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- 01/28/15--13:36: _The 25 Most Desirab...
- 01/29/15--05:05: _7 Smart Questions T...
- 02/04/15--11:36: _How 'one of the wor...
- 02/19/15--04:45: _How to spend the fi...
- 02/19/15--07:53: _The 7 essential ite...
- 02/23/15--08:20: _A first-time entrep...
- 02/25/15--11:29: _How to optimize you...
- 02/26/15--06:46: _11 inspiring people...
- 02/26/15--14:08: _6 skills that all e...
- 02/27/15--05:24: _How to respond to 8...
- 02/27/15--11:24: _Here's the only way...
- 02/27/15--12:20: _Harvard Business Sc...
- 03/02/15--08:51: _4 stages for succes...
- 03/05/15--19:44: _'Games were suppose...
- 03/06/15--08:55: _How to get a job ma...
- 03/08/15--19:00: _Here's all the plac...
- 03/09/15--07:55: _The 15 best places ...
- 03/09/15--13:08: _The Monday after th...
- 03/12/15--14:59: _11 rules for rising...
- 03/19/15--09:58: _30 tech skills that...
- 01/28/15--13:36: The 25 Most Desirable Jobs In America
- 01/29/15--05:05: 7 Smart Questions To Ask At The End Of Every Job Interview
- 02/19/15--04:45: How to spend the first 10 minutes of your workday
- 02/19/15--07:53: The 7 essential items you need in your office survival kit
- 02/25/15--11:29: How to optimize your LinkedIn profile so recruiters come to you
- 02/26/15--06:46: 11 inspiring people who lost it all and came back stronger
- 02/26/15--14:08: 6 skills that all extraordinary entrepreneurs have
- 02/27/15--05:24: How to respond to 8 illegal interview questions
- 02/27/15--11:24: Here's the only way to have a real life outside of work
- 03/02/15--08:51: 4 stages for successful business networking
- "Games were supposed to be a fun career choice. Now I'm afraid I'll get murdered."
- "I used to check Twitter for fun. Now it's fear."
- "There isn't a woman alive who doesn't have to worry about this."
- "I don't draw attention to my femininity in order to survive as a developer. I disguise it with tomboyish behavior and silliness. I am neither."
- 03/06/15--08:55: How to get a job making video games, according to recruiters
- 03/09/15--07:55: The 15 best places to work in the United States
- 03/12/15--14:59: 11 rules for rising to the top of any organization
- 03/19/15--09:58: 30 tech skills that will get you a $110,000-plus salary
If your definition of a "dream job" puts a strong emphasis on earning potential, advancement opportunities, and job openings, a career as a physician assistant or software engineer might be the perfect fit for you.
Employees who reviewed their job on Glassdoor ranked each factors on a five-point scale. To compile the list, those scores were averaged (to find what Glassdoor calls a "job score") and were then sorted by job title.
Here's the full list:
Most people know they should ask questions at the end of a job interview, but what do you ask? We found some answers.
Produced by Matt Johnston
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This is a story about appreciating your talents, and letting them take you to the top.
In an interview with OneWire's Skiddy von Stade, Ben Carpenter explained his ascent to co-CEO of brokerage firm Greenwich Capital, after learning he wasn't the best trader on Wall Street.
After starting his career at Bankers Trust and a brief stint at Morgan Stanley, Carpenter became a salesman at Greenwich Capital. After a couple successful years selling, Carpenter was moved over to the trading desk.
"I was really excited about this because I always wanted to be a trader, and I knew that I was going to be a terrific trader and so I enthusiastically accepted the job, and for the next two years I proved myself to be maybe one of the worst traders in the history of Wall Street," Carpenter said.
After two years without profits, Carpenter (along with the rest of the firm) knew he had to do something else. It was then that Greenwich Capital founder Ted Knetzger approached Carpenter with an executive offer as the company's chief financial officer.
Despite his initial reluctance to return to sales, Carpenter actually ended up turning down the CFO position and went back to selling.
"When I looked in the mirror, I realized I had a deep-seated need to get back to doing something I was good at and that I could contribute to the firm at," Carpenter said. "I went back to sales with a renewed appreciation for doing something I was good at, and a renewed determination to really contribute to the firm."
Carpenter said it was this decision that ultimately got him to the CEO position.
"I am confident that if I had taken Ted up on his generous offer to be the CFO, I wouldn’t have been able to lead by example and lead from strength and I would never have gotten to become the head of the company."
Greenwich Capital is now RBS Securities, and Carpenter is the Vice Chairman of CRT Capital.
Watch the full OneWire interview above and subscribe to the series to get new interviews as soon as they are posted.
NOW WATCH: 11 Mind-Blowing Facts About North Korea
If checking your email is the first thing you do when you get to work, you may want to reconsider your priorities. Strategy expert Dr. Ron Friedman suggests a better way to be the most productive throughout the whole work day.
For more strategy and workplace tips, check out his book: "The Best Place To Work: The Art And Science Of Creating An Extraordinary Workplace."
Don't wait until disaster strikes. It is always a smart idea to have emergency survival kits prepared for you and your fellow employees. We think these items are essential. Refer to sources such as American Red Cross' kit for more suggestions to prepare for the worst.
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As a first-time entrepreneur, I am guilty of taking many of the shortcuts that nearly every book ever written about entrepreneurship tells you to avoid — no business plan, no codified core values, and no well-defined mission.
As the Goldman Sachs 10,000 Small Businesses program impressed upon me the importance of these steps in nurturing a business, I began to interrogate each aspect of my own company to discover the driving force behind it.
As a manufacturer of bicycles and bicycle accessories, the immediate aim that came to mind was to protect our planet: more bikes equal less CO2, and — voilà! — the world will be a better place. But the challenge with this sentiment was twofold.
First and foremost, it honest-to-goodness wasn’t the reason I started the business. I do, of course, care about the environment and about leaving the world a better place than it was when I first set foot on it, but that was not my primary concern when launching the business 3 years ago.
Second — and this should come as no surprise — working toward a greener society is the default mission for nearly every bicycle brand out there, as the very nature of our product lends itself to that initiative. I couldn’t settle for a mission my product had led me to; I needed to find the mission that had led me to my product.
So along sailed the ship for nearly two-and-a-half years with no defined mission. I say “defined mission” because nearly every business possesses a mission—it’s just a matter of digging deep and massaging it out of your subconscious—and over the years, I made many failed attempts at crafting our mission, each ending more quickly than the previous.
Then one day it happened. A fellow entrepreneur asked why I had started a business. My answer: I had become disenchanted with my previous sales job.
“Not good enough,” he pressed. “You said you moved to Brooklyn and you wanted a bicycle—WHY did you want a bicycle?” And as I racked my brain to answer his question, the entire mission came into focus.
I was beyond excited, even going so far as to call my former 10,000 Small Businesses advisor to share that nearly four months AFTER completing the program, I had finally had my “Aha!” moment.
Areas of the business we had struggled with for ages — and I say “we” because by now I had begun hiring — began to fall into place, and many of our lingering brand ambiguities cleared right up.
Guided by this new doctrine, marketing programs took form and dealer engagement strategies presented themselves. So many areas of the business that needed to be more well-defined suddenly had obvious direction.
Since you’re likely wondering by now, I’ll share our brand’s mission with you: We reconnect people with their communities. Bicycles are of course how we go about it — and that’s because bicycles facilitate a level of community engagement that few other things offer. Consider a car—you hop in, turn on the radio, and focus on your destination, all the while moving obliviously past block after block of your community.
What about walking? While walking certainly gives us the opportunity to interact with our surroundings, because of the associated time constraints and exertion, it does so to only a limited extent. Bicycles, on the other hand, offer a unique opportunity to expand your reach into your neighborhood, affording you varied routes to your destinations and the diverse sights, sounds, smells, and sensations that each new course yields up.
Though it took some time, when we did finally realize our mission, it was a defining moment for our brand. If you’re struggling to determine your mission, take a moment to ask yourself why you chose the product you did to start your business, and don’t let yourself off the hook until your answer rings true. Things will sort themselves out from there.
Ryan Zagata is the founder of Brooklyn Bicyle Co. and a member of the EO (Entrepreneurs Organization) Brooklyn.
As a business, LinkedIn relies on Talent Solutions, the professional social network's influential recruitment product.
In the fourth quarter of 2014, Talent Solutions brought in nearly $369 million in revenue on its own — accounting for 57% of LinkedIn's overall revenue, according to reports.
As Harvard Business School professor Mikolaj Piskorski explains in his book, "A Social Strategy: How We Profit From Social Media," recruiting is what sets Linkedin apart as a business, so it's what users should should focus on, too.
"Most of the activity on LinkedIn is recruiters going and searching through your profiles again and again and again," Piskorski tells Business Insider. "That's where most of the action is."
With that in mind, check out the below infographic from British social media consultancy LinkHumans, which explains how to optimize your profile so that recruiters come to you.
I was talking with an old friend recently. She's been going through some rough times: just got laid off, broke up with her boyfriend, had a few other things fall through.
Okay, back to our story. I was sympathetic. We've all been there. Still, I gave her my usual, Pollyannaish spiel: Bad endings portend good beginnings; failure is fun when it's done right; it's always darkest before the dawn. I'm sure I annoyed the heck out of her. Nobody who's down really wants to hear that stuff--and yet, it's true.
There's a long list of people who've lost everything and come back far stronger. So in honor of my friend (and everyone else who's facing tough times), here are a few amazing and inspiring examples:
1. Steve Jobs
I think most people know this story, but it's important to have on the list. Jobs co-founded Apple at age 21, and was worth millions by age 23. He recruited an experienced Fortune 500 CEO, John Sculley--and three years later, Sculley fired him.
"I didn't see it then, but it turned out that getting fired from Apple was the best thing that could have ever happened to me," Jobs said in 2005. He started his second company, NeXT, which was ultimately acquired by Apple--and Jobs became CEO again. Fast-forward: You're probably reading this on an iPhone or a MacBook.
2. Ulysses S. Grant
Grant was the 18th president of the United States. He saved the Union during the Civil War. Yet, he led a life full of highs and lows. A West Point graduate, he left the Army after being accused of drinking on duty. Then he struggled for seven years, barely able to support his family.
When war broke out, Grant went back into the army, first as a volunteer, then as a colonel, and eventually as the top U.S. general. Wait, there's more--Grant was elected president, but he later burned through his money. He was flat-out broke, and ultimately had to write his memoirs on his deathbed in order to provide for his family. The publisher? Mark Twain. Speaking of whom...
3. Mark Twain
Recalled now as one of the greatest American writers, Twain made some bad, bad business decisions and had some unlucky investments. He was broke and bankrupt by 1894--20 years after he became super-famous as the author of The Adventures of Tom Sawyer.
He moved his family to Europe, went on a grueling speaking tour, and wrote proficiently. Ultimately, he made enough money to restore his fortune and repay all of his creditors, even though his debts had legally been discharged in the bankruptcy. (Sadly, Twain later suffered more tragedy and fell into a deep depression, after the death of his wife and two of his daughters.)
4. Martha Stewart
Back in this century, Stewart, the founder of the company that bears her name, was America's first self-made female billionaire. Five years after her company went public however, Stewart went to prison for conspiracy as part of the ImClone stock case.
And then she went gently into that good night... Heck no, she didn't! Stewart launched her comeback campaign immediately after her release. Her company was profitable again within a year, and she rejoined its board of directors in 2011. She currently serves as chairman.
5. Dorothy Hamill
Hamill won gold in figure skating at the 1976 Winter Olympics, and parlayed her performance into a $1 million-a-year income as a professional performer. However, "after years of excessive spending, which included a weakness for expensive jewelry, and a series of bad investments, including the purchase of the fledgling Ice Capades franchise," according to Kiplinger, she filed for bankruptcy in 1996.
Did she work hard and come back? You bet your double-axel, she did. She kept skating, went on television, and sold a memoir. A few years later she appeared in the 2007 movie, "Blades of Glory" with Will Farrell.
6. James Altucher
Altucher founded a web design company called Reset, Inc. in 1996, and sold it two years later for $10 million. Then, he lost everything in a series of bad investments that were exacerbated by the first tech bubble in 2000.
After nearly committing suicide, Altucher said in an interview with Glenn Beck that he eventually realized he couldn't "judge his "self-worth by his net worth." He made back his fortune as a hedge fund manager, and is now a super-popular blogger and podcaster.
7. Stanley Kirk Burrell
You probably remember Burrell, right? If not, no problem. He's a little bit better known as M.C. Hammer, the early-1990s artist behind megahits like U Can't Touch This and 2 Legit 2 Quit. More than 50 million of us bought his records back then--but Burrell still managed to fall into debt. By the time he filed for bankruptcy in 1996 he owed $13 million.
I know, right?
Still, he rebounded, and since you're reading this I'm going to guess you'll love what he did--he became an entrepreneur. He launched record labels, "dabbled in tech start-ups," and gave lectures and did TV appearances. He's also been a Christian speaker and slowly rebuilt his music career.
8. Walt Disney
Wait, Walt Disney is on this list? Sure enough. His first company was an animation and film studio in Kansas City that went belly up in 1922.
Disney rushed out of the city for California, where his next venture, Disney Bros. Studio, did a little bit better--including creating a cartoon character you might have heard of: Mickey Mouse, in 1928.
9. George Foreman
Foreman, one of the greatest boxers in history, was an Olympic gold medalist and twice won the title of World Heavyweight Champion--including as a 45-year-old, coming out of retirement in 1994. (Thus, making him a perpetual hero to every guy between the ages of 35 and 44.)
In the years that followed, Foreman didn't quite go bankrupt, but he had a "close call" according to the New York Times after "squandering $5 million." He recovered in part by lending his name to the George Foreman Grill, which earned him an estimated $200 million.
10. Willie Nelson
One of the most popular artists in the history of American country music, Nelson recorded 68 studio albums, 30 of which achieved gold or platinum status. However, he ran into tax problems, and at the nadir of his troubles, he owed $32 million to the IRS after it emerged that his accountants hadn't properly paid his taxes for years.
He worked hard, recorded an album, did commercials--including one for H&R Block that made fun of his problems--and ultimately paid off his debts. He's been recording and touring ever since. Honestly, he's probably more popular now than he would have been if not for his troubles.
11. Cyndi Lauper
If you grew up in the 1980s, it's a known fact that you loved Cyndi Lauper. Between Girls Just Wanna Have Fun and Time After Time, even She Bop and True Colors, she wrote many of the anthems of the era. But, you might not know that before all that, she was part of a band called Blue Angel that had so little financial success that Lauper had to file for bankruptcy.
She recovered, recorded her songs, topped the charts, became something of an icon. Most recently, in 2013, won a Tony Award for the score she wrote for the Broadway musical, Kinky Boots. Recently, she was inaugurated into the Songwriters Hall of Fame alongside Toby Keith and the late Jerry Garcia.
NOW WATCH: Forget Setting Goals — Focus On This Instead
The Creator's Code is based on interviews with 200 entrepreneurs who have started companies that generate more than $100 million in annual revenue or social enterprises that serve more than 100,000 people.
Some of these creators have started businesses that generate more than $1 billion in revenue every year.
Crisscrossing the country, I spent hours interviewing creators in technology, retail, energy, health care, media, mobile applications, biotechnology, real estate, travel, and hospitality, working to understand their approach.
Across my research, I witnessed individuals turning small notions into big companies time and again.
From the creators who invented online storage provider Dropbox (annual revenue $200 million), fast-casual restaurant chain Chipotle ($3.9 billion), discount airline JetBlue ($5.7 billion), to a myriad of other successful businesses, I found that they achieved entrepreneurial success in much the same way.
Without exception, creators describe their work as doing something much more than achieving financial ambitions—they aim to make a mark on the world. "This generation of technologists thinks about bringing people together to do all sorts of interesting things," eBay founder Pierre Omidyar told me. "That's intoxicating and incredibly motivating and creates a stage of human development that is fundamentally new."
Analyzing nearly 10,000 pages of interview transcripts and more than 5,000 pieces of archival and documentary evidence, I worked to understand how creators, sometimes dismissed as unrealistic dreamers, not only come to disrupt competitors but also to reshape entire industries.
The research is based on grounded theory method, widely used in qualitative analysis. My extensive interviews were recorded and the resulting transcripts combed for common attributes that were coded and then grouped into concepts.
These results allowed me to identify the categories that provide the basis for developing the theory of six essential skills that enable the success of every creator.
To test and support my conclusions, I immersed myself in the literature relevant to entrepreneurial endeavor from the fields of organizational behavior, psychology, sociology, entrepreneurship, economics, strategy, decision theory, and creativity. I reviewed more than 4,000 pages of academic research, examined hundreds of studies and experiments, and consulted leading scholars.
It was a five-year odyssey that led me to six skills that make creators successful.
Creators are not born with an innate ability to conceive and build $100 million enterprises. They work at it. I found that they all share certain fundamental approaches to the act of creation. The skills that make them successful can be learned, practiced, and passed on.
1. Find the gap
By staying alert, creators spot opportunities that others don't see. They keep their eyes open for fresh potential, a vacuum to fill, or an unmet need. Creators tend to use one of three distinct techniques: transplanting ideas across divides, designing a new way forward, or merging disparate concepts.
I characterize creators who master these approaches as Sunbirds, Architects, or Integrators.
2. Drive for daylight
Just as race-car drivers keep their eyes fixed on the road ahead, creators focus on the future, knowing that where they go, their eyes go first. Creators move too fast to navigate by the confines of their lane or the position of their peers.
Instead, they focus on the horizon, scan the edges, and avoid nostalgia to set the pace in a fast-moving marketplace.
3. Fly the OODA loop
Creators continuously update their assumptions. In rapid succession, they observe, orient, decide, and act. Like legendary fighter pilot John Boyd, who pioneered the idea of the "OODA loop," creators move nimbly from one decision to the next. They master fast-cycle iteration and in short order gain an edge over less agile competitors.
4. Fail wisely
Creators understand that experiencing a series of small failures is essential to avoiding catastrophic mistakes. In the course of practicing and mastering this skill, they set what I call failure ratios, place small bets to test ideas, and develop resilience. They hone the skill to turn setbacks into successes.
5. Network minds
To solve multifaceted problems, creators bring together the brainpower of diverse individuals through on- and off-line forums. They harness cognitive diversity to build on each other's ideas. To do this, creators design shared spaces, foster flash teams, hold prize competitions, and build work-related games. They collaborate with unlikely allies.
6. Gift small goods
Creators unleash generosity by helping others, often by sharing information, pitching in to complete a task, or opening opportunities to colleagues. Offering kindness may not seem like a skill, but it is an essential way that creators strengthen relationships. In an increasingly transparent and interconnected world, generosity makes creators more productive.
The six essential skills are not discrete, stand-alone practices. Each feeds the next, creating synergy and momentum. The diagram below demonstrates how the skills connect and build on each other.
No special expertise is required to master the six skills. You don't need credentials or degrees. The ability to turn ideas into enduring enterprises is available to anyone willing to learn and work.
Although everyone has strengths in certain skills and weaknesses in others, the more we exercise and increase our proficiency in each, the more we will be able to make the most of every opportunity.
When a creator brings together all six skills, something magnetic occurs. Creators attract allies—employees, customers, investors, and collaborators of all kinds. Customers become evangelists.
Employees turn into loyalists. Investors back the company with support that transcends financial returns.
Creators engage in meaningful work with the aim of making a difference. To become one of them, all you need is to understand and practice the six essential skills.
Excerpt from The Creator's Code: The Six Essential Skills of Extraordinary Entrepreneurs by Amy Wilkinson.
NOW WATCH: Forget Setting Goals — Focus On This Instead
While you may end up being asked the standard "What is your weakness?" question at a job interview, a sneaky employer may try to slip in some questions that are illegal to ask (in many states) to gain some sensitive information.
Watch the video to see the best ways to respond.
Produced by Justin Gmoser. Originally published in November 2013.
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How do you balance your professional life with your personal life? How do you focus on your family while putting as much energy into your career?
Barbara Corcoran of ABC's "Shark Tank" believes there is a large discrepancy in work-life balance for men and women. While it is a lot more difficult for women, there are key things that can be done to separate your time at the office from your time at home.
Produced by Sam Rega
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This week, Harvard Business School launched an innovative new online education program to the public that it thinks is so far ahead of free online courses that it's worthy of a $1,500 price tag.
The 11-week pre-MBA program called CORe accepts about 500 students and is taught in the school's signature case-study method. The first official session started on Feb. 25, and applications are open for spring and summer sessions.
CORe is the flagship offering from HBS's new digital platform, HBX, which aims to become a full-fledged branch of the school rather than a place to dump video recordings of classroom lectures.
CORe is made up of three courses — economics for managers, business analytics, and financial accounting — and primarily targets young professionals with liberal arts backgrounds who aspire to rise to management or are considering getting an MBA.
Students who pass the program receive a certificate that carries the weight of one from HBS's executive education program.
HBX chair Bharat Anand tells Business Insider that most online course offerings are still in their infancy, where long video lectures posted alongside multiple choice questions is the norm.
Conversely, HBX CORe is built on a proprietary platform that uses the case-study technique that distinguishes HBS. "This has some very interesting and exciting potential for education," Anand says.
It started as a way to find an online tool to address the "non trivial" 20% to 30% of students accepted to HBS's MBA program who lacked the necessary background in "the language of business": accounting, economics, and data analysis. These students always had access to a two-week primer before matriculating in the fall, but Anand says the short time was insufficient for achieving a thorough understanding, and traveling to HBS's campus before the school year officially starts could be an inconvenience for many students.
So Anand and his team decided to create a thorough, 10-week course (an extra week has since been added) based on the three elements of the case-study method: engaging in real-world problem solving, beginning with actual problems managers face rather than theory; active learning, in which a student is not given the chance to doze off as a lecturer drones on; and social learning, which allows students to learn from each other.
They developed a program that went through case studies using three- to five-minute videos. They are immediately followed by questions that mimic the "cold call" method, where all HBS students in a classroom are subject to be called on at any moment and 50% of the grade is based on their participation. Students could create profiles that included their photographs and allow them to ask and answer each other's questions in discussion boards.
The three courses are offered simultaneously in "modules." Students receive final grades: pass, honors, or high honors. A student who does not do the required work fails and does not receive a certificate.
While a certificate of completion gained from a class on Coursera probably wouldn't impress a hiring manager much, HBS says this certificate carries as much weight as the executive certificates the school gives to non-MBA students each year.
The HBX CORe program was first intended to be a full pre-MBA experience for incoming HBS students.
"Very quickly," Anand explains, "we said, 'Look, if we're going to do this, we don't need to be restrictive. We can offer it to students at other schools or people just starting their careers."
HBX CORe had a limited launch last June, open only to students from Massachusetts undergraduate or graduate colleges other than HBS, as well as relatives of HBS alumni in the state. About 600 students were accepted.
The team followed up the first round with another session composed of 400 to 500 students from six to seven global companies ranging in size and industry. While Anand declined to disclose the companies that participated, he says employers enrolled a mix of new hires, engineers that were eligible for promotion to management, and senior managers who could benefit from a better grasp on the technical side of business strategy.
Anand says that he and the team were pleased with the results. "One of the things that was incredibly reassuring was that students with no business background were doing really well in the program," he says. Two thirds of the student body had degrees that were not in economics or the social sciences.
Eighty-five percent of students completed the first limited session, and 80% of students completed the second.
In both rounds, engagement rates were "close to what you would get in a classroom," Anand says, and a full 90% of student questions were answered accurately and completely by other students in the discussion boards, which he sees as proof of HBX's ability to engage students.
Before opening up the most recent CORe session to the public (restricted to college students and grads who've been out of school for less than 10 years), the HBX team made some necessary tweaks.
They learned that 17 deadlines across the three courses spread out over five checkpoints was too much for many students, and the cramming or missed deadlines that resulted weren't desirable. The deadlines are now spread over 10 checkpoints. They also made enhancements to the platform to encourage more interaction among students.
They decided that they should limit a particular cohort, which they call each student body, to 300-600 people, while still allowing for multiple cohorts coexisting in a single round, which could include a pool of a few thousand.
The HBX team wants to transform online education the same way the case-study method transformed business education.
Anand hopes HBX will become a profitable, full-fledged branch of HBS that offers campus-caliber education at the pre- and post-MBA level. HBX has already forayed into the latter with a class on disruptive strategy from famed professor Clay Christensen. HBX Live, a virtual classroom model, is also in development and slated to launch in the next few months.
"We created this program with high aspirations," Anand says.
Everything in life has stages. Sometimes, the progression of stages, like learning to crawl then learning to walk, is obvious. An important stage people often don’t invest enough time into is business relationships.
Over the past two years I have been engrossed in relationship building for my company. Ajax Union is a digital marketing agency based in Brooklyn, NY. We help companies generate leads and brand awareness online.
I’ve read extensively about the ways to network, gone to seminars, and attended more networking events than anyone I know. People often ask me if I work because they see me at every event they go to.
In total, I’ve joined six organizations and go to many of the events. The Executive Association of New York has a unique way of connecting people and have been doing it successfully for some time now. I call it a high end version of BNI (Business Network International) for executives of companies that generate more than 3 million in revenue.
The interesting thing is that the best networking happens when you are not networking. Being part of EO (Entrepreneurs Organization) has helped me meet hundreds of business leaders from all around the world. The relationships that I have built over the past 3 years have been beyond anything I ever imagined. While building relationships I have learned that there is a process to this madness.
Here are four stages I discovered for creating and maintaining relationships for productive business networking. There are times that you can go through all four stages quickly but more frequently, they just take time.
4 stages for successful business networking
Acquaint: To have a relationship with anyone, you must know them. You can’t miss this stage. You have to know they exist, who they are and what they are about. This step is so important that you will never have any relationship unless you master this step. Most people try to skip this step and they wonder why business networking does not work for them.
Take a moment and think about the person who walks into a networking event, just hands out business cards and waits for the action to start. The action never starts because they missed the first stage. They cry because the only people who contact them are people who want to take advantage of them.
Even if this stage seems obvious to you, there is a lot to improve when you get to know someone. For good reason, we judge people by how they look and we seal that judgement very quickly. In fact, it takes about seven seconds to assess someone and decide whether we will have a relationship with that person.
Stop yourself from deciding so quickly and have a conversation. You will be right most of the time but when you are wrong, that is where business networking works at its greatest. Most of the people who made the greatest impact in my networking journey have come from my persistence to fight off the prejudgement and keep an open mind. I was shocked and surprised by the doors that this first opened and continue to open.
Ally: Once you acquaint and you break the ice, you can decide if you want to go to the next stage. It’s often wise not to take too many steps at the same time. It is worth letting things sink in and allowing the relationship to simmer for a bit. There is a chemical reaction every time you put two new things together; imagine what happens when you put two new humans together. I like to walk away and return to the the relationship at a natural second meeting, like another networking event. If I am out of town and I don’t see this happening, I move forward right away, but it’s a judgement call you need to make.
The key to forging an alliance is to find common ground. No matter how different this person may be to you, you might both enjoy coming to networking events and meeting new people, you might both be entrepreneurs, you might even be both human. You never know, though--sometimes I meet people at networking events and I swear they are aliens.
Asking a lot of questions will get you a lot of answers. Talking about your passions after they talk about theirs will build that rapport you need to see if they are interested in your hobbies. Try to stay away from religion and politics was advice that came directly from Google when I got trained to be a certified Google trainer. I apply that advice to business networking events as well. Do talk about sports, wine, relationships, business, cars and anything else that excites you! My favorite topic to talk about: ideas. Hit me up with your big idea and we will instantly be allied.
Trust: Trust is the foundation of commerce. Every form of exchange needs to have a component of trust. When my team and I set out to figure out our core values for Ajax Union our Digital Marketing agency, we all agreed that trust should be the number one value. Our business consultant explained to us that trust is essentially “permission to play”; you need to have trust to be in the game. Don't use trust as your value unless you are a bank or financial institution.
When you trust someone you want to do business with them. If you just know someone and you like them but you don’t trust them you probably won’t want to give them your business. Who wants to be let down?
How do you build trust? That’s not easy for everyone, especially those people that have low integrity or are not organized. Yes I said it, when you are unorganized you have a problem with promise management. If you say you will introduce someone and you don't because you forgot or you are disorganized then your integrity erodes and you don't have the same level of trust.
There is also a component of trusting others. When you trust others, they tend to trust you too. But the main things is that you want to keep your word, be on time and show people that you mean business. Trust is complex but if you take it seriously you will get people to trust you.
Now you know the person, you like the person and you trust the person. The feelings are mutual but for some reason there is no action? What is missing? The fourth stage is the final key that unlocks the goods.
Allow: For some people giving is easier than taking and for others taking is easy and giving is impossible. For you to pass the fourth stage of successful business networking you need to give and take. Allow yourself to give referrals, make introductions and help others. Be open to accepting the help of others. Be prepared and understand your needs so people can connect you and help you in your journey.
Being able to give and take without feeling guilty of accepting or without feeling resentful when you give but don’t get back as expected is the key to unlock the fourth stage of business networking. When you are at this stage you will look around you and feel confident that business networking is a viable key to growth.
Now it’s your turn. In the comments below, take a moment and describe your biggest challenge with business networking. What is working, and what is not working? Let’s have a conversation and grow together!
At this week's Game Developers Conference in San Francisco, a panel of distinguished game developers and critics gathered for a very popular panel, the third annual #1ReasonToBe — as in, "the No. 1 reason to be" a woman who works in games and technology.
The goal of #1ReasonToBe is to focus on the panelists' accomplishments and amazing experiences.
Last year, the panel reduced the audience to tears before concluding in a standing ovation, and it became the talk of the event.
This year, people lined up before the doors opened, and the crowd filled the large auditorium.
"I hope to do more to just live; I hope to thrive," Elizabeth LaPensee said of her experiences as a Native American woman in video games.
It's a common sentiment lately. The rise of harassment campaigns like the infamous GamerGate movement makes women scared to make games or work in technology at all, and we hear more and more about women who quit technical jobs over it. Those who stay find themselves unwilling or unable to speak up for fear of losing their jobs, or worse.
"There are many people silenced this year," panel moderator and game developer Brenda Romero said.
In a powerful segment called the "Empty Chair," Romero displayed anonymous comments made by people too afraid to speak up publicly, while the room stood completely silent. For example:
Audience members and panelists alike could be heard crying.
Professor Constance Steinkuehler of the University of Wisconsin at Madison talked about how she managed to sneak a toy gun from the massively popular game "Portal" into the White House during her time as a policy adviser for President Barack Obama — as well as helping shape the Obama Administration's policy on video games and gun violence.
"You can play the games that you want to play, and I can play the games I want to play, and that's called free speech," Steinkuehler said. "I can make the games I want to make, and you can't stop me."
That's the reason to be in video games, for Steinkuehler: It's free speech, pure and simple.
The next panelist, EA creative director Amy Hennig, discussed her love affair with old-school arcades and the Atari 2600, which eventually faded. She went to film school instead, and her dream was to become a cinematographer. But she was told it was for men only and to find another career.
She never gave up, and she eventually took a job at Atari making a game for its Atari 7200 game console to help pay for her tuition. Though the game wasn't great, it made her consider a real career, working her way up in the industry, and doing a little bit of design work for EA on classics like "Desert Storm" and not-so-classics like Super Nintendo's "Michael Jordan: Chaos In The Windy City."
Her career continues to take off, with stints at major studios like Crystal Dynamics and Naughty Dog. Most recently she led creative direction for the "Uncharted" series, and now she is back at EA working on a "Star Wars" game.
For Hennig, her main reason to be in the games industry is that it has presented recurring opportunities and rewards for her, thanks to her tenacity.
"These things are not the game industry," Hennig said of the GamerGate controversy and the harassment it involved. It's not a man's world, she said, adding that it was important to fight that perception.
Sela Davis, a software engineer with Microsoft, spoke on her experiences as a child who made games on her ZZT computer who then went to the Rochester Institute of Technology for information technology, only to take a break and go into creative writing and metalsmithing, and eventually a stint at SAP before going back to finish her degree.
"I wasn't happy in art, and I wasn't happy in tech," Davis said of what led her to go back to RIT and learn to really make games.
Her career in games started to take off. Soon, she ran up against impostor syndrome, made much worse by the fact that she was often the only woman in the room. Not feeling as if you fit in with everybody else in the room can eat at your confidence.
Davis' one reason to be in the games industry was that it needed more people who could feed one another's energy.
Adriel Wallick, the independent game developer better known as "MsMinotaur," also touched on her own experiences with playing games. Video games were her escape when she was lonely, and she used it to bond with friends.
"They let us do lots of things," Wallick said.
Eventually her interest turned to programming, and she built a rudimentary text adventure. Later in her life, she discovered the independent video game scene, and she started building small projects in between punching the clock at her day job. Soon, she connected with the Boston-based game studio Harmonix. Along the way, she found she got a lot of respect and support and mentorship from the games community.
"It's allowed me to be a part of all these communities who have made me feel like family," Wallick said of her No. 1 reason to love the games industry.
Finally, the panel turned to Katherine Cross, a Ph.D. candidate with the City University of New York, where she studies online harassment.
"Boy, have I ever been given a case study," Cross said, referring to GamerGate, to laughs.
Cross took an academic approach to her presentation: Women are in the industry on paper, working as critics and coders, engineers and economists. The gap in understanding why harassment is a big deal, Cross said, comes because some do not realize the internet is real life, where people do business and present the work that matters to them. That's why harassment matters, she said, because it interferes with and scares people away from a space that really matters.
When Cross faced with the wrath of GamerGate for discussing the subject publicly, she said, there was only one thing to do: Write about games more. Cue a standing ovation.
And so Cross' reason to be in games is to be part of a community building new, interesting forms of criticism that tackle issues of sex and race in the gaming world. To create a world in which people understand why the internet and video games matter, and so aren't threatened by women in the field. Change is being made, bit by bit, by people writing on the frontier.
"I study games because they matter. Because gamers matter," Cross said.
The overall message is that women are here, playing video games, writing about video games, and making video games; they care about video games as much as any other gaming enthusiast, and they're not going away just because of a hashtag. In fact, games critic Leigh Alexander announced she was launching a new website called Offworld just for criticism and interviews from and with women and minorities in games.
"I am here to stay, and there's nowhere else I would rather be," Cross said.
Once again, the #1ReasonToBe panelists each received a standing ovation.
Getting to a career in video games, it turns out, is a lot like getting to Carnegie Hall: It takes practice, practice, practice. An advanced degree in computer science isn't enough.
The Game Developers Conference in San Francisco is a place where the people who make video games gather in force to discuss the challenges, issues, and successes of the industry.
That attracts the many people who grew up with video games and want to break into a professional career, and recruiters are out in force from companies like Wargaming, Sony PlayStation, and SpaceX to evaluate them.
But it's not that easy.
Getting a computer science or graphic design degree is almost the easiest part, say recruiters. It's the people who really have passion and dedication who stand out. This is so important as free-to-play games attract tens of millions of users a month, meaning that you need a real dedication to whatever it is you're building.
In real-life terms, that means you need to be a player of the kinds of games you want to make, says Dominic D'Aleo, head of engineering for Storm8, an iOS and Android games developer with 50 million monthly active users across games like Bubble Mania and Monopoly Bingo. That's a high-stakes world. Coming up with new games takes just a few months, and then new updates come in 7-week cycles.
So a degree matters less in a candidate at Storm8 than a willingness to push yourself and really explore your passions, either by doing internships or building their own projects, or by going for advanced degrees with cool work to show for it. Passion is a must.
"The candidates we look for are the candidates who seek out those challenging environments," D'Aleo says.
Another recruiter for a major mobile games publisher who wished to remain unnamed reiterated those points, and said that the candidates who do the best work there are the really passionate ones.
When a job seeker comes to the booth, she tells them that their resume is great, but thanks to the availability of free game engines like Unity and Unreal Engine, there's no reason not to go home, build something really great, and come back next year. The ones who don't wouldn't cut it anyway. The ones who get jazzed and do tend to thrive.
Basically, the only way to do it is to do it, and there are no shortcuts.
Oh, and according to a panel at GDC on how to hire and retain women in the games industry, it helps to not be a jerk: A lot of places have a "no-jerks rule," said Susan Bollinger, Director of Talent & Culture at Certain Affinity.
Progress towards workplace equality for women comes in small steps. Last month Keidanren, Japan's powerful business lobby, appointed its first female executive. This week Toyota announced its first foreign female executive. Japan's government is pressing businesses to appoint more women to their boards. But as shown by our glass-ceiling index, updated to mark International Women's Day on March 8th, it remains far behind the Nordic countries, which are the best places to be a working woman.
The index combines data on higher education, labour-force participation, pay, child-care costs, maternity rights, business-school applications and representation in senior jobs. Finland is now in first place, leaping ahead of Norway and Sweden, in part because it has recently given women almost two and a half weeks of extra paid maternity leave. New Zealand has slipped five places, because of the rising cost of child care.
This year's index includes Turkey, which with South Korea and Japan is among the worst OECD member countries for women's workplace equality. It has the largest gap between male and female workforce participation, and the lowest share of women in senior management jobs--10%. Turkish women can only dream of the rights enjoyed by their Finnish sisters.
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Fortune has released its 18th annual "100 Best Companies to Work For" and Google is once again atop the list.
Fortune partnered with the Great Place To Work Institute to distribute an employee satisfaction survey across corporate America asking questions about management, office culture, benefits, and hiring practices.
Here are the top 15 companies with the happiest employees:
The tech giant from Mountain View, California holds the top spot for the sixth straight year due to its long list of perks, including a newly enhanced paternity leave program.
Last year: #1
2. The Boston Consulting Group
Fortune praises Boston's elite consultancy for its Social Leave of Absence program, which allows employees to take up to a year to pursue social-impact work somewhere around the world while developing expertise that benefits their career.
Last year: #3
The Sheboygan, Wisconsin insurance company made its debut on Fortune's list at a top spot for its recent focus on benefits like unlimited tuition reimbursement and an 8% contribution to employees' 401k plans.
Last year: N/A
4. SAS Institute
Fortune has regularly praised the analytics company from Cary, North Carolina for its focus on every employee, which includes full benefits given to the campus' land contractors.
Last year: #2
5. Robert W. Baird
Paul Purcell, CEO of the Milwaukee-based wealth management company, has one rule: "no assholes here"— and actually fires employees for breaking it.
Last year: #9
6. Edward Jones
This large investment services firm headquartered in St. Louis is one of the few remaining private partnerships on Wall Street and boasts an "industry low turnover rate of 8%."
Last year: #4
7. Wegmans Food Markets
Consumer Reports rates the Rochester, New York-based supermarket chain the best grocery store in America, and Fortune credits its culture for compelling its employees to excel at their jobs.
Last year: #12
The cloud computing giant in San Francisco has grown twofold over the past few years largely due to its "fun-laden events" like an Oktoberfest-themed 'Bring a Referral' happy hour with plane tickets as a reward for a successful referral, according to Fortune.
Last year: #7
The biotech company headquartered in South San Francisco is proud of its diversity initiatives, which include developing female leadership.
Last year: #6
10. Camden Property Trust
Fortune says that the office culture of the Houston-based real estate trust is not only fun but the company also "takes care of employees' families with fully furnished vacation suites, [a] 20% discount on rent, and college scholarships."
Last year: #11
11. Kimpton Hotels & Restaurants
Employees at this hospitality group based in San Francisco are encouraged to strive for leadership through mentorship programs to keep the company growing.
Last year: #21
12. Quicken Loans
The mortgage company is dedicated to revitalizing its home city of Detroit, and employees get to enjoy a company box at Lions games.
Last year: #5
13. Riot Games
Last year: N/A
14. David Weekley Homes
After 10 years at the Houston real estate developer, employees have the chance to go on a four-week paid sabbatical as well as the option of a two-week unpaid extension with an extra $2,000 for expenses.
Last year: #13
15. Burns & McDonnell
Fortune says that this Kansas City, Missouri-based, employee-owned engineering firm"boasts one of the best stock-ownership plans in the nation," according to Fortune.
Last year: #14
SEE ALSO: The 50 Best Employers In America
Insufficient sleep negatively affects an individual's short-term memory, motor skills, risk management, moral judgment, and productivity. So imagine nearly an entire workforce operating at that level for a day — that's the Monday after the switch to Daylight Saving Time, argues Christopher M. Barnes, assistant professor at the University of Washington's Foster School of Business.
Barnes has dubbed this day "Sleepy Monday," and the research he's conducted has convinced him it's a bad day for anyone in any industry due to the following reasons:
In a 2009 study Barnes and David T. Wagner took a look at mining industry data provided by the Mine Safety and Health Administration. From the years 1983 to 2006, they looked at 576,292 injuries. Barnes and Wagner found that there were 3.6 injuries more than average on Sleepy Monday, up 5.7%. And these injuries had a real impact on business, resulting in a 67.6% increase in days lost from the average injury.
When they looked at Bureau of Labor statistics from the years 2003-2006, Barnes and Wagner found that workers of all kinds sleep an average of 40 minutes less the night before Sleepy Monday. They determined this to be the reason for the rise in mining accidents and concluded that the results would be replicated to varying degrees in other manual labor occupations.
Barnes and Wagner, along with Vivien K. G. Lim and D. Lance Ferris, found in a 2012 study that office spaces suffer temporarily from Daylight Saving Time, as well.
Using data provided by Google Insights for Search and the US census, the researchers discovered that on Sleepy Monday, there was a 3.1% increase in Google searches for distracting websites (defined as social media, YouTube, and sports news) over the previous Monday, and a 6.4% increase in those same searches over the following Monday.
In a follow-up study, the researchers conducted a lab study that found that participants spent an average of three fewer minutes wasting time when confronted with a task per hour they slept the night before, compared to their tired fellow participants.
And finally, Barnes argues, people's moral compasses are lowered on the Monday after the switch to Daylight Saving Time.
In a 2015 study, Barnes, Wagner, and Brian C. Gunia, Barnes looked at Google Trends analytics from the years 2008 to 2013 in the US for Sleepy Monday. They found that there was "a national dip in Web searches for moral topics [i.e. words related to the word "morality"] (but no other topics)."
This particular study was secondary in its nature, used to bolster a more thoroughly proven hypothesis that a sleep impaired person is more likely to make impulsive decisions without considering the ramifications.
Barnes tells us that if he were to take each of his teams' conclusions and test them against the days following the first Monday of Daylight Saving Time, he expects there would be a "petering out" of industry-wide sleep deprivation over a few days until people's circadian rhythms became normalized.
His bottom line is that managers of all kinds whether they're in a construction zone or Wall Street, would benefit from an awareness of unavoidable sleep deprivation among their team as they adjust to Daylight Saving Time in order to save them from unnecessary mistakes.
"It's less safe for blue collar workers and white collar workers will make worse decisions," Barnes says.
Avoid staff jobs, seek line jobs
Line jobs make money for your corporation. Line jobs bring in money or have direct relationship with profits and loss.
The distinction between line and staff is sometimes blurred in corporations, but line jobs are where the action is.
Line jobs include salespeople, sales managers, product managers, plant managers, marketing directors, foremen, supervisors, and general managers. Staff jobs include lawyers, planners, data processing people, research and development scientists, and administrators of all types. Line jobs directly help the company get and keep customers. Legitimate staff jobs indirectly get and keep customers. Jobs that don't get and keep customers are redundant.
In most companies, most of the people are either in administration or in field sales. Administrative people are not bad, nor untalented. But they are not at the cutting edge. The company doesn't depend on them.
Take a staff job only if it is clearly temporary, a stepping stone, and if it pays more money.
Be sure you know what the line and staff jobs in your company are. Be sure to get the right one.
Do something hard and lonely
Regularly practice something Spartan and individualistic. Do something that you know very few other people are willing to do. This will give you a feeling of toughness, a certain self-elitism. It will mentally prepare you for the battle of business.
Something that is hard and lonely is studying late at night for a graduate degree in fashion design, especially in the winter, when everyone else is asleep. Or running long, slow distances early in the morning (versus jogging at lunchtime with a mob).
Split wood, write, work in the garden, read King Lear, but do it by yourself. Do something that is solitary.
All great and successful athletes remember the endless hours of seemingly unrewarded toil. So do corporate presidents.
Think for one hour every day
Spend one hard hour every day planning, dreaming, scheming, thinking, calculating. Review your goals. Consider options. Ponder problems. Write down ideas. Mentally practice your sales call or big presentation. Figure out how to get things done. Take mental stock.
Do this every day. Do it at a scheduled time. Do it at a desk or working table. Do not do it while driving or jogging. Don't do it while shaving or showering. Don't plan on this kind of thinking at work; you will be interrupted.
Keep written notes in your special "idea notebook."
Nothing good happens to the people around you when you smoke cigarettes. You run a big risk of offending a nonsmoker who can help or hurt your career. Even smokers dislike the smoke and ashes and butts and dirty ashtrays and smell of smokers.
In addition to all the well-known, well-publicized arguments against smoking, there are other specific business reasons not to do so. Smoking wastes time. Smoking is a self-centered interest. To get ahead in business you have to think of others, their needs and wants, not yours. Smoking interferes.
Cigarette smokers are, or appear to be, controlled. Winners in business are in control.
Smoking cigars is OK … if you are alone or with friends. Smoking an expensive cigar in the purview of a corporate chieftain is a mistake. The corporate chieftain will see you as pompous, as self-important, as having or spending too much money. If the boss gives you a celebration cigar, save it. You probably haven't yet earned the right to smoke a victory cigar.
Don't take work home from the office
Your home hours are for listening to your family, studying, planning, expanding your interests, and pitching batting practice to your kids. If you always have to take work home you are: (a) not managing your time properly; (b) boring; (c) wasting your precious nonwork hours; and (d) all of the above.
A very busy, and very good, advertising executive was always bringing home tons of work. Her elementary-school-age daughter, noting all the extra work her mother felt compelled to do, asked her innocently, "Mom, maybe you belong in a slower group?"
It is de rigueur for executives to take work home. But except for the reading of unimportant memos and ancient history (a.k.a. monthly reports), no real work is ever done. Your senior management may note you don't take work home (even though you do bring your briefcase) and decide to give you more projects and responsibility. And that's good.
Send handwritten notes
Impersonal communication pervades. There is fax mail, e-mail, junk mail, voice mail, instant messaging, instant photos, PINs, ATMs, talking appliances, digitized everything. Greeting cards are prewritten for you. No one composes their own "roses are red, violets are blue" Valentine's Day cards. Even Christmas and holiday cards are electronic. How insincere is an email blitzed Christmas card? And if you don't respond to the leaping, singing reindeer, the card will keep reappearing bugging you to hit "play."
Handwritten notes stand out. They are digitalis for the digital world. They will differentiate you, mark you as a person of manners and merit. They are personal, of the gracious past, and never out of style.
There are endless occasions that warrant a handwritten note: thank-yous, praise, congratulations, regrets, for your information, thought you'd like to know, your presentation was just great, and your cassoulet was world class.
Go to a good stationery store. Order a box of exceptional quality cards and envelopes … with your name on the cards and your address on the envelopes. Keep the box in your desk, and carry some in your briefcase.
Send one handwritten note a week … for starters.
Always say "yes" to a senior executive request
The time management books will tell you this is wrong, that always saying "yes" weakens your control over time. But always say "I can do it" when a top guy asks. Even if he asks you to water the plants in the lobby, do it.
Listen carefully to the request. The guy might be suggesting a solution, not stating the core problem. However, what he really wants is the problem solved. Evaluate his solution to see if it fits the need. If not, provide a different solution, and get the real job done.
No matter what the request, give him more than he wanted, sooner than expected, and with your own touch of personal innovation.
Find and fill the "data gaps"
In business when someone says "I think" or "we believe" or "it's my opinion" that means they don't know. Identify what you don't know and what your organization doesn't know. These are "data gaps."
Don't be misled by the clever articulation of bright people in the company who only talk to each other and never leave the office. Get the facts. Talk to customers and users.
People who know they cannot possibly know everything but are willing to work hard to find the data succeed.
Be a credit maker, not a credit taker
Give everybody 100 percent credit for the work they do. If you have five people reporting to you and each gets 100 percent, you get 500 percent. That's the way it works.
It's like building a house: 100 percent for the guy who puts in the foundation, 100 percent for the roofer, 100 percent for the electrician, and the contractor gets the sum of the parts.
Many managers don't understand this. They think if their people look too good, they'll be diminished. They think they have to have some of the credit, especially for the fantastic roof. So they steal it. They tell their boss, other superiors, colleagues, and even the guy who did the work that they were really responsible.
The credit taker is insecure, dishonest, and known to all. Even the cleverest credit taker is ultimately found out. He is found out first by the people who work under him. Then, albeit slowly, by the rest of the organization.
Give proper credit and you will become known as a credit maker, as somebody who gets things done, as a person to work for. Your people will work very hard, as they know they will be fairly recognized.
Look sharp and be sharp
A little vanity is good. Look after yourself, and keep an attractive appearance. Stay trim. Get your hair cut properly. Avoid garish and faddish and cheap quality clothes. Maintain a healthy out-doors look. Get rid of the jailhouse pallor.
Don't be sickly. Think healthy. Take vitamins. Exercise and eat properly. Recognize unhealthy stress, and find ways to relax and reduce stress. Get an annual physical.
Have a bright smile. Brush your teeth, and have fresh breath. Get your teeth fixed, and get braces if you need them. Keep your hair, hands, and fingernails clean. Eliminate dandruff, and avoid heavy cologne.
Polish your shoes regularly. Put a fresh flower in your lapel, if you wish. Put a lilt in your step.
Be up. And smile.
Become a member of the "shouldn't have club"
People who belong to the "should've club" are always saying, "I should've done that"; "I could've done that"; or "I would've done that." The "should've club" is full of nondoers, the risk averse. They never go for it. They are so afraid of losing, they never plan to win.
The "should've club" is boring. The members never get cut or scratched. They never miss a shot in the last second. There are no reprimands, and they make no waves. There is not a Derek Jeter or Serena Williams or Lionel Messi in the "should've club." The "shouldn't have club" is the place to be. This is the winners' circle. Each time you admonish yourself with "Gee, I shouldn't have done that" there will be ten other times when the results will prove you should have.
No guts, no glory.
Excerpted from How to Become CEO by Jeffrey J. Fox with permission of Hachette Book Group (2015 Revised Edition).
Being a tech professional is a good career with plenty of high-paying jobs.
But it's an ever-changing job market. One day a skill is hot and the next it's not.
Dice, a tech-job-hunting site, surveyed 23,470 IT professionals in the fall of 2014 to come up with this list.
Of course, skills alone won't always lead to a high salary. Work experience counts, too.
No. 30: RDBMS is worth $114,100
RDBMS (Relational Database Management System) is the full-jargon term for the thing otherwise known as a database.
This is the traditional kind of database that uses the structured query language (SQL) used by databases like Oracle, Microsoft SQL Server, and IBM DB2.
While noSQL databases are growing extremely popular for new applications, most companies still use this kind of database to their most-important business apps.
There are currently over 1,300 job listings on Dice for RDBMS-related jobs.
No. 29: JDBC is worth $114,234
JDBC is a Java-based technology from Oracle. It helps a database connect to an app written in the Java programming language.
Java is a super popular language for writing apps, so lots of skills associated with it pay well and this is one of those skills.
Pay for JDBC-associated jobs has climbed 11% over last year, Dice says. It has over 880 job listings for it.
No 28: Sqoop is worth $114,328
Sqoop is one of those skills that has zoomed into popularity thanks to the big data craze.
It's a free and open source tool that lets you transfer data from popular big-data storage system, Hadoop, into classic relational databases like the ones made by Oracle, IBM and Microsoft.
It's a command-line interface tool, meaning you have to know the commands and type them directly into the system, rather than click on them with a mouse.
Pay for Sqoop-associated jobs has climbed 24.5% over last year, Dice says. It has over 220 job listings for it.
See the rest of the story at Business Insider