar 2010 16:21:16 -0400

Meet Georgina Sculco, an out of work creative director in New York. Georgina and I met in a job club and she’s sharing her story to shed light on the challenges of unemployment and to solicit ideas and leads that may help her land her next opportunity.

Tell me briefly about your work history.

I am in the graphic design business and have been all my adult life. I work online and in print—online being king these days. I've been a Creative Director, Art Director, Multimedia Designer, you name it! Titles are not important to me but the work is. I've mostly worked for large and medium sized companies on staff, in marketing or creative services departments. I have always been interested in marketing and have learned a lot about how to ..."sell." Since I have a personal interest in brain science (yes, It's a tiny bit weird) I am really knowledgeable about what happens when people look at things, where their eyes travel, what their reaction times are...basically how to get the message across.

I've worked a lot in publishing (not much of that left!) and most recently FINANCIAL! I thought I'd made a terrific move to Wall St. Learned all about high finance, really psyched...then the financial crash came.

How’d you lose your job—and when?

March of 2008. My company closed whole divisions and lots of people got let go. I was one of thousands.

How’d you take the news?

Everyone saw the writing on the wall. I prayed that I'd be one of the lucky ones but lady luck wasn't around that day. I was depressed, angry, and panicky for a few weeks but I made myself get up and start looking. I got a few good responses at first. I was hopeful but the positions didn't materialize. Then the black hole descended and all response to my resumes stopped.

Tell me about your job search—what are you looking for?

My main search is for a position as a graphic designer at any level. While I certainly have the experience to be an Art Director, I don't mind something lower on the ladder. I will be happy working at a good company with a good team. My secondary search is for a marketing position. I know a lot—learn from experience (the old fashioned way!). I'd be happy to take something low on the totem pole just to get my feet wet.

How are you trying to find that?

I have been making the same mistake most people do: answering ads on the job boards for most of my search. It has been largely a black hole. I have been doing some networking, but a lot of that is meeting other unemployed people. I have a book full of business cards and don't remember half of the people connected to them. But I am getting smarter, finally! I'm trying to stay in contact more frequently with some of these people. I am picking and choosing between "networking" events carefully. They must be in a related field and hopefully have some employed people there. I am going to more events in general - business groups, seminars, volunteer opportunities etc and meeting people there. I am updating on LinkedIn regularly and paying more attention to my Facebook page. I really have to get busy on Twitter now.

What’s the biggest frustration?

There's more than one. The lack of jobs out there. The absurdity of what they are looking for in my field. (It's like they want a brain surgeon who can do accounting work and answer phones.) And no one seems to think experience is worth anything anymore.

How do you think age impacts your search, especially in a youth-obsessed industry?

HUGELY! I'm middle-aged, but that doesn't mean I'm dead! On the one hand we have the government telling us we have to retire at a later age; on the other we have a marketplace that won't consider anyone over 45. We need a nationwide campaign to encourage the hiring of older workers - I am definitely available to work on that!

How do you overcome that?

The question is, have I? I know I look pretty youthful and I have a kind of enthusiastic personality that I cultivate. I am very active and I feel young and try to act that way. I don't know what else I can do.

How are you feeling now—hopeful, pessimistic?

Hope springs eternal with me but it sure ain't easy. I know I have to think of alternatives. The job market won't ever be what it was and I have to create "options." Finding more freelance work, part time jobs, investigating other careers, and possibly my own business in...another field? So...listen up out there! - I'm a quick study, love science, healthcare, good public speaker, great people skills, still passionate about "stuff." There's nothing I can't do - try me!

If you have a job lead, career advice or an idea to share with Georgina, please leave a comment here.

Unlock the Hidden Job Market

ABC News — Mon, 21 Dec 2009 16:54:14 -0500

Most jobseekers apply to advertised positions and then they wait for a response. And wait and wait and wait.

A more effective and far less frustrating strategy is to tap the hidden job market--those unadvertised opportunities that you find by proactively connecting with the right people.

To get some advice on how to do just that, I exchanged emails with Duncan Mathison, an executive career consultant and co-author of Unlock the Hidden Job Market: 6 Steps to a Successful Job Search When Times are Tough.

I often suggest that jobseekers create a list of 100 contacts and they typically say they don’t know 100 people, which is insane! Why do you say 100 is the rule?

Mathison: Two reasons. The first job seeker I worked with who did this, worked hard to pull together his list and send out a note asking for help with his search. It was his 100^th person on his primary list that made the referral that got him his job. It was a guy he knew who worked the floor of the New York Stock Exchange who knew only one person in San Diego and it was that person who hired him.

In practice, networking dies out because people do not reach very far beyond their primary network. We tend to live each day in relatively small social “clusters” of networks. In the job search when times are tough, we need to break out of these smaller clusters. 100 people is a target that requires you to stretch beyond your friends at work, beyond your social network, outside of your community and really importantly for first time job seekers, outside of your generation. People hold themselves back by assuming certain groups outside of their professional network are unable to help. My experience says that good leads can come from unlikely sources.

Is it best to reach out to decision makers directly or is it ever better to reach out to lower level people who can get you in the door?

Mathison: Depends. I got a great sales job once from a woman who used to be my administrative assistant. She told her boss he should hire me. However, here is what I tell my clients: Never assume it is easier to get in the door at a lower level. Sometimes lower level people care less about your success or what you can contribute to the organization. The best target is the person who would most likely manage your function. (Your future boss.) They are the ones who care about what you can do to make them and their organization successful. Your target should be at that level (including the “boss’s” peers) one level above and one level below in that order. I also tell them to never over rely on one connection to get in a company. You do not know if the one person you are using to get you introduced is well respected (like my administrative assistant) or someone people dislike.

With social networking sites, we can reach anyone, anytime. Yet too often people assume they should only network within their community. Big mistake, you say. Why?

Mathison: I love these sites to reconnect to lost connections. There are two reasons to look outside of your community for a job in your community. The first is the situation above. The world is small and if you are looking for a job in Boston, ask friends in New York who they know in Boston who might give you insights to your target employers. (Their first response is always, “Well you, I suppose…” But it will go on from there.)

The second reason is that your next job could be with a company that has a small operation in your community which would be under the radar screen of local business media or databases or they hire your to do your job out of your home office. Fewer and fewer workgroup members need to be located in the same facility. Smart job seekers should evaluate if they really need to be in the same town as their co-workers. They may have a broader geographic marketplace than they thought even if they will not relocate.

For more advice from Duncan Mathison, visit www.unlockthehiddenjobmarket.com

Is Freelancing in Your Work Future?

ABC News — Fri, 06 Nov 2009 10:14:24 -0500

"The Future of Work" is an online presentation developed by oDesk, a global online platform that connects freelance talent with businesses of all sizes, to help workers consider how the shifts in business and technology are changing the way the world works, and how you can best position yourself for success.

oDesk CEO Gary Swart shares some of the highlights, which should get you thinking about freelance opportunities and the way you work.

Q) What do you think is driving the trends you outlined in "The Future of Work?"

Swart: If you think about it, technology has completely reshaped our lives. Ten years ago there was no Facebook, no LinkedIn. Ten years before that we didn't have the Web. The development of these technologies have created new markets for workers that simply did not exist before.

Additionally, business needs have shifted drastically in the last twenty years. Since productivity can be closely tracked to the bottom line, companies are placing high importance on value for every employee. This drives businesses to find creative ways to attract specialized talent on an as-needed basis, and they are looking to create flexible workteams that can scale up and down to meet changing needs.

Online work brings together the recent history of technological innovation and the shifting needs of businesses. While it is difficult to tell what new jobs will be created in the wake of future technology, workers can embrace the current situation and position themselves for future success by offering their services online. It's an area of phenomenal opportunity - oDesk providers work on an average job size of $5000. We're growing three times faster than any other online work marketplace as workers tap into the network that opens up a world of opportunities beyond their local area.

Q) There seems to be a lot of opportunities out there for online work - how can workers position themselves for success as a freelancer?

Swart: It really comes down to focus. Don’t make the mistake of bidding for every job that pops up in your field. Just like you wouldn't marry every person you dated, not every job is a match made in heaven. By seeking out those jobs that are a good fit for your expertise and background, that are looking for availability that fits your schedule, and that set clear expectations for goals that you can meet and exceed, you are setting yourself up for success. Once you narrow down your options to the ones that truly fit, take the time to seal the deal with a competitive bid and a well-crafted cover letter.

The etiquette of the conventional business world still applies online. Good communication between companies and workers from the beginning is key to setting up a successful working relationship - no matter what the size of the assignment. Once hired, I encourage workers to provide visibility into their work activities - showing how productive you are and what you're working on builds trust with buyers, which in turn encourages them to give you more assignments and a higher rate of pay down the road. Let them know when you hit obstacles to meeting deadlines, and when in doubt, ask to make sure you are clear about their expectations for the assignment. These simple things make it easy for a buyer to give good feedback on your work- and might just land you your next job.

Q) How can workers reinvent themselves through online work?

Swart: A lot of people see freelancing as the chance to try something new. When you're first starting out, it's best to stick close to what you already know - this gives you the opportunity to really impress your buyers with your skills and earn strong positive feedback from the get-go. If you're aiming for a job that's also a longshot for your current skills, you can use assignments that build off your existing expertise to work your way towards the dream job. It may take time, but building a background of successful work will give you the leverage you need to expand your horizons down the road.

Click hereto read the full presentation on The Future of Workby oDesk or visit the site at oDesk.com. Share your thoughts here on the future of work and your experiences with oDesk and as a freelancer.

Need work? Check Elance

ABC News — Fri, 30 Oct 2009 17:15:14 -0400

Every report indicates hiring is down across the country, so I was intrigued to receive an email from Elance.com saying hiring on the site is up--way up. Fabio Rosati, CEO of Elance, an online marketplace that connects businesses of all sizes with freelance talent, explains what’s behind the trend.

Q) Unemployment continues to rise, but you say hiring on Elance is up. Why?

Rosati: Hiring on Elance is up primarily because more companies are hiring and managing independent professionals and teams to do contract work. And they are doing it online, which is quicker, more cost effective and flexible than traditional hiring or staffing. At the same time, more talent than ever is doing work this way.

Q) Who’s hiring and what specifically are they looking for?

Rosati: The majority of the hiring today is done by IT and Marketing departments. Their work tends to be project-based and require skills that businesses do not have in-house. Some technologies are wildly popular and IT managers are constantly looking for people that have high test scores and good ratings on our site: for example, if you know PHP, Search Engine Optimization, Joomla! or Wordpress your market is hot. Similarly, many Marketing managers are hiring designers, writers, and market researchers, and people with administrative skills such as data entry and email management.

Q) What’s the best way for someone who has never used Elance to get started?

Rosati: The most successful people on Elance think of themselves as businesses and treat their Elance profile as their storefront. Especially in the beginning, it’s very important to position yourself as a specialist: focus on what you are really good at and enjoy doing, and resist the temptation to list all the other things you can do. When evaluating the various jobs posted on Elance, think about and speak to the “client” behind each job post. Consider yourself in “start-up” mode for the first few months: you are building your own professional services business.

Click to read the full report on the hiring trends at Elance or visit the site at Elance.com. If you've used Elance, share your experience here.

Dealing With a Bad Boss? Help is Here.

ABC News — Thu, 08 Oct 2009 21:05:14 -0400

Everyone can relate to bad bosses, which can be the major impetus for fleeing from your position. You love your job, but it’s the boss you can do without.

Katherine Crowley, a Harvard-trained psychotherapist, and Kathi Elster, a management consultant, understand your pain and they have a solution.

For 20 years, they've combined their complementary expertise to develop ways for dealing with difficult people and challenging conditions at work, which are now featured in their new book, WORKING FOR YOU ISN'T WORKING FOR ME: The Ultimate Guide to Managing Your Boss.

Here's a preview.

1) Did you have a bad boss experience that led you on this mission to help others cope?

Elster: I have had many bad boss experiences. The one that stands out is my alcoholic boss who started drinking at noon everyday. If you didn’t get your answers before noon you had to wait till the next day. And if you were one of the lucky ones (only kidding about the lucky) who got called into his office when he returned from drinking, you would be held hostage and end up listening to his stories for the rest of the day.

I learned quickly that I could get what I needed from him if I protected him and made him look good. In other words, I learned quickly to give him credit for my work and in return he promoted me every year. Most people were not willing to make this work for them.

Crowley: My most challenging boss experience was a very bright boss who was totally checked out. I rarely saw her, and she gave me very little direction, so I was always managing myself. I headed up her foundation, and oversaw the work of many volunteers. I had to take charge and speak on her behalf much of the time.

While it was a very lonely experience, I did learn how to manage up by creating written logs of everything I did, and staging meetings to keep her informed.

2) Most people assume they have no control over a bad boss, especially in this economy. How do you stand up to a bully -- someone who is often yelling and is full of criticism -- without fear of losing your job?

Elster: We would like our readers to understand that your boss may have control over your paycheck but he/she does not have control over your emotions. It’s not the best economy for telling off your boss, but you can take their bad behavior less personally. We suggest when faced with this kind of bad boss that you restore your energy daily – exercise and eat right, repair your emotional state – fight the tendency to isolate and spend time with people who support you, and rebuild your confidence by making a list every night with your successes no matter how small they may be.

Crowley: One of the most important things you can do when dealing with a bully or any other kind of bad boss involves finding other venues to build your network and showcase your talents. Participate in your industry’s annual conference, join a task force that’s tackling an interesting problem, or contribute your skills to a charity event. Finding places to build relationships and showcase your talents can lead to future work opportunities. And whenever we do something that creates options, the oppression of a bad boss lessens considerably.

3) How do you know the difference between what feels like constant unwarranted criticism with very real criticism over your performance?

Crowley: This is a great question, because many bosses who hold high standards may be critical of your performance at times, but a chronic critic can never be satisfied. You know you’re dealing with constant unwarranted criticism when you notice that, even after you make every correction your boss requests, he or she still finds flaws in everything you do. Internally, you start have the feeling that you can never win, and your confidence deteriorates to the point that you question whether you have any talent at all. It’s very debilitating.

Elster: When faced with a chronic critic boss the lines of useful criticism will get blurred. This is a time to get professional help; a mentor can be helpful, maybe a past boss who knows you well, or possibly a co-worker who is supportive.

4) What about the boss who is nervous about his or her own job – and allows that nervousness to impact their management style? How do you handle that?

Crowley: The current economic climate is extremely stressful for most bosses. Not only do they have to produce more results with fewer resources, but they also have to prove their value and the value of their staff (i.e. YOU).

Under stress, people usually resort to their habitual coping behaviors. One boss may become withdrawn and sullen while another boss may exhibit angry outbursts. Your job is to do your best not to let these stress reactions get under your skin.

Elster: The way to handle this uncomfortable situation is to back off and see the person (and their pain) as nothing you need to internalize. It’s not about you. The more compassionate you are the better your boss will feel. Some people will want to act out in return or shut out the boss, these strategies only make you look small.

5) Is there any risk of backlash when trying to put a boss in his or her place? How do you avoid that?

Elster: Typically when we think we are putting our boss in his or her place we are doing something else: bad mouthing the boss, confronting the boss, shutting the boss out, avoiding the boss, or even wishing for his or her demise. None of these strategies work, and you run the risk of looking immature and being reprimanded for acting out at work. To avoid these behaviors, pay attention to your own reaction when you feel the urge to put your boss in his or her place. Ask yourself: What is happening here? What is their part? What is my part? What are my options? There is always a better way.

Crowley: Frankly, there are few instances where it’s appropriate to put a boss in his or her place. The one exception may be if you work for someone who is verbally abusive or whose conduct you find ethically abhorrent. Even in those cases, your best recourse is to remove yourself physically when the boss begins to act out, document the behavior, and report it to the appropriate authorities. Whatever backlash occurs from taking these steps will be better than working under unacceptable conditions.

To learn more about the book and its authors, visit www.workingforyouisntworkingforme.com.

Want to be a home-based virtual agent?

ABC News — Wed, 30 Sep 2009 21:15:46 -0400

Everyone wants to know how to work from home as a virtual customer service agent. Some of you think it’s a snap to get started and you assume everyone is approved. Others know it’s an opportunity—not an easy one, but certainly a rewarding one—to earn $10 an hour while wearing your slippers.

I work with two leaders in the virtual agent industry—Arise and VIPdesk, both of which are actively recruiting now—and I asked them for the lowdown on how to determine if this may be right for you.

Jared Fletcher, vice president of Sourcing for Arise Virtual Solutions, and Linda Dickerhoof, director of public relations for VIPdesk, both agreed to a virtual chat.

1) What are you recruiting for right now?

Fletcher: As part of an effort to boost call center resources for the holiday and cruise "wave season," Arise is seeking 3,000 additional at-home workers. The expansion follows a move by retail and travel & hospitality companies to boost the quality of customer service to maximize sales for what is expected to be an economically challenging period. In addition, we are recruiting for licensed Florida insurance agents to support our insurance clients.

2) With so many companies laying off, why do you have such a great need for new agents now?

Dickerhoof: Two reasons. Seasonal rush: We always have a high demand for Brand Ambassadors in the fall, as our retail clients ramp up for the holiday sales rush. And new clients! Companies are realizing that because of the high-caliber of people who work at home as home-based agents, the end result is better customer service for their clients, which results in larger sales, higher customer loyalty, and more. As such, Virtual Customer Care is fast becoming the customer service solution of choice for many large companies—we are currently both working with new clients and increasing the amount of work that we do for current clients.

3) Arise doesn’t hire agents as employees. Would you explain the relationship between Arise and its home agents?

Fletcher: It’s key to understand the business-to-business relationship home-based agents maintain with Arise. Arise Certified Professionals (ACPs) are independent business owners that manage their own businesses. An Arise Certified professional (ACP) is required to establish a Virtual Services Corporation in order to contract with Arise under a Master Services Agreement to receive calls from people requesting products or services from Arise clients.

There are tremendous benefits for you as a Virtual Services Corporation. You are free to choose the clients you wish to service as well as when and how often you work within the guidelines of a service contract.

As an Arise Certified Professional providing customer interaction services through your Virtual Services Corporation, you choose the clients and the applications you wish to service from the list of available certification courses for which you are qualified.

4) There are often misunderstandings about the amount of work and when someone is required to work. Help!

Dickerhoof: The first misunderstanding that I often hear about working as a home-based agent is workload. Home-based agents get one customer contact (i.e. call or online chat or email) after another after another. They aren’t just sitting around, they respond to many client inquiries per hour.

Scheduling is actually done based on agent performance. The better an agent does in regards to meeting expected client metrics, the better schedule they get. Unfortunately, just because someone wants to work (for instance) Mon, Wed, and Fri from 10-4 doesn’t mean that they will get this schedule if someone who is a better performer than they are also wants those hours. We recommend that when Brand Ambassadors enter their available hours, they enter their “real” available hours, not just their “dream” schedule, as a way to help increase the hours available to them.

5 ) What’s the average pay?

Dickerhoof: The average Brand Ambassador makes $10-$12/hour.

6) How do I know if this is right for me? What are the skills and equipment required?

Fletcher: Successful Arise agents share the following characteristics: they possess tremendous entrepreneurial skills; they are self-motivated; they are professional and capable of providing a high level of service; they enjoy the freedom that running their own business allows them; they are positive and optimistic; they are tolerant and accepting of differing viewpoints; they are comfortable with numeric reasoning; they log-in on time and honor all time commitments; they have basic computer skills; they are self-motivated and conscientious.

7) Who should potentially think twice?

Dickerhoof: If you really need someone “looking over your shoulder” and aren’t good at motivating yourself to work when you aren’t in an office (if everyone is honest with themselves, they can answer this), it might not be for you.

8) What’s the process for training? Will I have to pay for my own training—if so, why?

Fletcher: Certification courses to service a particular client can take between one to five weeks. Some are instructor lead others are self-pages — all are virtual.

This opportunity is a business-to-business (B-to-B) relationship. As a business owner, you are responsible for any investment related to the operation of the business and that includes the cost of training.

Dickerhoof: We offer—free of charge—a certification program for our Brand Ambassadors that lasts about two weeks. This program is 100% virtual—utilizing instructor-guided training done via the internet/phone. Certification is client specific—as all VIPdesk Brand Ambassadors work for only one client at a time. In the certification program, you learn everything that you need to know to represent the client effectively to their customers.

9) What are the costs to get started?

Dickerhoof: There are no costs to get started—no costs for certification, background check or credit check. VIPdesk assumes all of those costs as a matter of due diligence to ensure that we represent our clients in the best manner possible.

Fletcher: The average investment ranges from $400 to $600 if your computer is already in compliance with Arise’s minimum requirements. This covers the estimates below [which are subject to change]: National Background Check Fee ($13-$26); Incorporation (approx. $100);  High-Speed Internet Access ($50/month);  Phone Equipment ($100);  Dedicated Phone Line ($50/month);  Basic Certification Program ACP101 ($99).

Of the above stated expenses, only the $99 ACP101 registration fee is payable to Arise to participate in basic certification. The other costs are payable to third-party vendors unrelated to Arise. Client certification programs range from $50 to $225 and are payable to Arise. Most Virtual Services Corporations are able to recover their investments in the first two months.

To learn more and apply, visit Arise.com and VIPdesk.com. You may also be interested in exploring Working Solutions, Alpine Access and LiveOps. As you can see, no two companies have the same policies or protocols, so research several in this industry before deciding what’s right for you.

Entrepreneurship: Do You Have What it Takes?

ABC News — Wed, 30 Sep 2009 20:34:51 -0400

A pink slip is often a great time to start a business, but is anyone cut out to run their own shop? I asked one of my favorite entrepreneurial gurus for some insights.

Beth Schoenfeldt is a co-founder of Collective-E, a member-based entrepreneur agency.

Q) Not everyone is cut out for entrepreneurship. What are 3 personality questions someone can ask to know if they're really ripe for starting their own business?

Entrepreneurship is about using your skills and talents to make things happen in the world, anyone can be “entrepreneurial” in many areas of their lives including family, community or even in a corporate job.

Entrepreneurship is a challenge by any measure, to actually go out on your own and start a profitable business these three personality assets that will help:

Independence: Many successful entrepreneurs love the idea of working for themselves and taking more control of their lives and schedules; they may even feel that they have authority issues and resist being told what, where and how to do things. This quality works extremely well for entrepreneurs as they embrace the idea of running their own show and taking control of their destiny, the will trade this for the structure and security that often comes with a corporate position.

Tenaciousness: An entrepreneur will not stop and will do whatever it takes, no matter the obstacle or fear that must be overcome to make something happen. Often, this tenaciousness is driven by passion and a healthy fear of failure.

Creativity with a strong dose of intuition: The motto that I hear from all entrepreneurs is “I will figure it out.” They use their creativity and intuition to make things happen, create new products and services, overcome obstacles and brand themselves to stand out in the crowd. As an entrepreneur you don’t have anyone to answer to but yourself, so trusting your creativity and intuition is critical to success.

If this doesn’t sound like you, don’t worry you can practice and build your entrepreneurial muscle by starting small projects and taking small steps to build your independence, tenaciousness and creativity. It is like anything that is worth doing, the key is to get off the couch and get started.

Q) What's one challenge and one benefit about starting a business now than a year ago?

From what we are seeing with our members, the greatest challenge in starting a business this year over last is the credit crisis; it has impacted everyone from retailers to consumers to virtually every small business.

Retailers and business have less credit to pay for products and services, it is very hard for entrepreneurs to get loans or find investors, and credit has been cut by billions so consumers are cutting back on spending, postponing purchases or doing with less.

There is always a silver lining and that is that the credit crisis has forced small businesses to work smarter. We are seeing that there is much less waste, smarter investments in technology and a lot of healthy creativity to solve business problems without a lot of money, including a surge in the use of free social media platforms including Twitter, Facebook and LinkedIn. I hear from many of our members that they are going to come out the other side of the recession smarter, leaner and more productive.

Q) What's the biggest barrier to entry today to starting a business and how do you overcome it?

By far the biggest barrier to entry for people starting a business is fear. Fear of failure, fear of losing money or income and fear of competition can paralyze people from ever getting started.

We believe that with support, determination and education you can reduce the fear of getting started. We suggest surrounding yourself with other entrepreneurs in communities like Collective-E, research your market and business before jumping in, find the education and resources for the areas that you don’t understand and prepare yourself financially so you aren’t putting yourself in a fiscally precarious situation. By taking these actions you will be able to reduce the fear that might be holding you back and to take the leap into entrepreneurship.

To connect with Beth or to learn more about Collective-E, visit www.collective-e.com.

A bank that's still hiring?

ABC News — Thu, 24 Sep 2009 21:46:59 -0400

Chances are if we're reading about "jobs" and "banks," the news is focused on layoffs. So it came as a welcome surprise to find a community bank in California--a state with severe financial troubles--that's not only surviving, but thriving. That means hiring too.

John Conover, president and CEO of Borel Private Bank & Trust Company, explains how this is possible and the kind of employees he looks for.

Q) Why does Borel continue to hire when your competitors are shedding jobs?

Borel has always taken a very conservative approach to banking. Deposits are up, and we’re experiencing strong growth. Our clients trust us and that comes from hiring the right executives, who understand how to connect with and serve our clients. We are continually adding bankers who understand that we are a relationship-oriented community bank. More and more customers are looking for a long-term relationship with their bank—something hard to find elsewhere, as major banks merge and established banks disappear—and this relationship is something we can provide and nurture. Unlike our competitors, we expect to continue to see strong growth, and we will continue to hire bankers who understand that customer care and service are key for all community banks.

Q) What do you look for in candidates that may be different from the giants?

Again, the key ingredient we are looking for is the ability to work with people and build client relationships. Many bankers, especially those at community banks, have solid relationships with their clients and take pride in their ability to work with those clients year after year—from residential and commercial lending to college and retirement savings. We look for a track record of broad banking experience, but we also look at how the candidate works within the community. Are they participating in their local community? Are they involved with and supporting nonprofits? Their sense of civic responsibility in the community is equally important to us.

Q) Who’s ripe for a career at a community bank right now?

A person who is interested in working directly with individuals—who understands the power and importance of developing those client relationships—is someone who should consider a career at a community bank. It’s not just about numbers, it’s about relationships built with trust and maintained with excellent service and attention to details. People who are serious about making their community a better place and helping individuals, families and small businesses succeed financially are ready for a career in community banking.

John Conover is president and CEO of Borel Private Bank & Trust Company, headquartered in San Mateo, California. Prior to joining Borel, Mr. Conover served as executive vice president at Bank of America. A 30-year industry veteran, Mr. Conover has been involved in every aspect of banking, including commercial banking and the management of 225 branches of Bank of America. He is a noted philanthropist, having served on the boards of a number San Francisco Bay Area charities.

Going from Old Media to New Media--happily

ABC News — Thu, 24 Sep 2009 16:49:50 -0400

Every week we read about the death of old media as jobs in print and TV disappear. But the people who held those positions don’t have to fret: the savviest among them are making the switch to new media—and they’re finding extraordinary success. Mary Ellen Slayter is one of them.

Q: You moved from old media (Washington Post) to new media (SmartBrief). What's the single biggest change in the work you do and your work style?

The level of interactivity with readers. Of course, when I was writing for the Washington Post, I had regular contact with readers via e-mail and regular online chats, but I had very little information about how readers directly experienced the stories. Publishing online gives you that window. I can now see in real time how many people are reading my content, how often they are clicking on links, and how often they share our stories with their friends. It's immensely helpful to have those metrics.

Q: What advice would you give to someone who is looking for a job right now in media/journalism? Where should they look and how does this differ from just a few years ago?

Think beyond the big brands. The New York Times obviously hasn't gone away, but some of the most interesting work is being done by smaller companies and looser federations of individual journalists.

Expect the market to be tough even in the small to mid-sized papers and television statements where most journalists work.

Focus on developing a wide range of practical skills for sharing your stories. It isn't enough to know how to write well for print; you should be able to promote your story via video, take your own photos, record a podcast, etc. And you have to do all of this without neglecting your basic writing skills. Media companies are trimming way back on the layers of editing, which means you won't have a safety net for errors or sloppy grammar. This will be the era of the Renaissance journalist.

Q: In compiling/writing the Workforce brief, you are on the front lines of covering hiring/recruiting trends. What are three of those that jobseekers should be aware of right now?

Ignore social media at your peril. At minimum, you should set up a LinkedIn account. Social networking isn't a substitute for the face-to-face stuff, but it will help you organize your contacts and efficiently expand your prospects.

Don't rely on general job boards. Monster isn't dead, but many cost-conscious employers are turning to more targeted ways to reach jobseekers. Check out the job board run by your professional association, for example.

Consider contracting or temp work. While many experts are pointing to signs that the economy is perking up, most economists predict that the job market will remain soft for a while. Instead, expect skittish business owners to bring people in for interim positions to solve specific problems. If you know what you're great at and can effectively market yourself, this can be a great way to keep your mortgage paid and continue to develop your career while you look for full-time, permanent work.

Mary Ellen Slayter is the Senior Editor of SmartBrief on Workforce,
which is read by more than 35,000 business leaders every day.