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01/31/10--11:00: Pooling knowledge is an intelligent decision (chan 2087703)

Edward Teller, father of the hydrogen bomb, said ignorance is always better than false knowledge, because if you think you know something and you don’t, you may make bad decisions. On the other hand, knowing you don’t know something may lead to good questions and better decisions. I am reading the book "Intellectuals and Society," by Thomas Sowell. Sowell...

Edward Teller, father of the hydrogen bomb, said ignorance is always better than false knowledge, because if you think you know something and you don’t, you may make bad decisions.

On the other hand, knowing you don’t know something may lead to good questions and better decisions.

I am reading the book "Intellectuals and Society," by Thomas Sowell. Sowell discusses the disparate impact intellectuals have on society. While Sowell defines intellectuals as purveyors of ideas, the same idea applies to the workplace, where smart people — experts, entrepreneurs, business leaders — have a disproportionae effect on the workplace even when their reach exceeds their areas of native talent, ability and experience.

To paraphrase Sowell, the Achilles Heel of smart and successful people is they assume their expertise can be generalized and extrapolated to other areas. Put differently, they imagine there is no limit to their abilities.

The self assurance engendered by their achievement often leads to ill conceived notions of omnipotence. For example, an entrepreneur may have a great idea, but once the business starts growing he may lack the skills to manage the finances, contracts or people. Because of his accomplishments, however, he may think the scope of his ability will transfer to all areas of his professional, and perhaps personal, life.

In some cases, their intellect can be applied effectively outside of their expertise if they diligently learn the details and mundane attributes in the new realm so they can generalize their knowledge. Those cases are rare, since the commitment and learning necessary to be great is significant.

In his book "Outliers," Malcolm Gladwell posits it takes 10,000 hours of effort to become an expert in something. Clearly, it is hard to be an expert in multiple areas.

So how do you effectively manage your professional relationships with people whose impressive accomplishments lead them to think they have all the answers? It depends on whether you have to follow them (e.g. the boss) or don’t. If you have to, I suggest trying to influence them by spinning their ideas in ways that will make them effective.

They may need ownership, so give it to them. For example, after being presented with their idea you might say, "I see what you mean. Your idea makes sense and if we did xyz as well it would further enhance your results."

By taking their idea and adding or subtracting a piece, you can get them to adjust their ideas. Do not make a frontal attack on their idea because they probably have a strong belief in it. Also remember, they are smart and you can learn a lot from them.

Where do you fit in?

What if you are one of these people? It is critical you understand your strengths and weaknesses. We all have limits, but at times may fall prey to overconfidence. Let me use myself as an example. Early in my career I thought I could do anything.

Experience, the precursor of wisdom, taught me that my true proficiency lies in the people side of human resources — strategic planning, recruiting, employee engagement and morale, learning and development and succession planning.

Additionally, I learned I am merely competent in the areas of benefits, compensation and the legal side of HR. While I engage others in everything I do, in these areas I need more assistance and guidance.

Understanding my ignorance (in Teller’s parlance) allows me to be successful because I know when to leverage the skills and specialized knowledge of others. Another example is when I recruit for a high level technical position in finance or accounting. Lacking the specialized technical knowledge, I can assess a candidate’s personality, commitment, past successes, cultural fit, etc., but must rely on the hiring manager and competency testing to assess their technical skills.

As a kid I thought there were people who were hugely intelligent and made the best decisions in all situations. I now realize most people struggle outside their area of expertise, making each individual vital to the success of our organizations.

Mark Schnurman may be reached at holbertgroup@hotmail.com or on the web at markschnurman.com.

02/14/10--11:00: Decisions can have big consequences (chan 2087703)

Better safe than sorry, the old adage goes. Sorry means you learned a hard lesson. Two weeks ago, my best friend Bugsy, a 3½-year-old Boxer, became lethargic and was vomiting. My gut told me to take him to the vet, but I chose a wait-and-see approach instead. The next day, I was horrified to discover he had swallowed an...

The next day, I was horrified to discover he had swallowed an unknown amount of ibuprofen. I immediately rushed him to the emergency animal hospital, but because of my delay, Bugsy now suffers from kidney failure. In my search to understand why I acted the way I did, I decided to tackle the subject of decision making.

In business we are confronted with decisions every day. Some have no significant impact; others may be critical to your career, department or even organization. For most decisions, we possess enough information and experience to render them effective. In contrast, I want to focus on those binary decisions, to act or not to act, that, surrounded by uncertainty, can have big consequences. Some examples include whether to close a school during a snow storm or a doctor running an extra diagnostic test.

Classic decision-making theory weighs the probability of an event occurring with the magnitude of the outcome. Let’s look at the case of Toyota, a company that recently stopped selling many of its models because of safety issues. Toyota decided the risk of selling cars with safety problems was a bigger risk than ceasing sales. When weighing the probability/risk for different alternatives, the one with the highest expected value is selected, at least when we think rationally.

Each of us falls somewhere on the continuum between being overly cautious to excessively careless. So how should you make these difficult decisions?

Ensure you are the one who is responsible for making the decisions. After Ronald Reagan was shot, Secretary of State Alexander Haig famously said, "I’m in charge." He was not. Making a decision that you are not authorized to make is not a good career move.

Plan ahead. In the midst of a situation, fraught with emotions and confusion, you may not think clearly. If possible, weigh out the different circumstances and conditions ahead of time. This will help you stay composed and think lucidly when you need to make a real decision.

Acquire data. Actively get as much information as you can prior to making a decision. Get raw data, analysis, probabilities, etc. The more information you have, the better informed your decision will be.

Socialize the issue. Bringing others into the decision-making process — or at least making them aware — does two things: First, it can help you identify more factors and make a better decision. Second, by letting others — including your manager — know about the decision helps protect you if it turns out to be wrong.

Go with your gut. More times than not, when faced with difficult choices you will not have all the facts, but will have to act anyway. Devoid of essentials, you must fill in the blanks based on experience, probability and circumstances. But perhaps the most important tool you possess is your gut. Generally, go with your gut, because it subconsciously weighed all the options and is giving you its conclusion.

Make a decision. Don’t get paralyzed by indecision. You can gather data and discuss it with others, but at some point a decision needs to be made. Set a time line and make a decision. Not making a decision is still a decision.

All of our decisions are informed afterward from hindsight. Life is lived forward with uncertainty, but history is read with the clarity of knowledge. Retrospection will identify both false positives and clear signals that were missed.

That is what happens when you make a decision without all the relevant facts. Regret and sadness are a difficult medicine. In both your personal and professional life, err on the side of caution.

Mark Schnurman may be reached at holbertgroup@hotmail.com or on the web at markschnurman.com.

02/27/10--12:00: Emotional intelligence tops the list of important skills (chan 2087703)

Two recent events inspired this article. First, I scheduled an interview for a recently laid off candidate. On paper she was a strong candidate for a mid-level management position. She called me prior to the interview to ask about the salary. I told her that our salary expectations were similar but she wanted specifics. When she persisted, I reiterated...

When she persisted, I reiterated that I could not commit to a candidate I had not yet met. Her tone and volume began to indicate that her emotions were rising. I had no choice but to cancel the interview. Her inability to effectively manage her emotions led me to quickly conclude she could not manage other people.

The second event occurred when a peer called me for advice. A senior level employee let his emotions get the best of him and resigned without notice. As one could imagine, my friend was very upset. When I asked him what his end game was he told me he wanted to make the person’s life miserable.

This was understandable, since the employee resigned in an e-mail without giving any notice. After having the chance to vent and listen to my advice, he decided to act professionally and rationally. It was not easy, but he controlled his emotions.

These events caused me to contemplate emotional intelligence, a concept popularized by Daniel Goleman in his book “Emotional Intelligence.” Emotional intelligence is the ability to recognize, understand and manage one’s emotions. Many, including myself, think emotional intelligence is more critical to success than technical skills and intellectual horsepower.

Emotional intelliegence can be cut many ways, but the four main areas worth mentioning here are:

• Self-awareness. This is the ability for an individual to recognize their feelings and the causes.

• Self-management. This involves regulating your emotions, feelings and impulses. Importantly, it includes how you handle difficult and uncomfortable situations and adapt to different situations.

• Social awareness. This is the ability to read situations and other people’s feelings and emotions.

• Relationship management. This is the abilty to work and interact effectively with others. It includes the ability to influence, be influenced, work effectively on a team, develop and coach others and manage disagreement effectively.

According to a Facebook survey published in the March 2010 issue of Harvard Business Review, only 6 percent of people felt that self-regulation is their strongest area of emotional intelligence. Stated differently, most people, as in my two examples, have difficulty controlling their emotions.

These tips will help you raise your emotional intelligence and manage your emotions more effectively.

• 1. Know yourself. It is impossible to manage your behavior without self-awareness. Proactively avoid your triggers. If you know what sets you off do your best to avoid those circumstances. Try to address the issues before they become uncontrollable.

• 2. Don’t react in the moment. Get some distance so you can think and react in a dispassionate manner. Avoid the heat of the moment, because passion can cause you to lose clarity of thought.

• 3. Have an end in mind. Know what you want from a situation. This will help you strategize and focus on the prize.

• 4. Control your ego. Receiving criticism or being the object of gossip is difficult, but do what is in your career’s, not your ego’s, best interest. Your ego will recover, your career may not.

• 5. Recognize the strategies that work for you. What has worked for you in the past will probably work for you in the future. For example, taking a deep breath, going for a walk or venting to a friend can help to defuse the rawness of your emotions and help you manage yourself more effectively.

• 6. Get assessed. A behavioral assessment will improve your appreciation of yourself and others. Years ago, I was administered the DISC profile and it really helped me grow in a lot of ways — specifically improving my emotional intelligence. Since then I have administered thousands of DISCs and it continues to be a very effective tool that facilitates growth by enabling person interpersonal understanding.
Emotional intelligence is a driver of success. I hope this primer helps you improve.

Mark Schnurman may be reached at holbertgroup@hotmail.com or on the web at markschnurman.com.

03/14/10--11:00: Get the message from nonverbal cues (chan 2087703)

My last column on emotional intelligence hit a cord with many readers and I wanted to continue by focusing on social awareness, which is the ability to read situations and other people’s feelings. This is critical since misreading a person can result in you behaving incorrectly. The best way to read a person is not by the words they use,...

The best way to read a person is not by the words they use, but rather by their nonverbal communications.

In a landmark study, UCLA professor Albert Mehrabian found in face-to-face communications, 55 percent of the message comes from body language, 38 percent from how you say it and only 7 percent from the words used. Words can mislead, but the body does not lie. This runs contrary to conventional wisdom where people are taught to listen to words instead of observing the person and their delivery.

With that in mind, let’s focus on nonverbal communication and some tips that can help you properly interpret a person’s message. There are four core principles of nonverbal communication.

1. Congruence occurs when a person’s words, tone and body language match. When there is incongruence use body language, not words, as your default interpretation.

2. Look at behavior holistically. Gestures or individual movements should not be viewed in a vacuum, but as a whole. Two or three movements will likely illuminate what the person is really feeling.

3. Context plays a big part in nonverbal communication. For example, most people are going to be more relaxed and open at a bar than they are during an interview.

4. Observe changes in body language and what precipitates them. For illustration, if a person’s body language turns closed when you ask them to take action it may signal they are uncomfortable with your request.

I split the nonverbal messages into two categories — positive and negative. Positive signals are those which suggest openness, acceptance and comfort. Negative signals send a message of discomfort, distrust or indifference.

Positive signals:

• Uncrossed arms or legs. Uncrossing of the arms or legs is a good sign that a person is getting more comfortable and opening up.

• Open Hands. Open hands send such a powerful message that Allstate Insurance adopted it as its symbol and calls themselves the "good hands people." Further, rubbing one’s chin usually indicates thinking and evaluating.

• Moving closer. A forward lean, moving closer or facing a person more directly are strong signs of interest. For example, if another person slides his/her chair towards you and leans forward it is a strong indication of interest.

• Eye contact. Eyes are windows to the soul and good eye contact (about two-thirds of the time) is a very positive signal.

• Matching. Imitation is the highest form of flattery so when a person follows or matches your body language it signals they are in sync with you. This is a particularly opportune time to request action.

Negative signals:

• Crossed or folded arms or legs. When someone crossed their arms look at their hands. If their hands are clenched that may be a sign of extreme frustration or anger.

• Clenched or hidden hands. Putting hands in pockets or placing hands out of sight, such as below a table, may indicate discomfort.

• Moving away. When a person moves, leans back or turns away, even if only slightly, they are communicating discomfort. This often happens when you meet a person for the first time and shake their hands. Many people are not comfortable being so close and will take a couple of steps back.

• Limited eye contact. Limited eye contact may show disinterest or boredom and staring may indicate anger or distrust.

• Excessive body movement. Fidgeting or finger tapping can be a sign of impatience, boredom or nervousness.

Once you properly read a person’s message, you must react accordingly. When you receive a negative message it is crucial to adjust your behavior. For example, if you ask someone a question and their behavior becomes negative (looking away and crossing their arms) you must recognize you failed to present a strong enough call to action. So try to understand their resistance, back track and build a stronger case.

Nonverbal communication is a critical component of emotional intelligence and I hope this primer will help you navigate the world of reading people.

Mark Schnurman may be reached at holbertgroup@hotmail.com or on the web at markschnurman.com.

03/28/10--11:00: Successful telecommuting requires discipline (chan 2087703)

More and more companies are letting employees telecommute, or work remotely. There are many benefits to this, such as lower costs, less time spent commuting and a more comfortable environment. About 2.5 million employees telecommute regularly and another 30 percent of employees do it on an ad hoc, or as-needed, basis. The challenges of telecommuting are significant. When I...

The challenges of telecommuting are significant. When I work at home, I am distracted by the TV, my children and diversions of everyday life. In an effort to learn about this work style I consulted an expert.

Steve Smith of West Orange is an impressive individual. He has an engineering degree, an MBA, along with diverse corporate and higher education experience. Steve and his family recently moved to New Jersey from the Pittsburgh area, and he continues to work for Carnegie Mellon University. As a member of the university’s corporate relations organization, he is responsible for establishing and managing relationships with corporations, with a strong emphasis on connecting companies with the world-class research conducted by the faculty. I asked Steve to set the record straight on how to effectively work remotely. Here are some tips:

Be self-motivated. Steve told me, "You cannot look at telecommuting as a part-time job or a way to slack off. You must make sure you are contributing to your organization and meeting your goals. For me, I also have the opportunity to provide additional value to the university by meeting with our many alumni in the area to explore new corporate relationships with companies in the NJ-NY area."

Overcommunicate. When you work remotely, it is critical to stay connected to your boss and colleagues. "I copy my boss on more e-mails than I used to, to make sure that he knows what I am doing, how projects are progressing and informing him of any critical issues." Steve said. "I also use the phone a lot more than in the past. E-mail is impersonal, so I use the phone to connect on a personal, as well as professional, level." Prospective telecommuters also should be aware that important discussions can be conducted via video conferencing that allows you to have face time with people. Solutions like Skype have a nominal cost and can be used effectively with a simple web camera.

Communicate carefully. At my company, employees who telecommute have their interactions and communications scrutinized. Specifically, we look to ensure they respond quickly to requests and that their productivity continues to meet expectations. If you are telecommuting, stay on top of your e-mails and phone messages.

Create a virtual office environment. Steve said he missed the camaraderie of an office environment. "I no longer have a water cooler to connect with people, so it is important to use other informal modes of communication." Some organizations may benefit from using social networking tools, such as Twitter, Facebook and LinkedIn.

Structure your day. Schedule and structure your day as if you work in an office. Steve, who is very organized, said, "Each day, I have a routine. I get up every morning, shower and go about my day like I would in an office. My home office is outfitted with a desk, two phone lines, my PC and fax machine; everything I need. Staying focused and having structure is critical to my success."

Create parameters between work and life. Typically, we think of people slacking off and falling prey to the distractions of home, but just the opposite often occurs. When telecommuting, it is necessary to trumpet the end of the workday or you can risk getting tied up indefinitely.

If you want to telecommute, it is important that you emphasize the organizational benefits when speaking to your manager. Stress that you will be able to work longer, harder and with less distractions and that it will cost the company less money. It may help to suggest you start slowly — a day or two a week — and build from there. Then deliver the promised productivity. After all, the proof is in the pudding.

The bottom line is that organizations covet employees who add value. By following Steve’s advice, telecommuters can add even greater value to their organizations.

Mark Schnurman may be reached at holbertgroup@hotmail.com or on the web at markschnurman.com.

04/11/10--11:00: Advice from dad useful in life and career (chan 2087703)

Yesterday, my father celebrated his 70th birthday. My parents raised three children, passing on lessons that enabled us to be successful professionals and people. They taught me love of family, nature and learning, not by the power of their words, but by the passion of their actions. My father taught me how to live and be a thoughtful, giving...

What follows are some of my Dad’s greatest lessons:

Always act like a gentleman. Whenever I had a disagreement, my father advised me to disagree without being disagreeable. Dad implored me to behave like a gentlemen, not because the other person was, but because I was. How you behave creates your business reputation which follows you throughout your career. Regardless of how others behave, hold yourself to a higher professional standard.

Balance. Too many people fail to manage their work-life balance. They toil for too many hours, eschew time off and burn out. Dad always made time for his family and himself. We took vacations and regularly ate dinner as a family. The message was clear: Family is essential. I gained much by having an engaged father and I am always saddened when people prioritize work at the expense of their family.

Don’t complain about your job. Dad never openly complained about work. He worked at the same company, Hoffman La Roche, for his entire career, and his commitment was returned in kind. Clearly that is a different milieu than many of us find ourselves in today. Yet, many employees complain for the sake of complaining. If there is a problem, fix it or move on, but please stop complaining.

You are not entitled to anything. My parents came from humble beginnings, what we would today call "poor." They earned everything through hard work. That ethic is often lost today as we look toward government to provide for us what we are unwilling or incapable of doing for ourselves.

Give advice only when you are an expert. Dad never gives advice outside his purview. After recommending I go to law school because I had a big mouth, my father realized he could not give me a lot of career guidance. He supported me, but never offered advice simply because he could. In my professional life, I am a purveyor of advice — to managers at my company, to students in my classes and, of course, to readers of my columns. I know firsthand how difficult it is not to give advice. It takes self-discipline and confidence. It is something I remind myself of everyday. Likewise, at work, only offer advice when you are well versed in the area. Otherwise, keep your ideas to yourself. Bad business advice is rarely forgotten, but quickly ridiculed. Don’t put your career at risk.

Plan for the future. When my father started his career, traditional pension plans were prevalent but when 401(k)s appeared, he began saving immediately. In addition, he always sacrificed for his children, believing it was his responsibility to plant for his children. Today, many employees don’t plan for the future or save for retirement. Failure to plan is planning to fail.

Give the gift of belief. The supreme gift my father provided me was the gift of belief. He always had confidence in my abilities. This translated into self-assurance and optimism. I feel I can do anything simply because my father told me I could. It sounds trite, but having your own cheering section makes life easier and more fulfilling. Try to encourage your employees or peers to get out of their comfort zones with stretch goals and developmental projects. Your reward will be watching someone accomplish more than they thought possible. The gift of belief is something I try to share with others every day.

Stay enthusiastic and youthful. Enthusiasm is a force multiplier of performance and attitude. There is no enthusiasm like my father and I exhibit during a Penn State football game. We speak on every other play, obsessed by a shared passion. I am 42 years old, but many of my happiest moments are when I am able to throw off the shackles of society and convention and regain my youthful exuberance. The joy engendered is profound, demonstrating that you do not have to grow old as you age.

Lead by example. People look at what you do and not what you say. My father walks his talk. He follows Nike’s urgings to "Just Do It." You gain followers not by words, but by action. At work, getting things accomplished is a definitive way to acquire followers.

My father was never a rich man, yet by living in accord with his values, he is the wealthiest man I know. He garnered the respect of his peers and the love and admiration of his children. Thanks and happy birthday, Dad!

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

04/25/10--11:00: Employers must work hard to improve morale, productivity (chan 2087703)

In a strange twist, the very efforts companies implemented to ensure their future viability are actually having the opposite effect of diminishing employee performance, loyalty and engagement.

Last year, I wrote about employees taking pay cuts, furloughs, lower bonuses and other hits because the business world was upside down. Many of these cuts were necessary to help companies through a difficult recession. Most employees, just being happy to be employed, accepted these changes.

As often occurs, the pendulum swung too far and now employees are unhappy. While the economy is by no means healthy, it seems to be rebounding a bit or at least consumer confidence is on the upswing. There are signs of life, admittedly not much yet, in the previously moribund job market.

Many companies took advantage of employees, reallocating wealth in many of the same ways the federal government has. Tough times generate dangerous precedents. A very profitable, major New Jersey company went as far as cutting its lunchroom subsidy. Their decision angered employees and reduced productivity since many employees now eat offsite, thus resulting in longer lunch periods.

401(k) matches or bonuses are not considered perks, rather they are an expected part of a compensation package. When expectations are not met, loyalty and trust are diminished.

Too many people are putting in long hours, but are not actively engaged or emotionally connected to their organizations. They are going through the motions, not offering the discretionary or "extra" effort that research shows encompasses roughly 35 percent of their capacity. In other words, employers are not getting full productivity.

In a strange twist, the very efforts companies implemented to ensure their future viability are actually having the opposite effect of diminishing employee performance, loyalty and engagement.

My advice to managers and organizations: Transform yourselves to demonstrate employee commitment or accept lower performance and higher turnover. The following ideas will facilitate improvement in employee performance and retention:

Communicate. During tough times employers must overcommmunicate. At the beginning of the downturn I implemented a few communication strategies at my company that were very successful.

First, we began monthly employee lunches at more than 60 locations. For example, at our New York City headquarters, we have more than 150 employees gather for lunch, games and a state of the firm talk. We began holding employee events such as bowling and dodge ball.

Second, the company president regularly sends out a state of the firm e-mail that always has a realistic, but positive tone. Keeping employees informed during tough times proactively negates rumors.

Third, I encouraged all senior executives to be more visible and connected to their employees. By walking around each morning they gained a better pulse on morale and increased employee commitment.

Finally, we actively engaged employees in the benefits renewal process. Specifically, we allowed the employee council to evaluate our health plan options and choose the plan they felt made the most sense. Active engagement creates support.

Restore. If your company reduced or eliminated benefits or perks, now is the time to restore them. For example, if a company did not match the 401k in the last year or two it should commit and communicate that it plans on matching this year. If your organization cannot afford to reinstate the match it should offer its employees, or at least key ones, perks such as extra days off.

Communicate the link between the employee’s effort, the employer’s inability to match and the reward.

To complete the example you might say, "It has been difficult watching you work so hard and to not be able to reward you. Instead of a 401k match this year, which we are unable to do, we would like to offer an additional paid week off. I wish we could do more, but please understand this is our way of showing you how much we appreciate your effort and how important you are to the organization."

Make promises you can keep. When employees believe that things will return to normalcy, their productivity will rise. So if you are certain there will be year-end bonuses and raises, communicate it now. Sending the message that ‘business as usual’ is returning will increase employee engagement.

Understand. Employers should empathize with employees. Instead of being aggressive and assertive with employees who are not performing at their previous levels try to understand and address the cause.

At a time when employee engagement and loyalty is low these tips will begin to restore your organization back to where it belongs.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

05/09/10--07:00: Job search is a 'Real World' episode starring you (chan 2087703)

Want to be a reality TV star? Look no further than the job search. It is “American Idol” for those who cannot sing and “Dancing With The Stars” for people who are not celebrities and cannot dance. The real world (not the show, but the place we dwell), has many similarities to reality TV, so a brief analysis is...

1. Reality TV and your job search are competitive and boast only one winner. Contestants on “American Idol,” “The Apprentice” or “Dancing With The Stars” succeed by creating a distinctive image. They do not sing, behave or dance like everyone else. Rather, they differentiate themselves from the pack. When you are applying for a job, apply the same strategy. Create a résumé and image that are your own and approach your job search with abandon.

2. Both reality TV and the interview process include an element of assessment and decision making that effects an individual’s future. On TV, you get “voted off the island,” but in a job search you don’t get the job. Use the finality of the interview process as a learning experience and improve from your setbacks.

3. On reality TV contestants need to pander to the “Simons” of the world, each of whom possesses a unique point of view. A candidate must play to each constituency. Start by researching the company and learning everything you can about the interviewer. Knowledge is power and will help you present yourself more successfully.
Also, it is essential to recognize the disparate roles each person plays in the interview process. For example, an external recruiter will care more about whether you look the part than whether you are the best candidate since they get paid if applicant is hired not if she succeeds.
Hiring managers care about whether a person can do the job at a high level and whether they will make the manager look good, while HR typically thinks about whether a candidate is a good fit with the organizational culture, hiring manager and peers. Knowing the unique position of each person in the process can help you present as effectively as possible.

4. Each reality TV contestant must learn and grow from their experiences. Sometimes they receive clear and direct feedback and other times they need to read between the lines, but constant growth and adjustments are necessary. In the job search you need to create a résumé that gets interviews. You must interview effectively to get job offers. Finally, the job offer needs to be at a level that entices you.
If there is trouble in any of these areas, you must review, analyze and adapt.
Not enough people analyze their successes or failures dispassionately. This is so important, because few of us are consistently in the job market, yet we need to quickly improve our skill set and perform at a high level to land the right job. I recommend after an interview sitting down and identifying what you did well and what you can improve on. Then practice it.

5. Reality TV contestants must stay positive in the face of negative, often hyper critical, personal feedback that will be aired for millions to watch. Absent the right attitude it is easy to get frustrated and give up. Conducting an effective job search is also difficult and requires a tremendous emotional and time commitment. Don’t take rejection personally. Stay focused on the goal.

6. In the end, reality stars always turn out to be themselves, though sometimes more evolved versions. So are each of us. In your job search, don’t try to be someone or something you are not. Just be a more evolved version by preparing, seeking feedback and always improving. Remember, every day you either get better or worse, you never stay the same.

So next time you watch reality TV, use it as an opportunity to learn and help you in your career. And yes, it is okay to laugh and wonder why some people covet fame at the expense of self-respect.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

05/23/10--11:00: Take heart, young job seekers: The pain will make you stronger (chan 2087703)

In the next few weeks, tens of thousands of recent college graduates will enter the full-time workforce. After the parties end, the stark reality of the job market will set in. Many will find their halcyon days are a thing of the past. There is a shortage of attractive jobs for graduates with newly minted degrees.

There is a shortage of attractive jobs for graduates with newly minted degrees. With the real unemployment rate probably at more than 15 percent, organizations will have a hard time hiring recent grads when experienced people — those who require less training, on-boarding, etc. — are available.

It is easy to be frustrated. Our leaders and society made poor choices that led to the current economic issues. Not only is the job market tough but they also will inherit a debt that will drag down future growth. What’s more, we made them the most coddled generation in American history. The term "trophy kid" was coined to define their generation, the Millennials. They received trophies and acclaim not for winning, but just for participating. They were rewarded for almost anything to build their pride and self-esteem.

The result is that while trophy kids believe in themselves, they often possess unrealistic expectations about work and life. Now we are asking them to succeed in a world with new, expected rules they may be ill-prepared for.

Graduates, the world you are entering now is complicated. I sincerely wish things could be easier for you, and hope the following advice will help you navigate through uncharted territory.

• Grieve and move on. You need to go through a grieving and loss process. The typical stages of loss are denial, anger, despair and acceptance. To that I add: action. For example, if you received a teaching degree it may be hard to find a teaching job. It’s okay to be disappointed and frustrated. It is not okay for it to be debilitating. Take action by analyzing alternatives outside your major and move forward quickly.

• Put your ego aside. The reality of 2010 is that a college education does not guarantee you a job. There are plenty of 2009 graduates who are still unemployed. Get into the career game, even if it is not the perfect job. Look on the bright side, you have another 40 years to find it.

• Explore unpaid internships. Internships are an opportunity to get your foot in the door and build your skills and résumé. To pay the bills, get a job at the mall or wait tables nights and weekends.

• Know who is hiring. Small, entrepreneurial companies are more likely to take a chance on a newbie. Positions at small firms are less competitive than at larger companies since they lack the name recognition and exposure. In addition, they want people who can perform a lot of different tasks and can grow with the company.

• Target, market and discuss transferable skills. Some graduates have more marketable majors than others. For example, engineering or accounting majors have more recognizable skills than the less vocational major, such as philosophy. So if you are a philosophy major and try to send your résumé out to all the philosophy companies, you will quickly realize there are none. Try positioning yourself as someone who has strong analytical, creative and outside-the-box thinking skills. In a full employment economy, liberal arts majors are considered highly trainable; in a bad economy they are lacking a vocation.

• Network, and not just Facebook. Try Linkedin. It is Facebook for grownups and, like it or not, you are one now. Talk to your parents’ friends and your friends’ parents. They have the chance to hire you; your Facebook buddies do not. Also, attend networking functions, such as chamber of commerce events and job fairs.

I like to run long distances because I covet pain. I am not a sadist, but suffering is my path to personal growth and development. My mind and body grow when challenged. People learn more from hardship than privilege. As Nietzsche famously said: "That which does not kill us makes us stronger." So, with graduation upon you and the job market not cooperating, take this as a learning and growth opportunity that, though painful, can lead you to better things.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

06/06/10--06:30: School's lessons go beyond the classroom (chan 2087703)

Budget cuts are affecting many areas of government, but no cuts have stimulated more passionate debate than in education. I wanted to understand what principles or strategies can be used to maintain or grow student performance levels while offering children the best experience possible. Luckily, I did not need to look far for answers. My children, Matthew and Hannah,...

Luckily, I did not need to look far for answers. My children, Matthew and Hannah, attend the St. Cloud Elementary School in West Orange. I have always been impressed by the quality of the education, warmth of the teachers and staff and efficiency and poise in which the school is run.

It amazes me how they effortlessly manage several hundred kids ,and I often have trouble managing two!

Adam Geher is the principal of St. Cloud, one of the top performing elementary schools in Essex County. As St. Cloud demonstrates, strong leadership, teamwork, creativity and commitment will consistently generate results. Below are some of the guiding principles that are applicable to all organizations.

Partner with clients. Parents are a school’s clients and essential to running an outstanding school. Geher states “I maintain an open door policy with our parents, and our teachers maintain regular communication through newsletters, phone calls, e-mails and conferences. We regularly contact parents with positive news about their children, which helps build trust between home and school. Additionally, we have an active PTA that collaborates with us to provide our students with enrichment opportunities. For example, our PTA holds an after-school program offering a variety of courses, sponsors a Career Day each year and pays for an author to work on writing skills with our fourth-grade students and teachers. Our PTA also raises money to pay for cultural arts programs and education technology. Our PTA is an invaluable resource.”

Reward Performance. Under Geher’s leadership, St. Cloud offers students a chance to demonstrate their learning while engaging the parents. Geher says, “We carefully monitor finances and find low cost alternatives to reward students. One example, is our Super Student assemblies that we hold throughout the year. This program rewards students for their success with academics and character education. Students are recognized in front of their peers and parents. St. Cloud also has several musical concerts that highlight our students’ talent. These low cost programs promote parent involvement, student confidence and high scholastic achievement. They also reinforce positive behavior and that is something we do at every opportunity.”

Promote Teamwork. In my experience, the St. Cloud staff works together seamlessly. Geher explained the reason, “We conduct regular formal and informal staff meetings. These meetings let us level set expectations and brainstorm creative solutions. As we discuss options and strategies and share different perspectives we almost always generate better ideas. In addition, the meetings foster trust. We are on the same team and working towards the same goals so there are no hidden agendas.”

Understand Your Strengths. “We understand our strength is our teachers,” Geher said. “They are the people who have a direct impact on our students. If we put resources behind them making them better the rest generally takes care of itself. Most importantly, when we look to make cuts we try to keep them as far from the classroom as possible.“

Prioritize Success Factors. With fewer resources, organizations need to prioritize more effectively. Geher said “Budget cuts cause us a great deal of concern. We need to provide each and every one of our diverse students with a comprehensive education. Working under new fiscal constraints, we view things from multiple perspectives, prioritize and take a closer look at our offerings. Our core focus will be students, pedagogy, teachers and parent engagement – since they drive the results. Regardless of the cuts, we will focus on our real mission – educating the future. That is something I am certain we will continue to do exceedingly well.”

The approach Geher employs at St. Cloud demonstrates that implementing the right strategies drive results even in a tough fiscal environment.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

06/20/10--11:00: Management lessons gleaned from leaders' mistakes (chan 2087703)

On Aug. 29, 2005, Hurricane Katrina hit the Gulf coast states, causing havoc and destroying much of New Orleans. George W. Bush was roundly criticized for the response to Katrina. Specifically, he took hits for lack of preparation and for mismanagement of the relief and cleanup effort. I still remember the questions: Why weren’t the levees capable of withstanding a hurricane? Where was the evacuation plan? Why the delay in response? Was he committed to fixing the problem? Those questions dogged Bush for the balance of his presidency.

Now, in the Gulf oil disaster, President Obama has his Katrina. The critics are saying Obama’s response was too slow. Why hasn’t he visited the area more? Where are the resources? Why has he not summoned the best and brightest to fix the problem?

Take a moment to consider the presidential responses. It is obvious the presidents were not capable of effectively managing the situations, because the results speak for themselves. If they could have fixed the problems, they would have. With this as a backdrop, I would like to discuss the limits of leadership, and the appropriate responses leaders should take. I think seeing the limits of our presidents, theoretically the best-trained, advised and practiced leaders in the world, helps us understand the limitations of leadership.

Here are a few things we can learn from their missteps:

Visibility. Both Bush and Obama were not visible in the first hours of the disasters. They hesitated to be with the victims. A leader’s place is always with those affected. It is difficult to re-prioritize and change plans on the fly, but it sends the crucial message that you are with those in need.

Take responsibility. Neither Bush nor Obama expressly took immediate responsibility for solving the problem. Taking responsibility is a seminal element of leadership. Obama is blaming BP, much the same way he blamed Bush for the economy. I am sure Bush would have blamed Mother Nature if it was expedient. In contrast, on the eve of the Normandy Invasion in June of 1944, General Eisenhower penned a D-Day failure message. In it he said, "If any blame or fault attaches to the attempt, it is mine alone." Ike did not blame the Germans for starting the war; instead he prepared to take responsibility for not winning it.

Focus on fixing the problem. Gulf coast residents’ primary concern is to resolve the oil disaster, not to place blame. They want to return to normalcy. A leader must focus outwardly on solving the problem. As the drama is unfolding, leaders should concentrate on handling the challenge; the blame game and holding people responsible can happen behind the scenes or at a later date.

Communicate your limitations. When people think challenges are being resolved, they form expectations. The gap between those expectations and a reality that fails to meet them creates dissatisfaction. Obama’s falling approval numbers illuminate this point. Therefore, it is vital to tell people what you can do and what you cannot do. Do not make promises you cannot meet, because these are precisely the promises people never forget.

Recognize reality and prepare people for the worst. As recent disasters have shown, government is often unable to execute quick, well-coordinated responses. Presidents should acknowledge this. Our leaders and organizations cannot always solve our problems. Sometime we just need to grab ourselves by the bootstraps and do it ourselves. The job of a leader is to communicate this effectively as a call to action for others.

Acknowledge mistakes. If you listen to our presidents, they never make mistakes. But true leaders do. It is a sign of leadership strength to admit and acknowledge errors. It humanizes and enables people to relate more effectively. Plus, it helps to lower expectations and build trust, loyalty and admiration.

Listen to the people on the ground. Bush and Obama were too far removed from the situations to understand what was really happening and to make effective decisions. They took advice from political operatives with agendas. A leader should seek advice and defer decisions to people intimately involved who possess the knowledge, experience and sincerity to get results.

Leadership is difficult because it is more art than science. Therefore, it is important not to expect too much from our leaders, because as Bush and Obama prove, even the best intentions and strong skills do not always result in flawless leadership.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

07/18/10--11:00: Subtle messages must be managed (chan 2087703)

LeBron James decided to leave his hometown Cleveland Cavaliers and join the Miami Heat. James took less money, but seemingly improved his chances of winning an NBA championship. Cavaliers owner Dan Gilbert, reacting to James’ departure, did not mince words calling James, among other things, a disingenuous quitter who turned his back on his hometown fans. James’ handling of...

LeBron James decided to leave his hometown Cleveland Cavaliers and join the Miami Heat. James took less money, but seemingly improved his chances of winning an NBA championship.

Cavaliers owner Dan Gilbert, reacting to James’ departure, did not mince words calling James, among other things, a disingenuous quitter who turned his back on his hometown fans. James’ handling of the situation has been roundly debated, but I believe he had every right to leave Cleveland.

He was an employee who honored his contract and decided it was time to move on. So, why did Gilbert engage in such a virulent diatribe? I believe that, aside from a precipitous drop in his net worth, what set Gilbert off was the subtle message James sent to Cleveland. In essence, James said the Cavaliers (read Gilbert) were not committed to putting a winner on the court.

Most of us are disciplined enough not to rant in the manner Gilbert did, so it is the subtle messages we send that must be managed. Let me share a couple of recent examples I experienced and how I personally interpreted them.

An operations manager and I were discussing his management style. He said "I paint the middle well, but don’t do corners." He was saying his strength lay in big picture issues, but imbedded in the statement was the fact he does not ensure the little things are handled. Unfortunately, it is necessary for an operations manager to handle details.

When meeting with an individual to discuss performance issues, he stated, "Nobody told me what to do and I never said I was perfect." I heard a person shirking personal responsibility.

These two simple, relatively benign comments had significant impacts on careers. The first statement confirmed our belief the operations manager was not committed or capable of discharging his responsibilities. The employee in the second situation received a sterner review because he was not accepting responsibility and feedback.

The bottom line is that in all of our relationships we interpret other people’s statements based on our experiences and biases. We attribute to them what we would feel if we were uttering the words. The following tips will help you better mange your subliminal messages:

• Loose lips sink ships. Every interaction has the opportunity to improve or weaken a relationship. Therefore, it is important to understand the potential impact your words can have and the gravity of the situations. Choose your words wisely and think before you speak.

• Practice. I firmly believe the first time you confront a tough situation should not be in real life. If you need to have a critical conversation, play it out in advance. Write your ideas down and role play with a colleague or family member. Be deliberately nuanced. By hearing it aloud and getting feedback you will be less likely to make an error. I role play every major conversation, and many minor ones, to ensure my message is clear, understandable and cannot be misinterpreted. This helps me communicate more effectively.

• Limit feelings and opinions. Keep your emotions under control and in check. Avoid emotional words and statements and maintain an even keel by stating your views clearly and unemotionally. Emotions reveal views. Focus on facts. The more opinion you inject into a conversation the more likely you are to raise a red flag.

• Recognize different perspectives. Everyone has a different outlook and it is crucial to understand and appreciate the perspectives of others and how they may interpret your comments.

• Take responsibility. Many of the issues of subtle messages in the workplace revolve around the perception of avoiding responsibility. For example, during meetings to discuss performance issues, an employee should take responsibility for his performance and seek advice on how to improve it. Employers want to see employees who are committed to doing what needs to be done. This is an area where Generation Y employees get into trouble. Many Gen Ys possess a sense of entitlement and are big believers in personal freedom. This is a potential flash point with managers who are structured, disciplined and inflexible.

Subtle messages permeate our daily conversations, and by understanding and managing them you can communicate more effectively and keep yourself out of trouble.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

08/01/10--11:00: Don't over-think chance to get ahead (chan 2087703)

I am afraid of heights. Terrified would be more appropriate. Recently, I had an opportunity to come face to face with my fear. I think what I learned can be instructive for your career. On vacation with my family, I was tempted by a ropes course. It consisted of several activities that took place 20 to 50 feet above...

I am afraid of heights. Terrified would be more appropriate. Recently, I had an opportunity to come face to face with my fear. I think what I learned can be instructive for your career.

On vacation with my family, I was tempted by a ropes course. It consisted of several activities that took place 20 to 50 feet above ground. To ensure safety, all participants are fitted with harnesses attached to safety cables. I decided, but in retrospect did not commit, to crossing a "bridge" made of several different unconnected sections of wood suspended by ropes. I am scared of standing on a step stool so as you can imagine, my heart was pumping.

Three-quarters of the way up the pole I stopped and told my climbing instructor I was coming down. After taking two steps down, I stopped and an internal debate ensued. My emotional side was cowering with fear, furtively chiding me to the ground and my rational side was yelling "Climb!"

I was literally hugging the pole for a few moments before challenging my demons and climbing to the top and successfully crossing the bridge. A glutton for punishment, I went through the same process while climbing a 40-foot pole to a zip line, finding out afterward my 7-year-old daughter, Hannah, did it with no hesitation.

The human brain evolved over time, first controlling emotions and lastly controlling logic and rational thought. When in conflict, the more primitive emotional brain usually exerts primacy. In other words, in times of stress or excitement, it is difficult to think rationally, as the emotional nature of the human brain, the part that served us so well when confronting primordial danger, holds sway.

Here are a few simple tips to help you keep your emotions in check:

• Think like a Hannah. Children don’t over-think situations. They move forward with reckless abandon, tackling every experience that presents itself. They enjoy new challenges and events. Hannah never let potential negative consequences enter her mind, like her less-evolved father did. Watching the enthusiasm my children Matthew and Hannah approach life with is exhilarating. When limiting thoughts enter your mind at work, ask yourself, "What really is the worst thing that can happen?"

• Act like a squirrel. Squirrels float across telephone lines with the greatest of ease. They lack a cerebral cortex and cannot consider consequences. The squirrel does not have better balance, it just lacks our debilitating thinking mechanism. Humans can consider, even obsess on outcomes. We can think about failure and pain. Let me take the analogy one step further. If you had to walk across a 3-foot-wide path for 1 mile, would you have any problem? Of course not. What happens when we place that path 50 feet in the air? Many of us would be frozen with fear, crawling. Same action, just different circumstances. So next time you need to give a presentation, remember there is no difference between giving it to 1 person or to 100 people.

• Plan ahead. Create a plan, socialize it and stick to it. By telling other people, you create supporters and also risk awkwardness if you fail. Commitment will help give you the extra edge to fight through.

• Use rational self-talk and visualization. When confronting fear, use positive self-talk and visualization. When you visualize something happening, it begins to create a positive memory in your mind. So go ahead and visualize everything from asking for a raise to a big sales pitch.

• Trust your preparation. Prepare and then relax, trusting your preparation. In college and graduate school, the limited studying I did was during the semester. During finals week, I played. I trusted my degree of preparedness and while others stressed on exams, I remained calm and centered. On the ropes course, I needed to trust the instructors and safety harness. In business, don’t think about what could go wrong; focus on what will go right.

Realizing I am my own worst enemy, I regularly volunteer for complex work assignments, run marathons and generally put myself in challenging situations to test my physical and mental capabilities. This has expanded my comfort zone and increased my confidence. Leave your comfort zone and stretch yourself. It will build your confidence and achievement.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

08/15/10--11:00: Positive feedback is a powerful employee motivator (chan 2087703)

I write my columns in the hope of identifying and discussing areas of business and career life that relate to readers. I write to help myself learn, work through ideas and clarify my opinions and beliefs in the expectation that something I say will add value and help others. I also receive an ancillary benefit: feedback from you. Each...

I also receive an ancillary benefit: feedback from you. Each week, depending on the topic, I receive between five and 15 e-mail messages from readers.

Some offer alternative views to the ones I express but the vast majority are people writing to say ‘thanks for the advice’ and to let me know the article resonated with them. Every time I receive feedback of any sort on my articles, I smile.

It engenders joy to think that someone takes time from their busy day to do something nice for a perfect stranger (well, perhaps not perfect).

There are several reasons to offer people you manage, peers or even supervisors positive feedback. Importantly, this type of feedback creates a positive work atmosphere through the recognition, acknowledgement and reinforcement of desired behavior. This is clearly important for business purposes, but there is another, simpler reason. Tendering praise helps to build a collegial environment and deepens relationships while bringing simple joy to another person’s life.

After all, think about the impact that sincere, well-stated acclaim has on you.

The power of positive feedback is tremendous and an important part of your repertoire to motivate your employees, build relationships and bring a smile to someone’s face. The following tips will help you deliver praise.

• Tell the person what they did and why you like it. Effective feedback must be clear. If it is vague the person may not benefit or truly appreciate it. An example of clear feedback is, "Susan, you did a great job handling the Smith customer service issue today. You researched the matter, found a creative solution and your effort saved the account. Thanks so much for your patience and time in handling it."

• Be specific and timely. Once you find a person doing something well, give them specific feedback.

For example, if an employee just delivered a great presentation let he or she know the presentation was fabulous and why.

Also, the more contemporaneous with the act your praise can be, the larger the effect. Time tends to reduce the positive impact.

• Praise early and often. It is important to offer a lot of praise relative to criticism. A ratio of five or 10 positive statements to one negative is a good rule of thumb.

Celebrate both big and little successes. The feedback on little items will help to create a positive momentum that will lead to larger wins.

• Consider the person. It is vital to mull over the personality and likely reaction of the person receiving the praise. For example, thanking a shy or quiet person in front of others may lead to resentment — opposite of what you are looking for. On the other hand, some people may not be pleased unless their photo is on the cover of your employee newsletter. For feedback to be meaningful it has to be congruent with the individual’s personality. That said, you should never give negative feedback in front of a group but when possible, provide positive feedback publicly in as large a group as appropriate.

• Be sincere. For praise to be effective, the receiver needs to believe you are sincere in its delivery. Saying something for the sake of praise will only backfire.

• Offer praise appropriately. The greater the successes, the larger the recognition should be.

If an employee has a major accomplishment, such as managing the implementation of a new software or consummating the largest sale in firm history, you may reward her or him with a gift card, party or other large recognition.

On the other hand, small but critical successes, such as closing out the monthly books or finishing a two-week long project, calls for a lessened level of praise, otherwise you may diminish the overall impact of praise.

• Don’t mix praise and criticism. Praise and criticism are both necessary forms of feedback, but should not be intertwined. Instead, positive feedback should stand alone.

Meaningful positive feedback can have a tremendous impact on an individual’s confidence, morale and performance.

I know it has for me. Thank you to all my readers for your valuable feedback and inspiration for this column.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

08/29/10--05:40: Tough times put strain on trust and loyalty (chan 2087703)

The economic downturn has created many casualties. The latest, according to Deloitte’s annual Ethics and Workplace Survey, may be the most regrettable: employee trust and loyalty.

Trust and transparency are two influential factors in employee satisfaction, productivity and retention. According to the survey, they are suffering considerably.
Deloitte found 48 percent of respondents (typical employees) say loss of trust in their leaders is a key reason they will look for a new job when the economy improves. Interestingly, loss of trust is why incumbents keep getting voted out of office.

Further, 46 percent of respondents said a lack of open or “transparent” communication from leaders would drive them to leave their current organizations.
Perhaps worst of all, 40 percent of those surveyed said unfair or unethical treatment will cause them to look elsewhere for a position.

What is not stated in the survey is the best and brightest employees are the ones presented with the opportunities to leave, resulting in a brain drain for organizations.
Tough times strain relationships. While many people are happy just to have jobs, they are unnerved and disappointed about the changes, cuts and layoffs. To a large extent, the survey results reflect human nature and the fact that people look for reasons to be unhappy. Therefore, it is crucial for leaders to look within themselves and their organizations for ways to improve trust and loyalty. If you are relying on human nature to change, you will be waiting forever.

Retention of employees is critical for several reasons.

First, the cost of replacing an employee is generally between 50 percent to 120 percent of their salary. This includes cost of recruitment, downtime, ramp up period and training.

Second, organizational morale suffers when employees leave. It may raise the question in the minds of other employees whether they should look for a new position as well.

Third, when an employee resigns, there is a loss of institutional memory that, if not recorded, can have a negative impact on overall productivity.

So what can leaders do?

1. Hope the economy improves. In a difficult economy rife with layoffs and bonus and benefit cuts, trust and loyalty necessarily fall. Employees have expectations of their employers and, when reality falls short of expectations, employees are disappointed and unsatisfied. In their anger, many will seek what they believe to be greener pastures. A quick positive turn in the economy can lead to raises, bonuses and reinstatement of benefits such as 401(k) matches. This, if communicated effectively, will help to regain trust since at this point many employees are not expecting much. By exceeding expectations employers can recover loyalty.

2. Hope the economy continues to suffer. A tough economy means fewer jobs and less opportunity. It gives employers the chance to improve their practices and build stronger relationships with their key employees before they have a chance to leave.

3. Communicate clearly. Employers need to make tough decisions, but how they craft their message may be more important than the actual content. How well messages are communicated, disclosure of the reasons behind them and offering employees a chance to be heard may hold the key to employee loyalty and trust. Transparency in communications is easier said than done because when business is poor, organizational leaders are apt to communicate with greater opacity.

4. Communicate frequently. Regular communication, even the expression of bad news, is essential. People like receiving information and in its absence will create their own news, and rumors are almost always worse than reality. Visibility is crucial.

5. Segment your employees. Segmentation will allow you to focus your retention and loyalty efforts on key employees who are tricky to replace. Success is predicated on delivering the right effort and behavior to the right people. The razor-sharp focus segmentation allows will result in retention of key people.

I hope these tips help your organization manage its most valuable resource — its people — more effectively.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com

09/12/10--07:30: Do your best and work hard right off the bat (chan 2087703)

Getting new employees up to speed is part science, part art. Some organizations have intricate training programs; others just throw new employees to the wolves. I think a balanced approach is best — too much early training can overwhelm an employee and too little can leave them aimless. There are two guiding principles I use when bringing on board...

There are two guiding principles I use when bringing on board new hires that ensure the proper behaviors: the “Kissinger Test” and the “Soccer Lesson.”

When Henry Kissinger was secretary of state, an aide presented him with a report. Kissinger asked, “Is this the best you can do?” The aide responded he could do better. A few days later, the aide resubmitted the report. Kissinger inquired again, “Is this the best you can do?” The aide once again answered that he could do better. This interaction went on several more times, until finally the aide responded, “Yes, it is the best I can do.” Kissinger said, “Now I’ll read it.”

This clearly illuminates the principal that you should always give your best.

I couple the “Kissinger Test” with the “Soccer Lesson,” something I learned as a youth officiating soccer games. I did a poor job officiating a game and lost control of it. Afterwards, a man with a British accent, and evidently a soccer player, offered some advice. This unnamed guru suggested that, in the future, I should call the game closely and strictly at the beginning and loosen it up later. He said you cannot do the opposite. Once a precedent is set, it is difficult to make it more stringent over time, since it is akin to taking something away. That simple advice, proffered in the spirit of generosity, stayed with me these many years, helped me improve as an official and ultimately enabled me to become an effective manager.

Let me show you how I combine the two principles.

A human resources professional recently joined my team. Bright, ambitious but green, I endeavored to teach her how to excel at work. I wanted to quickly set clear and lofty expectations for her performance and have the lessons stick by striking an emotional chord. So I gave her the “Kissinger Test” and immediately held her accountable for very high expectations (“Soccer Lesson”). Applying the “Soccer Lesson” led me to give her a full workload, expect proactive learning and require her to work long hours starting from day one. Experience teaches that when people pass both the “Kissinger Test” and “Soccer Lesson” they turn out to be fabulous employees; those who struggle often fail.

Thankfully, she passed the test and quickly learned to meet, if not exceed, my expectations, confirming she has a bright future.

She now knows what I expect and realizes she is up to the challenge. The first few weeks were difficult, but this approach enabled her to learn visceral lessons I hope she remembers for the balance of her career.

This type of pressure should only be applied on new hires in creative jobs that require passion, enthusiasm and high expectations. Throwing these people to the fire has been for me a more effective way to acclimate new employees than a slow training period, which can lead to poor performance. Employees can become complacent, comfortable and unwilling to step up in the future.

As a manager, I am always looking for people who are wired to give their best. If they are not wired that way you can quickly rewire them through coaching and real life experiences like the “Kissinger Test.” What is critical is that the employees possess an innate passion and desire to improve. If they don’t, no amount of coaching, motivating or directing will help.

That is another lesson I learned the hard way. I thought with all my skills and abilities to influence others that I could change anyone’s behavior. On the contrary, if a person is unwilling to change there is nothing anyone can do. The two tests help identify individuals with a predilection and capacity for change and high performance.

Combining the two strategies of asking for someone’s best and doing it as soon as they start can help you and your organization raise productivity and get employees off to a quick start.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

09/26/10--11:00: The key to success is embracing wisdom (chan 2087703)

Successful people are competitive and have a passion for winning. Competitiveness can manifest itself in a myriad of habits, some that may lead to difficulty with others. Paradoxically, great strengths, the very ones that help people succeed, can be their downfall. That is the malady facing our politicians, business leaders and ourselves. Success may breed dogma, inflexibility, arrogance, inflated...

Successful people are competitive and have a passion for winning. Competitiveness can manifest itself in a myriad of habits, some that may lead to difficulty with others.

Paradoxically, great strengths, the very ones that help people succeed, can be their downfall. That is the malady facing our politicians, business leaders and ourselves.

Success may breed dogma, inflexibility, arrogance, inflated egos and exaggerated beliefs in abilities. For example, luck plays a big part in success. In his book "Outliers," Malcolm Gladwell offers research that says to be an NHL hockey player, it helps to be born in the first half of the year simply because you will be older, stronger and more mature than your peers. This is irrelevant as we age, but the luck of a birth month is crucial when you are 5 or 6 years old and begin to receive extra and better coaching that results in higher performance.

Success also stops many from hearing, in Tom Peters’ words, "the unvarnished truth." Absent feedback, successful people go unchecked by others and often extrapolate smarts from their area of expertise into all areas. I have worked with a lot of very smart people. I worked with fewer wise ones. The wise ones understand the limits of their knowledge and skills and don’t project them into other areas. They rely on the expertise of their colleagues.

Consider the following a "coaching session" to avoiding falling prey to your own success and become more effective in creating collegial and valuable workplace relationships.

• Get 360-degree feedback. Such feedback is a mechanism to learn more about yourself and how you are perceived. This includes feedback from supervisors, peers, subordinates and clients or other stakeholders (thus 360) in an anonymous manner. This is often a wake-up call for people who never really understand how they are perceived.

• Listen to people with different views. It is never easy for a strong-minded person to listen to conflicting views. Through sharing of thoughts and brainstorming sessions, however, ideas can be honed and perfected. Understanding different views can lead to knowledge and improvement. Be open-minded, especially outside of your expertise.

• Prioritize consensus. The process of consensus is one of give and take. It enables sharing and fosters buy-in. I read a study several years back that quantified the importance of buy-in. It indicated that when employees take ownership and pride in a project, they work on average at 95 percent of their capacity; when they don’t, they work at 55 percent of capacity. Sharing the decision-making process builds support and productivity.

• Don’t add too much value. I learned recently that it is possible to add too much value. In Marshall Goldsmith’s book, "What Got You Here Won’t Get You There," he suggests that when someone offers an idea, they possess ownership and are motivated to make it flourish. Perhaps, due to your experience and knowledge, you can show them how to make the idea 10 percent or 20 percent better. Often when we add "value," however, we reduce the other person’s ownership commitment by say 50 percent because the idea is no longer theirs. Let people run with their ideas without the compulsion to make them better.

• Don’t show how smart you are. Goldsmith indicates that a blind spot for successful people is the need to show others how smart they are. This can manifest itself by stating something as simple as "I know that," passing judgment or interrupting another person. Often it is simply better to prioritize being bearable over smart.

• Don’t blame. Leaders take responsibility. When people receive blame, they become resentful, angry and shut down. The last thing you want is an employee to be working at less than capacity because you pointed a finger at them. Instead of blame, focus on what can be learned from a bad situation.

• Recognize others. When workers put their hearts and souls into a project or a task, it is important to reward them. Often, the simplest reward is best. Give them a sincere pat on the back or praise them for their effort, if not their result. The bottom line: It is important to build strong relationships by leveraging and utilizing those around you.

Using some of the tips from this coaching session can help you be a more effective leader, manager or co-worker.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

10/10/10--07:15: Stressful decisions reveal character (chan 2087703)

CAREER COACH Fifteen years ago, while living in Florida, I had an unexpected visit from a childhood friend. In our youth, he held great promise. During our brief reunion, I saw a shadow of who he once was. His life had spiraled out of control and into a world of darkness. He was clearly in need. I had the opportunity...

CAREER COACH

Fifteen years ago, while living in Florida, I had an unexpected visit from a childhood friend. In our youth, he held great promise. During our brief reunion, I saw a shadow of who he once was. His life had spiraled out of control and into a world of darkness. He was clearly in need. I had the opportunity to try to make a difference but, letting life get in the way, did little.

One of the most influential pieces I ever read was a Harvard Business Review article called “The Parable of The Sadhu.” I read and reflect upon it often. It tells the story of successful American men on a climbing expedition in the Himalayas.

They come upon a Tibetan holy man or “Sadhu” who “intruded” upon their journey. The Sadhu, essentially unprotected from the elements and in bad physical condition, left the men with a choice: attempt to save him and risk their journey or leave him to die and achieve their goal. Most decided to continue on their journey, while one climber brought the man to another expedition and left him; he was now the new group’s burden. The author of the article, Bowen McCoy, was one of the climbers that day who did not help the Sadhu and has been haunted by the decision since. So profound was the impact that he left his Wall Street job and became a professor of philosophy.

The Sadhu provides a parallel to business situations — both require quick responses where indecision can have grim consequences. As on the mountain, most business decisions occur absent all relevant information. Also, in our business lives our rush to succeed can let our goals interfere with doing the right thing. I would suggest that most of us have become numb to situations we confront because of their banality and our drive to achieve. Sometimes we just look through or past issues.

Moral decision-making does not occur in a vacuum. The real test of personal and corporate values is what you do under stress. Judgments rendered under pressure reveal more about our character than pronouncements of corporate ethics do. As you think about the “Parable,” bear in mind that decisions made in the comfort of your office or home may not be the ones you would make on top of a cold mountain, or more to the point, under job stress. To a large degree, stress and teleopathy, the overzealous pursuit of a goal, limit us all.

Greed, singleness of purpose, rationalization and detachment conspire to keep Sadhus out of our lives. The detachment of politicians and the greed of business people combined to induce the financial meltdown, and the rationalization that followed elucidates how unfortunate decisions can impact or destroy others.

Last week, I received upsetting news about my friend. We had not spoken since our meeting in Florida 15 years ago. Despite my deluded hopes, his life had not improved. After a bad accident, he lost his fight for life. Years ago, I refused to let the Sadhu of my old friend into my life. It would have been difficult, perhaps futile, but I would have known I did my best. Instead I am left wondering: what if?

The stark lesson is that each of us needs to let Sadhus into our lives. You will not regret coming off the career carousel to help and support others, but you very well may regret the assistance you do not provide. I know from personal experience.

When we were seniors at Morris Knolls High School in 1986, the song “Spirit of ’76” by the Alarm was popular and it will forever remind me of my friend. The words are as appropriate today as they were then.

“Some nights when I can’t sleep
I still think of you of
And all the promises
And all the dreams we shared.”

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

10/31/10--11:00: Hardships test a leader's true strengths (chan 2087703)

Every year, thousands of books, articles and lectures are dedicated to the art of leadership, proffering countless nuanced theories about what makes a great leader. President Eisenhower offered a great definition calling a leader "a person with followers." Despite the volumes and focus on leadership, however, it is sorely lacking in many of our organizations. Leadership, indeed character, is...

Noah K. Murray/The Star-LedgerRutgers coach Greg Schiano during the Rutgers vs. Army football game at the New Meadowlands Stadium in East Rutherford, N.J., Oct. 16, 2010.

Despite the volumes and focus on leadership, however, it is sorely lacking in many of our organizations.

Leadership, indeed character, is best revealed during those few moments in our careers when we are confronted with catastrophe or extreme difficulty — the very moments when lives, or certainly significant goals, lie in the balance. Paradoxically, while we cannot prepare for these specific moments, we have been preparing, unknowingly, our entire careers.

When things are good, most people exhibit at least some leadership qualities. Unfortunately, people often confuse their good fortune and a positive environment with leadership acumen. The true test of a leader is what he or she does when the chips are down and they are faced with an unprecedented hardship or challenge.

Tragically, three weeks ago, Rutgers Head Football Coach, Greg Schiano, was confronted with such an event. Eric LeGrand, a Rutgers football player and, by all accounts, an amazing young man and student-athlete was injured and paralyzed. The swift and tragic nature of the injury had to shake Coach Schiano to his core.

Schiano showed true leadership during the moments and days that followed. He displayed empathy, commitment, stamina and sadness. In the face of a tragedy, he effectively projected leadership to disparate audiences: Eric and his family, the Rutgers team and staff and the broader community.

The following points can offer us all some guideposts when we are confronted with our "leadership moments."

• Develop strong relationships to tap into. This happens before the event. The Rutgers team, under Schiano’s leadership, was a tight knit group with a common purpose prior to the injury. His strong assistant coaches enabled him to focus on Eric while they managed the team. The stronger interpersonal and intergroup relationships, the more likely an organization will be able to withstand tough times. Developing trusting associates who can step up as you attend to matters is critical. Many businesses have faced their own leadership moments during the economic downturn and those without a strong organizational culture frayed.

• Keep your poise. Coach Schiano probably just wanted to sink his head into his hands and cry. Instead, he remained composed and by tapping into an inner strength, was strong for others. When tough news and difficult decisions arrive it is imperative not to make them about you. Find the strength to be there for others.

• Act with a clarity of purpose. When situations rapidly transform, it is imperative to prioritize your focus. Ask a simple question: "What’s Important Now (WIN)?" For Coach Schiano the game became secondary to the health of Eric and the well-being of his family.

• Know who needs the support. When Eric was injured, there were plenty of people who needed support, but none more than Eric and his family. The photo of Coach Schiano, in the middle of the game, comforting Eric’s mother is something to be long remembered. Next, he met with the team, spoke to the press and went to the hospital. Understand who needs the support most. As a rule of thumb, the least seasoned employees generally need greater support from leadership.

The true measure of a person is how they perform in those few difficult moments that define a career. In my mind, Coach Schiano will always be remembered for his leadership at a tragic moment and not for wins and losses. After watching his leadership that Saturday, I can understand why parents would want to entrust their sons’ futures to him. The road back for Eric will be long and arduous, but with the support of Coach Schiano and the Rutgers community hopefully a miracle occurs.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

11/14/10--11:00: Meetings need to be short, concise and to the point (chan 2087703)

I recently attended a very poorly run business meeting. It took three hours to discuss 30 minutes of content and nothing was accomplished. Afterward, I conducted some very unscientific research to see if my experience was unique in the human odyssey. The feedback was clear: Most meetings are inefficient, ineffective and often a complete waste of time. Meetings are...

CAREER COACH: Mark Schnurman

The feedback was clear: Most meetings are inefficient, ineffective and often a complete waste of time. Meetings are vital to organizations since they build and enhance organizational cultures, disseminate and discuss information, build consensus and generate decisions. These tips can enable your next meeting to be more effective.

• Have a definite time frame. Schedule clear start and end times. Ideally, meetings should be no longer than one hour and certainly not longer than 90 minutes. Anything longer will cause people to lose focus and attention. Show respect for the participants by adhering zealously to the schedule. Sometimes the end time may arrive in the midst of a rich discussion. Do not unilaterally choose to extend the meeting. Rather say something like, "I am conscious of our end time and that we are in the middle of a great discussion. Do we have a consensus to continue the meeting or would you prefer to stop and reschedule?" Nine times out of 10, the participants will want to continue. Sticking to a schedule also forces you to keep the meeting focused.

• Declare a Blackberry-free zone. Nothing can destroy a meeting more quickly than a group of disconnected participants fiddling on their mobile devices. If meeting schedules are adhered, participants can manage without any trouble. Using mobile devices in meetings are as disrespectful as they are distracting.

• Invite the right people. Know your audience and who is a necessary contributor and who is not. Meetings with unnecessary or missing people are generally not successful. If you don’t want a person’s opinion, don’t invite them. If you need a person’s buy-in, subject matter expertise or ideas, invite them. Be very intentional in creating meeting participant lists.

• Develop a clear agenda. An agenda serves as a road map that provides structure to meetings. Know what you want to accomplish in the meeting and be purposeful in designing the agenda. Also, when developing an agenda, address the most important items first. Try socializing agendas a day or so prior to meetings and seeking additional topics. This way, everyone is prepared for the discussion and there are no last-minute surprises.

• Focus on the discussion, not delivery, of information. If materials will be discussed at a meeting, distribute them with the agenda. For example, if a meeting’s purpose is to discuss financial results, it is important to give the participants time to review the numbers before the meeting. The opportunity to evaluate the content beforehand allows for deeper analysis and a richer discussion. Then, at the meeting, a short overview of the financials can be given, while the bulk of the time can be focused on discussion. In other words, don’t waste the group’s time on what participants can do individually; instead, use the power of the group for discussion.

• Give people space to speak, especially introverts. Often, meetings are dominated by a few people. As a meeting facilitator, it is important that you create space for all voices. This may mean speaking to people before the meeting and asking them to speak up more or giving others time to express their views. Without the opportunity to express their ideas and opinions, some people become alienated and frustrated.

• Conclude with clear, actionable steps. At the end of a meeting, be very deliberate and thoughtful about what the next steps are. Say something like, "What are the next steps?" or "What do we need to do and who is doing it?" By letting the participants settle on the deliverables, time frames and responsibilities, you enhance their ownership and follow-through.

• Summarize the meeting and next steps via e-mail. By recapping the meeting in an e-mail you ensure everyone is on the same page. In the message, request clarification or correction of the notes and next steps. If nothing is received in return, the recap stands.

Meeting management can be learned. Implementing these suggestions will help you avoid the abyss of poor meetings.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

11/28/10--05:45: Good leadership drives employee success (chan 2087703)

Employee engagement is a popular topic in management circles. At its core, employee engagement occurs when employees take personal responsibility and deliver extra, discretionary effort, above and beyond expectations. Organizations with engaged employees generate higher productivity, retention and bottom line earnings than peer companies lacking the commitment.

Employee engagement is driven by leadership. I consider myself a student of history and leadership. I believe the true purpose in learning history is not in the facts and dates, but rather how the knowledge of the past is able to inform our decisions today and in the future. History teaches that at its very core, leadership is about accomplishment. The father of modern management theory, Peter Drucker, put it well, saying, “Leadership is all about results.” Great leaders breed followers, effort and results.

There is good news for us all: Leaders are not born; leaders are made. Look no further than West Point. The U.S. Military Academy is fundamentally a leadership factory. They take talented young people and, through a disciplined approach, forge leaders whose skills transcend the military arts.

Many leaders try to change others, but their greatest impact comes from changing themselves. As the saying goes, the definition of insanity is doing the same thing over and over expecting different results.

Leadership, strategy, organizational structure, vision and execution drive performance. Leaders power all of these.

Modifications in a leader’s actions can be measured in performance productivity gains or losses. In the movie version of “My Fair Lady,” based on George Bernard Shaw’s “Pygmalion,” a snobbish speech professor transforms a flower girl into a high society lady.

While it is difficult to suppose Audrey Hepburn as anything less than a lady, it illustrates the point that we can transform others through our beliefs and behaviors.
Below are some of the behaviors top leaders implement to create engaged employees:

• Create a vision. A vision is what you want the future state to look like, not the steps to get there. Visions excite and engender commitment.

• Focus on critical success factors. As you conduct strategic and tactical planning, it is crucial to understand the factors vital to success. Focus on them. Avoid the noise. The acronym WIN stands for “What’s Important Now.” Asking yourself that question often will facilitate you and your team in staying focused.

• Monitor effort. Most of us look at results, but it is the proper behaviors that create positive outcomes. If people are doing the right behaviors, the right way at the right time, the objectives will be met.

• Overcommunicate. Most people are not mind readers. Clearly articulate goals by laying out your targets and the necessary steps to their achievement. Drill down to the level of individual employee actions. If you leave anything open to guesswork, people will guess wrong.

• Take responsibility. Leaders seize responsibility and accountability for everything under their purview. They avoid excuses. If the circumstances are not in their favor, they create them or adjust their approach. Leaders do not do everything themselves, but they look within themselves to see what they can do differently.

• Give the gift of belief. The supreme gift one person can bestow on another is the gift of belief. Leaders must exhibit confidence and trust in their people. If people are capable, understand the vision and the critical success factors and feel your confidence, they will perform. You may need to direct them to stay on course but use their energy and enthusiasm. The vast majority of employees want to perform at a high level, but need the right leadership and environment to thrive.

• Connect. Research shows that employees’ relationships with their direct supervisors influence their behavior most. Demonstrate to employees you care about them and they are important to organizational success. Working in an environment with sincere and positive human relationships, full of purpose and fulfillment, stimulates performance. The conviction that leaders are concerned empowers employees to achieve incredible things. Let them know their positions are safe and secure.

Employee engagement can only be accomplished through true leadership. Now is the time to make things happen.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

12/12/10--11:00: Get greater visibility in the new year (chan 2087703)

I love December. Cold weather, my birthday, the holiday season and a chance for new beginnings energize me. Many individuals formulate New Year’s resolutions, while organizations perform employee appraisals, set goals and formulate strategic plans. As I direct my organization through this process and set my personal sights higher, I have some tips to make 2011 your organization’s best...

CAREER COACH: Mark Schnurman

I love December. Cold weather, my birthday, the holiday season and a chance for new beginnings energize me.

Many individuals formulate New Year’s resolutions, while organizations perform employee appraisals, set
goals and formulate strategic plans.

As I direct my organization through this process and set my personal sights higher, I have some tips to make 2011 your organization’s best year ever.

• Look ahead. You cannot drive while looking in the rearview mirror, so don’t try to manage that way.

Employee appraisals are backward looking, but can be used to reward performance and as a springboard to the future. Employers and employees should utilize the appraisal process to define the expectations.

• Deliver honest feedback. Most people accept constructive feedback when well crafted. Two main points to augment the odds of acceptance: frame it as advice and become a partner in the process.

In addition, be direct when telling someone they are performing poorly. These are difficult conversations, but that is what managers do. Many managers lack the skill or desire to effectively supervise their employees and shirk this responsibility.

• Put people first. The most impactful decisions a manager can make are who to hire, promote and fire.

In a world of scarce resources, it is a necessity to choose wisely. For example, more than 50 percent of IT project implementations fail to achieve their goals.

These projects, with thousands of hours of project design, management and implementation fail, not because the technology or project management is poor, but because little time is spent on the human side of the project.

As the failure rate shows, if poorly executed, even the best strategy or product can fail. People execute, plans don’t. Commit the necessary time to people strategy.

• Job expectations must be clear. Employees must understand what is expected of them.

A great practice is to revise individual job descriptions every year. Take the old description and have the employee rewrite it. Then sit down and review it with them. This level sets expectations and ensures they accurately prioritize efforts.

In addition, use goal planning tools. Planners lay out goals at regular intervals (I use quarterly and yearly goals), forming the basis for the regular communication and developmental feedback that is critical but often missing in organizations.

Well defined and time-sensitive goals frame discussions and ongoing dialogue. It is axiomatic but true that people either get better or worse, but never stay the same. Well-executed goal planning enables constant improvement.

A word of advice to employees: be proactive in your career.

If your manager is not proactive in this process, take the lead. Seek feedback from your manager in developing goals and a career path. Control your career.

• Provide the tools to improve, and a measurable standard and timeline to track progress. Improvement does not occur in a vacuum. Training, coaching and stretch projects are the tools that enable growth and development. When aligned with clear and realistic goals, organizational strategy, management practices and reward programs are powerful transformational tools. Knowledge workers, facing constant technological, competitive and workplace changes want to grow and evolve. They need to be cultivated.

• Position the right people in the right places. It is important to frequently look at the nature of a role, how it has evolved, and to determine if the right person is in place. A single job can turn from a growth opportunity to maintenance of the status quo to a turnaround in a year. The skills, demeanor and approach needed changes with the tenor of the role.

• Increase collaboration. Teams accomplish more than individuals. People like to collaborate and share as the growth of wiki sites illustrates. Enable it through team building, management practices and reward systems.

Great people practices are a force multiplier. Research shows most people provide around 60 percent of their capacity to their employers. That means a 50-percent increase in your work force’s performance is attainable by simply getting more from people without even pushing them to their capacity.

Now that’s a New Year’s Resolution everyone can benefit from.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

12/27/10--08:04: Tough race illustrates work-life lessons (chan 2087703)

Tough race illustrates work-life lessons

Two weeks ago, I ran in the Delaware Water Gap 50K. Affectionately nicknamed "sea of rocks," the DWG 50K was a 31-mile race, primarily on the Appalachian Trail, with about 6,000 feet of elevation gain and loss. The race evoked some running-inspired business lessons I hope resonate with you as we approach the new year.

▪ Lay the groundwork. After completing several marathons and a 50K, I was aware of the amount and quality of training necessary for an endurance event. I trained for 10 weeks, waking early, pushing myself and fighting through nagging injuries. Preparation creates the foundation for execution. Many times, the effort leading up to an event, like the bulk of an iceberg, is unseen. Yet the dignity and self-respect associated with giving your best lets you sleep well at night. Running 31 miles also helps.

▪ Put action before feelings. During a difficult climb, I thought of the four steps of the achievement cycle: First, set an activity goal; second, perform the activity; third, think about it; fourth, after completion, enjoy the feeling of success. The achievement cycle works by directing action. It helped flush feelings of pain and possibility of quitting from my mind by focusing me on my stride. Because accomplishment is usually coupled with hard effort and strain it is easy to get derailed. Avoid thinking about potential consequences; instead stay focused on action.

▪ Adjust to setbacks. My race goal was to maintain a relatively even pace throughout. About 4 miles in, I fell hard and injured my chest. The acute pain grew with every step, forcing my pace to gradually slow. At work, unexpected issues often impact our performance. Changes in circumstances necessitate adjustments in strategy, execution and mindset.

▪ Own your errors. Late in the race I got lost, adding another mile and a half to my run. Essentially, I moved the finish line. Further adding to my frustration, several runners, who stayed on course, passed me. It was my responsibility to stay on course. The same holds in our careers.

It is not good enough to work hard. You must stay on course and finish strong. While setbacks may cause us to miss out on plum assignments or promotions, understanding what went wrong and how you can improve yourself should be the true learning.

▪ Stress deepens emotions. The run's intensity and associated pain produced strong emotions and bonds among runners. The same phenomenon occurs in business, where the pressure and strain of long hours and difficult assignments bring people closer, but can also generate personal rifts. Recognize and proactively manage the impact that demands and tension place on relationships.

▪ Recover. The night of the race, my legs were incredibly sore. I had a difficult time walking up stairs. I took a week off after the race to recover.

In our careers, mental health days, vacations and generally finding work/life balance adds to longevity and avoiding burnout.

▪ Support others. The DWG 50K was a free race. The organizers volunteered their time and money so 50 people could go for a long stroll. Runners support each other on the course. In fact, when a runner fell and broke his ankle, a group gathered to carry him to safety, eschewing their goals for his health.

Think about who you can assist. Perhaps it is a struggling employee who needs support or a recent graduate who needs mentoring. You do not need a reason; help others just because you can.

▪ Relish and reward your accomplishment. Driving home I passed through the Water Gap for my final time that day. The enormity of what I had run through, up and down was clear. I was jubilant and rewarded myself with a special dinner. Within hours, I began thinking about my next event, even though I was not ready to train for it. In business, especially in today's world, you cannot rest on your laurels. After reward and recovery, keep moving forward from one challenge to the next.

This is my last column of the year and I wanted to thank you for your support and wish you a happy, healthy and prosperous new year!

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

01/09/11--04:11: CHANGE your organization with these steps (chan 2087703)

The New Year is a time for change, resolutions and new beginnings, and like all transitions can be a critical inflection point for both our careers and businesses. Achieving sustainable, long-term change requires a very intentional, structured and proactive approach.

Althea Goodison-Orr of West Orange, Principal of Magellan Change Consultants (magellanchange.com), is an expert at ensuring that individual and organizational change and effectiveness initiatives “stick”. Althea, who has facilitate sustainable change initiatives at organizations including Pfizer, Metlife, AT&T, Nabisco and Baxter developed thoughtful and successful change model. Althea’s six-phase C-H-A-N-G-E © framework has the following key points:

Clarify needs.
This is the most critical phase since it sets the stage for everything that follows. Clarifying needs creates shared understanding and definition of the change — specifically, the rationale, expectations and desired outcomes. When implementing without clarity the risk is that you may have competing and confusing priorities. For example, an individual may decide to get a new job in a specific industry or a company may decide to implement a new software system. The key question to ask at this stage is, “What do we really need to accomplish?”

Highlight stakeholders and develop a plan.
Once the need is clear, the focus turns to plan development and understanding the key stakeholders. The stakeholders are the people with a well-established interest in the outcomes, based on how it may impact them. They may be resistant to change. Resistance, whether covert or overt, can add unnecessary stress, effort, time, money, loss of revenue and more, to the implementation process. For example, if a job change requires longer hours, your spouse is a key stakeholder. In the organizational example all the key leaders impacted by the new software will be the stakeholders. The key question is, “Who may be resistant to change and why?”

Assess impact and readiness.
Impact assessment is an often overlooked component of change implementation efforts. It is important to be able to answer the question — “Once this change is implemented, how will the ‘world’ be different?” For example, landing a job with longer hours can put more stress and responsibilities on your spouse, while a new software program can require the retraining of all impacted employees. The key question is “how ready are we to deal with this/these impacts?”

Narrow and refine options.
The previous steps provide general direction, but multiple options will remain. Now is the time to analyze the specific options to minimize costs and maximize results. The key question is, “What is the best cost/benefits scenario?”

Get ready and customize approach and tools.
Now the change effort will become visible — through communication, training, process changes, and implementation of key decisions. The change implementation must be tailored to reinforce the need, and, the benefits of the change and well thought out to maximize positive reactions. The key question is, “How do we get the most buy-in?”

Execute change plans and measures.
Now it all comes down to execution and if you execute poorly they key stakeholders may be in favor of yours! Keep in mind that change is about people, their emotions, habits, psychology and frailties. The key question to ask during the execution stage is, “What is important now?” By constantly focusing on the people and the critical success factors you can ensure the success of any change initiative.

One of the greatest challenges in a change effort is managing the unforeseen issues that arise. To address this, Althea developed an innovative business simulation, titled Now What?, that allows participants to “practice” implementing change.

The simulation is a fabulous learning tool, allowing participants to play out a mock change initiative and addressing the challenges that crop up. Participants, working collaboratively on teams, can make mistakes and learn in a safe environment, before the stress, emotions and risk of actual implementation. Since over half of organizational change initiatives fall short of expectations the benefits improving execution that the simulation fosters can lead to hundreds of thousands of dollars in savings. The team works through the key challenges that present themselves at every phase of the process. Afterward, participants possess the skills and confidence to execute change initiatives in the real world.

I am confident that this primer on change will help you and your organization make change successful in 2011!

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

01/23/11--07:13: A mountain of lessons one by one (chan 2087703)

A mountain climbing expedition offers life and career lessons.

Two weeks ago, my friend Pat Hinfey, an emergency room physician at Newark Beth Israel, and I traversed the Presidential Range in the White Mountains of New Hampshire. The mountains are known for their extreme temperatures and strong winds. Our guide, Art Mooney of Mooney Mountain Guides, advised us that clients rarely choose the traverse because of the unpredictability and harshness of the weather.

Before passing judgment on the saneness of hiking the Whites in January and experiencing wind chills below minus-25, sleeping on a frigid mountainside and climbing a bare ridge in 50 to 60 mph gusts, let me explain why I did it, what I learned about myself and how it applies to my career.

I enjoy pushing myself in all facets of my life and crave discomfort while others covet ease. Succeeding at demanding work projects and assignments or testing myself physically and mentally in the outdoors stretches my capabilities, increases my self-awareness and confidence. Here is what I learned on my trip.

Keep it simple. On the mountains we confronted frigid temperatures, howling winds and poor visibility. Devoid of behavioral options, I simply placed one foot in front of the other. The paucity of choices and simplicity of effort strangely contrasted with the business world’s various decision points and mantra of multitasking. I learned that often, a razor sharp focus on critical activities is more fruitful than juggling 101 things.

Trust others. We implicitly trusted our guide and that trust ensured our success. At work, trust in our leaders and their vision is crucial to our productivity and achievement. If you lose trust, it may be time to switch jobs, because it is difficult to perform at your highest level without trust in leadership.

Be quick, but don’t rush. In the severe cold, to stay warm it is necessary to move rapidly without rushing. Moving too quickly can cause mistakes, but if your pace is too slow, you may not accomplish enough.

Teamwork. We worked in an efficient and collaborative manner setting up the campsite and breaking it down in the morning. I believe we worked so well because we had a compelling imperative: succeed or freeze. At work, teams should be created based on necessity and shared accountability to ensure individual commitment to the team and its success.

Adjust plans. We planned a three-day excursion, but the weather mandated a change. As our guide said we “put the hammer down” and traveled about 50 percent farther the first day than originally planned, thus avoiding a potentially dangerous situation. We were unable to reach the summits of all the mountains, a reminder you cannot accomplish everything you desire. Experience informs good decisions, and we relied on our guide’s expertise to adjust our plan. At work if you do not know how the changing environment will affect your plan, seek counsel from others, but do not be frightened to change course.

Believe in yourself. While some moments on the mountains were harrowing, quitting was not an option.

We set out to complete the traverse, and until we completed it, we had unfinished business. I realized our individual capacity to endure and overcome is greater than we appreciate. At work, believe you have the capacity to accomplish your goals and you will. When doubt creeps into your mind, extricate it quickly.

Focus on action, not your thoughts.

Adversity promotes growth. Nietzsche said, “That which does not kill you only makes you stronger.” While stumbling up a mountain in 60 mph winds, I understood the moments when you fight hardest feel better than when you achieve with little effort. Adversity strengthens and improves us by testing and expanding our limits.

Disconnect. On the mountains, I completely disconnected from the world. The more restrictive our work life and culture become, the more essential it is to find ways to disengage and unshackle oneself. Without true balance, we cannot work to our capacity.

On the way back, Pat asked me if I had fun on the trip. Funny, but while on the mountains I never thought of whether it was fun, I just focused on survival. Perhaps my enduring lesson is that in work and life, if you take care of the little things and do not think too much, everything will take care of itself. It did for Pat and me!

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com

02/06/11--08:13: Staying LinkedIn can open many doors (chan 2087703)

LinkedIn has changed that. LinkedIn is a social networking site for business, think Facebook for grown-ups, which allows professionals to connect with one another.

Job hunting is evolving. Before the internet and the advent of social networking sites, organizations and recruiters had difficulty finding passive candidates. LinkedIn has changed that. LinkedIn is a social networking site for business, think Facebook for grown-ups, which allows professionals to connect with one another. LinkedIn users can post their education, career experience and expertise in the hope of connecting with other professionals.

Howard Reingold (http://www.linkedin.com/in/howardreingold), a product management executive from Morris Township who lost his job during a recent downsizing, has found LinkedIn to be incredibly helpful.

"Throughout my career I have developed strong relationships with my peers and managers. LinkedIn offers me the opportunity to stay connected and network with them. I have received several leads from my connections, and my LinkedIn profile is viewed regularly."

LinkedIn is your professional marketing page to the online world, and these tips will maximize its efficacy and help you land your next job.

• Polish your profile. Begin by completing your online profile. To utilize the different sections effectively, I recommend using the headline to grab attention, the summary as your cover letter and the experience section as an accomplishment-oriented résumé. Since LinkedIn lives in cyberspace, everything in your profile is fair game, so keep it truthful and consistent with your resume. To get ideas about creating a strong message, view other people’s profiles. Feel free to view my recently updated profile as an example (http://www.linkedin.com/in/markschnurman).

• Include a photo. People are curious creatures and like photos, so post a professional photo and not a personal one—those are for Facebook. The photo is your representation to the business world, so choose your image wisely.

• Utilize keywords. While it’s great that you are hard-working, diligent and a team player, no hiring managers and recruiters use those terms to find candidates. LinkedIn, like job sites and recruiting software, is keyword sensitive. Repeat keywords to ensure your profile’s primacy in searches. Replace ubiquitous, generic statements with appropriate keywords for your job and industry. Recruiters do not read your complete LinkedIn profile; they find matches through keyword searches.

• Create a strong network. Create a set of associates that represents contacts with whom you can network. Don’t accept invitations from unknown people unless it benefits your network. People assess you by the quality of your connections. There are several ways to find connections. First, you can do a name search. This is easy when looking for a "Schnurman," but more difficult finding a "Smith." Second, conduct a company search that will identify past and current employees of a specific organization. Third, browse the connections of your contacts. Finally, LinkedIn also allows you to import your contacts from Outlook and webmail, enabling quick and targeted growth of your network.

• Get recommendations. Recommendations validate and add credibility to your profile, thus strengthening your image. Use recommendations from close contacts because there is a strong likelihood they will be contacted in your job search. Be helpful by assisting people who ask for recommendations or introductions. That is the purpose of LinkedIn, and it will engender good will and reciprocity.

• Monitor your views. Regularly see how many times your profile was viewed or came up in searches. If you are not receiving a lot of "hits," it may be time to make adjustments to your profile.

• Join groups. LinkedIn has myriad groups and allows users to join up to 50. Strategically choose groups in which people searching for you will look. Try joining the largest groups in their category and some smaller, more specialized groups. Many groups have job postings within the group, so be sure to check that regularly.

• Finally, leverage your connections to network into organizations or to a specific person. Introductions are more powerful than random contacts. Do not feel uncomfortable reaching out. That is why people join the site, and most are happy to help.

LinkedIn has quickly become a foundational business networking tool. In today’s free-agent economy, LinkedIn helps people stay connected with others. Reingold states, "A well-conceived, up-to-date profile makes you more attractive to potential employers. Business networking is critical to your future success, and LinkedIn is the tool to pull this together."

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

02/20/11--06:58: How to become a manager's favorite employee (chan 2087703)

Research shows that employee satisfaction, engagement and the decision to leave an organization largely hinge on the seminal relationship between an employee and his manager. Yet for many it is less than ideal. Managing up is the art of developing a deeper, more collegial relationship with your manager. Managing up is an easily learned skill that will enhance your...

CAREER COACH: Mark Schnurman

Research shows that employee satisfaction, engagement and the decision to leave an organization largely hinge on the seminal relationship between an employee and his manager.

Yet for many it is less than ideal. Managing up is the art of developing a deeper, more collegial relationship with your manager. Managing up is an easily learned skill that will enhance your relationship with your manager, your work performance and overall job satisfaction.

A sincere, earnest and genuine approach will facilitate an improved relationship with your boss. The wrong attitude or approach may very well backfire and be injurious to the very relationship you are hoping to improve.

Managers, like the rest of us, have favorites, and the following tips will enable you to become your manager’s preferred employee.

Speak to your manager every day. Be warm, friendly and connect on a personal level. Find nonwork interests in common such as books, pets or sports. These are easy to discuss and avoid the risks that topics such as politics or religion pose.

"Stop and chats" are a pleasant technique to build relationships. Often, managers avoid getting close with their subordinates. If you see your manager at the coffee station, go over and strike up a conversation. He will welcome it.

Reduce your manager’s workload. Do your own thinking and offer solutions. Managers, frustrated by intellectually lazy employees, often complain "Next time I will do it myself because it is easier that way."

Also, volunteer for projects and assignments. With a plethora of work and busy schedules, people may avoid stepping up. Be different. Find the bandwidth to take work directly from your manager. Forget job descriptions and do what needs to be done. Managers love people who just do it.

Prioritize what is important to your boss. Influencing requires adjusting to the other person’s preferences, not asking him to adjust to yours. Identify what is important to your manager and deliver. So, for example, if your manager is a numbers person give him numbers in his favorite format even if you don’t think in numbers.

If your manager likes fact-based decisions, show them the analysis and don’t shoot from the hip.

In the same vein, communicate in your manager’s style. Personally, my preferred communications style is face to face, followed closely by the phone. Yet my manager favors e-mail, so we interact through e-mail. Convey information in the manner your boss prefers and both the information and you will look better.

Identify your boss’s preferred mode of communicating by noticing how he communicates with you. Adapting your style for short periods of time is easy, but if you need to completely change your style you may be in the wrong job.

Exhibit sincere appreciation. Brown-nosing works. Your manager is human, even if he does not always act it, and appreciates professional, positive feedback and an occasional gratuitous suck-up. So deliver! Don’t take it too far, but show that you respect and value him and learn from his expertise and guidance.

Watch your manager’s back. A former manager furnished bad information that I relied on. Consequently, I made a bad decision. I took full responsibility and dealt with the consequences.

My manager realized that my mistake was caused by her error. My small gesture transformed our relationship to one where we always protected each other.

Keep your manager informed. Loop your manager into potential risks, problems or challenges. Managers loathe surprises. Provide a regular status report on your projects that also highlights your successes. Don’t assume your boss knows about your triumphs. Toot your horn and sing your praises. When you exceed goals or complete a project, let your boss know. Be sure to link your achievement to his guidance and support.

I hope these tips help improve your relationship with your manager and position you as a valuable, perhaps indispensable, asset.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

03/06/11--07:40: Lessons in winning from Charlie Sheen (chan 2087703)

Avoiding the pitfalls that Charlie Sheen fell into.

Charlie Sheen was one of TV’s biggest celebrities, starring in "Two and a Half Men" since its 2003 debut. The show quickly gathered a strong following and became one of the most-watched programs on TV. During its run, Sheen had several off-screen episodes. Since he was a star, we all shook our heads and laughed it off.

Until now.

After several incidents of unstable behavior and a series of inflammatory interviews, CBS decided to stop production on the show for the rest of this season.

Sheen was on top of the world, and in a moment that world came tumbling down.

Here are some takeaways to help you avoid similar pitfalls:

•Outside activities can derail you. Sheen’s issues were initially relegated to his personal life. However, for all us, the lines between our personal and work lives are more blurred than ever.

Today, each of us lives in the public realm. Facebook, Twitter, digital photos and recordings, the blogosphere and other technologies ensure that events have an infinite shelf life. Off-color comments and inappropriate activities no longer disappear into the ether. Before uploading a funny video or risqué photo, you must consider the impact it can have on your livelihood. I wish our world was more forgiving and less judgmental, but we need to live in the world as it is and not as we hope it to be.

•You are expendable.

No one is too successful or talented to lose his job.

Charlie Sheen was the anchor on TV’s top-rated comedy. He established a tremendous franchise and revenue stream for CBS. While top performers often get more chances, in the end, they can be let go like anyone else.

•Control your emotions.

As tensions with his network escalated, Sheen lost control and made comments that could be seen as anti-Semitic.

I have no idea whether or not he is anti-Semitic. I am not sure he knows. Many comments made in anger are meant to induce pain on others, while not necessarily being heartfelt beliefs. Do not discuss situations while passions are inflamed. Instead, take a walk or a break or vent to someone who will keep the conversation confidential and who does not work with you.

•Do not badmouth or gossip about your employer or co-workers.

The walls have ears and people have mouths. The worst thing you can do is confide in a colleague and tell him not to tell anyone. That almost always guarantees the comments will be repeated. When you gossip or speak poorly of others it diminishes you and says more about your character than the other persons.

•Rash apologies after a faux pas are self-serving.

Private, calm and sincere apologies are effective. An ill-conceived apology in the midst of a situation may be considered overly convenient and disingenuous. This only makes the chances for a genuine apology to become more difficult later.

•Take responsibility.

Sheen has a substance abuse issue. He made some outlandish comments. In the aftermath, he failed to take responsibility, instead blaming others. Finger-pointing is ineffective. Take accountability and try to solve the problem. If Sheen managed his conduct, his show wouldn’t have been canceled for the rest of the reason and his fellow cast and crew members would not be
out of work. If you transgress, look in the mirror; you have only yourself to blame.

The final lesson is societal in nature. In most organizations, top performers are treated more leniently.

However, we make a mistake when we extrapolate talent in one area into other. Inappropriate adulation and disparate treatment enhances feelings of immunity from rules.

Charlie Sheen is someone who was desperately reaching out for help, but as his fans, we are unable to give it. In contrast, at work you can help others, and to some extent must. So instead of forwarding the bad e-mail or pointing fingers try positively influencing people who need.

If the people around Charlie Sheen were able to persuade him to get help, his painful fall from grace may have been avoided.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

03/20/11--06:32: Well-managed moonlighting does a career good (chan 2087703)

Moonlighting can be a healthy career move, and lead to new opportunities.

CAREER COACH: Mark Schnurman

The U.S. Department of Labor estimates that 8 million Americans "moonlight" with second or even third jobs.

People obtain additional jobs for a variety of reasons, including earning additional income for bills, extra money or to build skill sets.

The recent recession and associated economic strain drove an increase in moonlighting as individuals endeavor to improve their financial positions.

For the last several years, in addition to being human resources director at GFI Capital, I have authored this column for The Star-Ledger and taught at both Fairleigh Dickinson University and Penn State University’s World Campus (online).

I am fortunate to moonlight in areas I am passionate about such as writing, teaching and learning.

My interest in these activities complements my day job and allows me to share the wisdom that others imparted to me.

In addition, I learn a lot from my readers and students. My jobs do not conflict, since I write or teach on evenings or weekends.

The skill sets I hone and develop moonlighting helps me perform at a higher level in my primary job. It is a truly symbiotic relationship.

Despite the various benefits that working more than one job offers, it can be difficult to balance. As someone with experience, I have some tips to ensure you effectively manage multiple jobs:

Identify your goals. Know what you want out of your second job, otherwise it may not meet your needs. When seeking extra money ensure the required income is achievable. If you are doing it for growth and experience, make sure you get it.

Seek variety. Disparate experience will complement your current position and reduce your chances of burnout. If you have a desk job, try a more active position. For example, I know several professionals who officiate sports games or work retail on the side.

Think transition. Moonlighting can lead to complete bliss and a new career. For example, I know several people who worked part time as realtors to earn some extra income. They enjoyed the work and met with a high level of success, so that they eventually transitioned into real estate full time. Second jobs are a great way to indulge your talents and passions and transform your career.

Manage your stress and burnout. Working an extra job will reduce your free time and make balancing your increased demands difficult. The adage, "If you want something done give it to a busy person" is true. However, there is a corollary that is equally true: Overworked people tend to burn out.

Find your equilibrium. As a human resources director I work briskly, managing multiple priorities simultaneously. Writing and teaching allow me more flexibility. For the most part, I am able to create my own schedule. Clearly, working too many hours can lead to reduced job performance and put your primary source of income at risk.

Understand your company’s policy. Don’t jeopardize your day job by moonlighting at a similar occupation or not communicating to your manager if required. Review your employee handbook or policy manual to determine whether you need prior approval. If you do, get it!

Avoid work conflicts. Don’t take a position that will conflict with your current job schedule.

For example, if your job ends at 6 p.m., don’t accept one that will require you to leave early. Endeavor for a short commute to minimize travel between jobs.

I used to teach a class whose schedule required me running to the train in order to arrive on time.

The time constraints caused me to discontinue teaching it. Also, try not to leave too much down time between jobs.

Manage your deductions. Working limited hours may lead to a year-end tax problem if your second job does not withhold federal taxes each week at the correct rate. I actually add a dollar amount to my deduction for my teaching jobs to ensure I do not have a year-end deficit.

Second jobs are a great way to enhance your income and grow professionally, but they contain some risks.

If you are diligent and thoughtful in finding the right one, it can help you through a difficult time or take you to the next step in your career.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

04/03/11--04:43: How to manage perceptions to gain success (chan 2087703)

Perception, born from observation, is how people assess you.

CAREER COACH: Mark Schnurman

Managing the image and the messages you radiate is a critical tool for a successful career and establishment of a strong reputation. Perception, born from observation, is how people assess you.

Unwittingly, many skilled and accomplished individuals diminish their reputations and standing. In fact, experience and talent are irrelevant if people perceive you poorly.

Image matters most when seeking a new job or a promotion. Deliberately fashioning your image will help you control what people think of you. Do not leave your professional image to chance. Sometimes it is the insidious little habits that can limit a career. The following tips will help you develop a strong image.

• Don’t be a clock watcher. Avoid arriving and leaving by the clock. Arrive a few minutes early and stay a few minutes late — five minutes is all it takes. Don’t join the waves of people who board the elevators exactly on time. Also, start work on time. Arriving on time and eating a leisurely breakfast at your desk or freshening up for 10 minutes is not okay and your manager is taking note. Of course, showing up for an interview late is the kiss of death.

• Create a professional e-mail address. Personal e-mail addresses should be devoid of slang, risque or otherwise unprofessional content. Recruiters will often avoid contacting candidates with inappropriate e-mail addresses. Your e-mail is a reflection of your professionalism. Using a combination of your name and adding a number is safest, hence markschnurman@yahoo.com.

• Leave clear and concise voice-mail greetings. Endeavor for simple and professional greetings on both your work and cell phones, since cell phones are an extension of work. The safest voice-mail message would say something like, "Hi, you have reached Mark Schnurman. I am not available. Please leave your name, number and message and I will return your call as soon as I can. Thank you." A message like this is simple and safe.

• Dress the part. Wear clothing at least as professional as your peers. Do not show unnecessary body parts or wear sexy garb. If you are not sure if something is appropriate, assume it is not.

Finally, when going on an interview, always wear a business suit.

• Avoid gossip and manage your associations. Gossiping and negative comments have no place at work. When interviewing, avoid making negative remarks about your current employer.

Also, every organization has a group of people who are looked upon positively; associate with them. Avoid being associated with negativity. Fair or unfair, you don’t want to be guilty by association.

• Manage your technology usage. Leave your BlackBerry at your desk when you attend a meeting. Put it on vibrate at your desk because although your ring may be cute, no one wants to be distracted by it. Manage personal phone calls by making them from your cell phone outside the office.

• Stay engaged. Make good eye contact and listen intently. Carry a pad and pen to meetings and take notes, if appropriate. Summarize next steps at the end of meetings. Avoid viewing your BlackBerry or computer, or answering your phone when you are with someone else. Send the message that nothing is more important at that moment than the person you are meeting with.

• Beware of social networking. Manage your online image carefully. Twitter, Facebook and other social networking sites time-stamp your comments, allowing your employer to see you are "socializing" at work. Also, people do not look promotable in drunk photos, so do not post them.

• Surf the web at home. Many organizations have sophisticated software that monitors internet usage. Therefore, only go on the web for personal reasons when absolutely necessary and avoid taboo sites, such as gambling and those with sexually explicit content. By the way, minimizing your browsing window when your manager approaches is a dead giveaway you are hiding something.

• Learn to write. E-mail is an informal mode of communication but when work-related, write professionally. Be more formal than with friends and only use real words. BTW: "lol" is not a word.

• Avoid displaying body art. Piercing and tattooing are personal choices, but showing them off in an office is a silly one. At work, remove unprofessional piercing and cover your tattoos. That may mean wearing long sleeves year-round, but it is critical to managing your image.

• Position yourself by creating the professional image you want to project. If you don’t define yourself, you will be defined by preconceived perceptions about who you are or by perceptions of what you do.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

04/17/11--08:34: Choose your decision-making method wisely (chan 2087703)

In reality, the decision-making process is a continuum with countless iterations and is heavily impacted by organizational culture.

CAREER COACH: Mark Schnurman

The contentiousness of our two-party system, highlighted recently by the budget battle and potential government shutdown, started me thinking more intentionally about decision-making style and the two competing approaches: collaboration or individual.

Collaboration necessarily implies cooperation and open-mindedness to compromise. Therefore, the divide in our two-party system, even when agreement is reached, is not consensus. In contrast, entrepreneurs exemplify individuals fully charged and responsible for making important decisions.

So, which one should you use? It depends on you, the decision and the organization.

When to use consensus: Consensus works when there is a sincere willingness to compromise and a strong belief that agreement can be reached. The seminal idea behind consensus is that people with dissimilar viewpoints can compromise and implement decisions that may not be fully their own or completely satisfy their original goals. I cannot stress enough how necessary openness to compromise is for success with consensus. Feigned openness fails when people realize their input does not count.

Generally speaking, the consensus approach is heavily used in larger organizations where buy-in is critical to implementation and the decision-makers may be removed from critical data and information. Strategic decisions may not be best for consensus, but decisions on how to execute may be, since execution ripples through organizations and requires greater buy-in for success. Finally, employees with low organizational status, power or support may want to avoid making individual decisions and seek collaboration.

The pros and cons of the consensus process include:

More input and brainstorming about decisions. Stakeholders’ feedback theoretically results in better decisions. On the downside, it can also result in disagreement and indecision.

Broad buy-in. By gathering feedback and engaging in discussion, the consensus process generates agreement and support that can be harnessed during the implementation stage. The shortcoming is that even in consensus there are winners and losers. People who feel their voices were not heard in a process designed to hear all voices are often more upset than if the facade was never there in the first place.

Strong relationships: Cooperation fosters organizational identity and collegiality, which in turn, strengthens personal connections. In addition, the process of communicating helps build relationships that can be utilized in other areas and for other means.

When to use noncollaborative means. Sometime situations exist where agreement cannot be reached. To avoid tensions flaring and disagreements turning personal, it may be better for an individual to make a decision, acknowledge the disparate views and ask everyone to move forward. Often, decisions need to be made immediately, and there is no time to engage others and vet them out. In these situations, an individual must step up to get things done quickly. Individual decision-making also works in instances where very little buy-in is needed.

Extremely contentious situations, where anything approaching consensus is unlikely, lend themselves to individual decision-making. Small decisions, especially those that do not raise passions, are great for individual decision-making. In addition, when a person has information that others do not have, he may be in a unique position to make the decision himself. Finally, if an employee enjoys high power, high respect or significant support, he may be empowered to make decisions on his own.

The pros and cons of individual decision-making include:

Better decisions. Compromises may get buy-in, but can lack the crispness of a great idea.

Faster decisions. When time is of the essence, you need to decide without delay, but you may not make the best decisions because you could be short on facts.

In reality, the decision-making process is a continuum with countless iterations and is heavily impacted by organizational culture. Perhaps the most critical decision in the process itself is deciding which decision method to use. I hope these tips can help you effectively scan your organizational environment, lucidly assess the situation and make great decisions.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

05/01/11--07:39: Valuable grade school lessons for business people (chan 2087703)

Instead of competing, try collaborating.

My son Matthew is graduating from West Orange’s St. Cloud elementary school this June. I am proud of his hard work, maturity and growth. The school’s teachers and families are warm, open and welcoming, something that is dearly missing in many of our institutions.

Every time I visit St. Cloud I leave wiser. The latest lesson occurred this week when a small group of committed parents came together to seamlessly plan and execute a "Hoops Night," a basketball-themed event. It is just one of many examples of how parents successfully partner with the school in a variety of contexts. In the business world where some estimates put project failure at 75 percent, I think there is a lot to learn from the near-perfect events that St Cloud consistently delivers.

Here is some insight garnered from Hoops Night.

Be generous with your time. The parent volunteers willingly offered their personal time. In spite of busy schedules, the event was a priority. At work, projects are often assigned, not on a volunteer basis, and that creates resistance. In spite of that, you must perform and do what needs to be done. One cautionary note: Do not bite off more than you can chew.

Have fun. Our meeting had an agenda that was light, quick and interactive. No one says work can’t be fun. Too many workplaces lack that element. So lighten up at the office and enjoy yourself. It will help you develop deeper, more collegial relationships and reduce your stress. Also, you will accomplish more with a smile than you will with a frown.

Pay attention. The parents instinctively turned their phones and Blackberries off. There were no side conversations. Everyone was focused on planning the event, offering solutions and resolving issues. Too often at work we move from one fire to the next, and without any time to clear our minds, take the tenor from the previous meeting into the next. That is a deadly sin! Instead, clear your mind, direct your efforts and avoid distraction. With proper attention and intent, any problem you confront in the workplace can be solved.

Create a climate of mutual respect. Every parent’s views, suggestions and comments were considered significant. Respect was enhanced by our shared values, visions and goals. While most organizations strive for that, there are often competing interests. When contending for promotions, bonuses and raises, people may behave in ways incongruous with shared values. At St. Cloud, no one wanted credit, we just craved results. Instead of competing, try collaborating.

Chime in when appropriate. About 12 parents participated at the meeting. Each person came with different planning experience and scheduling restrictions. In spite of all of our time limitations, everyone offered suggestions and volunteered for work. Effective teams coalesce by leveraging the unique skills, abilities and preferences of the individual members. Put another way, let people play to their strengths and passions.

The enduring lesson of the meeting is to be razor sharp in your focus and understand your desired result. Hoops Night was an opportunity for the students, faculty and parents to connect on a different level and have fun. It succeeded on both counts as turnout exceeded expectations.

When I coach people I want to know what their goal is. I want to know what they are trying to accomplish and why it is important to them. I want to understand how and why they think the way they do. That knowledge enables me to keep them focused and perhaps have a "aha moment" that produces action. So be crystal clear on what you want to accomplish.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

05/15/11--07:15: Listen up, graduates, and heed this career advice (chan 2087703)

Graduates, you are at an inflection point in your life. You can change or enhance the trajectory of your career and life.

I vividly remember the feelings and emotions engendered by my Penn State graduation in 1990.

I recall the quiet drive home, my excitement tempered by nerves. It was a time wrought with fear and splendid opportunity. The reset button on my life had been pushed and my youthful success would be a foundation, though not a guarantee, for the future.

I look back fondly on that moment and laugh at my naiveté.

There are a lot of things I wish I knew then that I know now. Each mistake I have made since that day enabled me to grow and transform into a better incarnation of myself.

The following advice will help you author the career and future you covet:

• The fun and games are over.

Up until now your parents toiled so you could go to school and learn. Your teachers were easy compared to your boss. It is not genetics or environment. It’s about you and your performance.

Never forget that from here on out the finger will be pointing at you and you alone.

That is both a scary and glorious realization.

• You are no longer in youth soccer where everyone gets a trophy.

There is no more grade inflation. No one cares about your ego and self-esteem. From now on, only the winners get rewarded.

• Leave your pride at home.

You are on the bottom rung of the career ladder. Your job is to do whatever needs to be done. Work hard and don’t complain.

• Be flexible.

The world today is moving faster and faster and technology is constantly changing it. When you choose a career or a job it is important to recognize that it will morph many times over the coming years. Embrace change and ambiguity.

• Climb.

You are at the infancy of your career. You cannot be content with camping. You are building your reputation, your future. Do it with verve, focus and commitment. You will have plenty of time to appreciate your accomplishments later, but now is the time to pay your dues.

• Find peers with similar drive, passions and professionalism.

Who you surround yourself with is as important as what you do. Your peers can lift you up or bring you down. Choose people who elevate you.

• Build a network.

When you start your career you will get jobs through the job boards, résumé databases and simple applications. As your career progresses, more and more opportunities will present themselves through past colleagues. Build and maintain relationships. Let sites like LinkedIn help you stay connected.

• Learn how to communicate effectively.

Many people are technically sound, but those who get promoted possess people skills. They build collegial and synergistic relationships. They learn how to influence others and be influenced. They build rapport quickly and effectively by shaking hands well, establishing appropriate eye contact, listening intently and practicing public speaking. The art of face to face communications is perhaps the most critical skill for your career. Texting, e-mail, slang will not get you promoted.

• Find a mentor.

Identify someone with experience who can help guide your career. Perhaps it is someone performing the job you want. Take them to lunch. Ask questions to learn what they do and how they do it. Find out the most critical skills and acquire them.

• Continue your education.

Differentiate yourself by the books you read, asking good questions and educating yourself on specific areas of your job and on your field in general. Grow your business acumen. Learn about history because human nature never changes.

• Appreciate every opportunity and mistake as a chance to grow.

Always retain your passion and enthusiasm. Get out of your comfort zone and make mistakes. That is how you expand your capacity.

• Don’t drink alcohol at work functions.

Nothing good can come from it.

• Drink deeply from life.

Remember you only have one chance to get it right.

• Be aware of trade-offs.

Appreciate Thoreau’s observation that "The price of anything is the amount of life you exchange for it." Don’t sacrifice yourself chasing things that may not be important. Don’t take a single moment for granted. Time flies and the older you get the faster it seems to go. Treat every day as a gift because it is one.

Graduates, you are at an inflection point in your life. You can change or enhance the trajectory of your career and life. Take full advantage of the moment, it will not last forever.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

05/29/11--06:08: Play (a little) hard to get, and it could get you hired (chan 2087703)

In the job hunt, do not be too anxious or available. Play a little hard to get. Overly willing candidates often appear desperate, and rarely get hired.

CAREER COACH: Mark Schnurman

During the courtship of my wife, Lisbeth, I was masterful. I got the girl of my dreams to say yes.

After our engagement, it became clear to me that Lisbeth was the true virtuoso performer.

She told me, with an understated confidence, that "boy chases girl until girl catches boy."

In essence, she let herself be pursued, but was not excessively available, so that I would not be scared off and my interest would grow. Ah, the intrigue of young love! The principles my wife employed are also quite relevant in job hunting.

When things happen too quickly or too slowly, either party in a relationship is liable to be put off or get cold feet.

In the job hunt, do not be too anxious or available. Play a little hard to get. Overly willing candidates often appear desperate, and rarely get hired.

When overenthusiastic candidates receive offers, they tend to be low, as they lack negotiating leverage.

On the other hand, taking too long to respond may paint a candidate as disinterested or a poor communicator.

The key to landing a new job is to be accessible, but not too much. The following tips offer a guideline into appropriate communications during the job-hunting process and will help you strike the right balance.

• Do not follow up more than once.

Hiring processes never go as planned, and many become elongated, taking more time than either the organization or candidate desires. Candidates must possess the patience to allow the process to run its course, even if that means never hearing back. Do not be the person who calls every other day or sends repeated follow-up e-mails. Patience is a virtue in the job-hunting process.

• Return calls.

Calls should be returned within 24 hours, but generally the same day if possible. Wait a couple of hours if you do not want to appear overly excited. If you decide to play hard to get and take more than 24 hours to respond, be sure to cover yourself with an excuse such as "I was in all-day meetings for the last two days. Sorry it took so long to get back with you."

• Send thank-you notes.

Thank-you notes should be e-mailed within 24 hours of an interview. Thank-you notes are a good way to express continued interest, reinforce key strengths and address any areas of potential concern. Send thank-you notes to everyone you meet. If the interview process includes meeting the same people several times, send a thank-you note each after each visit.

• Respond to document requests.

Often, documents are discussed in interviews. These can range from transcripts to performance reviews to reports. Anytime a document is referenced in an interview, you can "share" it, so long as it is not confidential. It adds credibility to your candidacy and provides proof of your statements. There are two ways to follow up. The first is to e-mail it with your thank-you e-mail. The second approach, if you want an additional contact, is to send it in a separate e-mail. Simply state, "Attached is the report that we discussed. Hope it is helpful. Thanks again for your time."

• Juggle availability for interviews and meetings.

Trying to manage disparate schedules and coordinate candidate interviews is never easy. Flexibility on the part of candidates is a virtue. Be available, but pepper into the conversation the idea that you are busy and working on important projects. For example, you can say "I am available Wednesday morning, but I have a couple of important projects, so I cannot make it Thursday or Friday."

What if you have not heard anything for a while? It is important to understand and respect the organization’s process. Do not contact them earlier than their stated time frame. Let the process flow naturally. One week is the general rule for following up after an interview.

In the end, the guidelines I offered are just that, guidelines. Ultimately, you must use common sense and read the variables of the situation to decide how to respond. Remember, as my wife taught me, play it cool, just not too cool!

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

06/12/11--16:49: Lying can often pave the way for a career meltdown (chan 2087703)

Cover-ups often lead to larger mistakes and more serious consequences. Distance your ego and self-worth from the error. Do not allow it to define you. While you may not want to publicize your mistake, do not attempt to hide it.

CAREER COACH: Mark Schnurman

Recently, three high profile incidents occurred that illustrate the importance of effectively managing mistakes.

When Ohio State’s football coach Jim Tressel resigned for breaking NCAA rules and breaching his contract, he attempted to hide and then lie about his players’ improper behavior.

John Edwards, a former senator and presidential hopeful, was indicted, accused of funneling money through his campaign to conceal an extramarital affair.

And finally, Congressman Anthony Weiner admitted that he sent lewd correspondence to women over the internet. When initially accused, all three fashioned denials and expressed defiance.

To err is human. We all makes mistakes or exercise poor judgment. The poise and demeanor exhibited when handling errors reflects character and can change a career’s trajectory.

Here are several steps to effectively handle workplace mistakes:

Do not cover up. It is a natural reaction is to think about hiding errors. Mistakes clash with our view of ourselves, causing dissonance. In addition, we fear that they will reflect on our intelligence, skills and abilities or permeate other areas of our lives. Protective instincts tell is to cover them up. However, cover-ups often lead to larger mistakes and more serious consequences. Distance your ego and self-worth from the error. Do not allow it to define you. While you may not want to publicize your mistake, do not attempt to hide it.

Tell the truth. Mark Twain famously said "If you tell the truth you don’t have to remember anything."

Telling the truth is easier on so many levels. Lying minimizes you. Take for example when Congressman Weiner said he could not say with "certitude" that the photo in question was not him. Weiner’s dishonesty was on display. Now he wants to maintain his position. We are left asking, what else he is lying about?

When you lie or mislead on one issue people assume your dishonesty extends into other areas as well. Ask yourself why you are not being truthful. Is there a compelling reason, such as protecting someone else, or are you just trying to cover up and protect yourself?

Do not justify. When you blunder you have no right to the moral high ground.

Coach Tressel attempted to justify his behavior by stating he tried to protect his players. Instead of teaching the difference between right and wrong, he grew indignant at those who questioned his character. Really?

From my vantage point, Tressel taught that lying, cheating and stealing is okay as long as you do not get caught. Justifying one’s own poor behavior is the last pyrrhic citadel of the unremorseful.

Take responsibility. In each situation discussed the initial response was denial. Like the proverbial kid with his hand in the cookie jar people have a tendency to say, "It was not me." Situations defuse when people take responsibility. Otherwise, the pressure increases until most individuals crumble under it. Very few people can abrogate accountability and survive. So take genuine responsibility for your behavior.

Apologize. An apology is an acknowledgement of regret for misbehavior. Edwards, Tressel and Weiner each exhibited a massive incapacity to admit error. Nothing helps to mend fences like an earnest apology.

Apologies are not a sign of weakness, rather they are an indication of strength of character and conviction. Show contrition and you will be met with understanding.

Accept the consequences. None of the aforementioned public figures accepted the consequences of their behavior. They fought for the roles their behavior abdicated. When you behave inappropriately, you effectively consent to the consequences.

Work on solutions. Once you have addressed the situation professionally it is time to correct it. Also, partner with interested parties to identify and implement changes to ensure the error does not happen again.

Respect grows for those who handle difficult situations effectively. Manage your emotions and fears by avoiding defensive responses. I hope these tips will help you handle difficult situations with grace, poise and confidence.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

07/03/11--02:00: Grass is greener? When and when not to switch jobs (chan 2087703)

Before leaving your job try grasping the root causes of your dissatisfaction. There are countless reasons to be frustrated at work, but possessing a deep and clear knowledge of the causes of your discontent is important.

Over the last several months I have met with countless successful individuals who are profoundly dissatisfied with their jobs and careers. The degree of disaffection hit home this week when I met with an old friend. A senior level manager in his third position in seven years, he is resolved that his level of happiness at work will never be what it once was. He is committed to his current job because he feels trapped and he does not believe any other job is better. Pretty profound stuff.

Many people believe, or hope, that greener pastures await them at other organizations. But is the grass really greener? It is a timely and pertinent question since a recent survey by the human resources consultancy, Mercer, showed that a third of employees are contemplating leaving their jobs. That number has risen dramatically over the last five years.

Most people, comfortable or complacent, stay put and ride out the ups and downs of their jobs. But should employees stay at jobs when they are unhappy? It depends. Before leaving your job try grasping the root causes of your dissatisfaction. There are countless reasons to be frustrated at work, but possessing a deep and clear knowledge of the causes of your discontent is important.

If the issues are relegated to your firm then it is time to move on. But if they are widespread or will follow you, making a move may not be your best option.

Here are some right and wrong reasons to switch jobs.

The right reasons to make a move:

• Career opportunity. Seizing the opportunity to advance your career is an important and valid reason to change jobs. Opportunity can take the form of a promotion, career or responsibility change or a raise. Money and benefits are important and leaving for a better compensation package may very well make sense. Often, a new environment allows for personal reinvention and the chance to create a new and enhanced reputation.

• Work-life balance. Working long, stressful hours can have a deleterious impact on health and relationships. Finding a job with shorter hours, more vacation time or a better commute is compelling, unless you are the problem. I recently met with a senior candidate who switched jobs for work-life balance, but took a pay cut and is now working longer hours at her new job. For workaholics or poor time managers, switching jobs generally will not solve work-life balance concerns.

• Organizational culture. Every organization has a different culture. Internal communication, flexible work schedules, training and mentoring are some features that make up an organization’s culture. Finding the right "fit" is important. You can assess a new organization’s culture during the interview process by observation, a bit of research and asking good questions. Before making the leap, make sure you will have a smooth landing.

The wrong reasons to find a new job:

• Poor relationship with manager. The number one reason that employees leave their jobs is because of poor relationships with their managers. First, try to fix the relationship by speaking to your manager or an interested third party who can help resolve the issues. If you have a history of poor relationships with managers, a move may not help. You could be the problem. If, on the other hand, you generally have had good rapport with past managers and cannot fix your current situation, a move may be a good idea. A move can include leaving the firm or transferring to another department.

• Insecurity. Today’s workforce has less job security than any in memory because organizations are navigating a difficult environment. Lifetime contracts have been replaced with free agent deals, outsourcing and off-shoring. This creates anxiety but it is so endemic to our economy that switching jobs for security may not leave you in a better situation. Unless your organization is in a particularly difficult position you may be better off staying put since your short tenure at a new job may put you at greater downsizing risk.

• Frustration. Join the club. Today’s employees are challenged to do more while being rewarded less. It is easy to blame your current employer but the reality is that many people I speak to, at disparate companies, feel the same way. Perhaps frustration and stress is the new norm.

All I need to do is look at my neighbors’ lawns to recognize that the grass is sometimes greener. Before switching jobs ensure you are getting what you hope for because even if the grass is greener it may take just as long to mow.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

07/17/11--08:00: Easy online job postings can lead to fatal haste (chan 2087703)

CAREER COACH: Mark Schnurman

Technology simplifies job searches. You go to the web, click a couple of places and cross your fingers that you will land the job.

However, this easier job application process can potentially lead to either candidate sloppiness or laziness in execution, a fatal flaw for your candidacy.

Recruiters, especially internal to organizations, are looking for simple ways to expedite their hiring process and want quick screenings to eliminate candidates. Your role is not to provide them with the opportunity. What follows are some common and insidious online application errors that encourage recruiters to quickly dismiss your application. Avoid these 10 deadly sins.

1. When uploading a document or sending a resume in the application process, the employer can see the name of your document. It may seem silly but if you are applying for an accounting position with a resume entitled "salesresume" you may be overlooked. They are two different positions and recruiters are looking for shortcuts to simplify the search process. Be very intentional in using targeted resume file names.

2. This practice among employers disgusts me but needs to be addressed. In the book "Freakonomics," the authors discuss a study about the impact of ethnic names in the job search. More ethnic sounding first names resulted in lower response rates and longer job searches. While the reasons for the practice may be odious, I strongly recommend that people shorten or adapt their names when they send out resumes to improve their hit rates. Keep your e-mail address simple as well. This will help ensure you don’t get tossed aside without a look.

3. Customize e-mail resumes and cover letters. Candidates often use one resume or cover letter for all jobs. Target your materials to the job. A corporate recruiter recently told me that for coveted positions about 15 percent of all candidates use an unrelated resume or cover letter resulting in the delete button being hit. Customize your resume and cover letter for each role.

4. Don’t over-apply at the same company. Taking a shotgun approach and sending resumes to several open positions at an organization does not work. Choose the position for which you are most interested and qualified and apply for that one. Otherwise, your resume may show up several times in the same inbox and cause your interest to be misinterpreted as desperation. In general, random, non-targeted applications fail.

5. Use proper grammar and spelling. Slang, abbreviations, poor grammar or overly esoteric language should not be used. Be professional and clear in your communications. You are not texting your friends.

6. Get the name of the employer or recruiter correct. A recruiter I know recently received interest for an executive level position from a candidate who misspelled her name. Bad move. Attention to detail is important.

7. Do not forget to attach or upload your resume or complete your application. Otherwise, you will never hear from the company again.

8. Use a local address. Systems or people are trained to ensure that candidates for positions live in close proximity. Job sites and recruiting systems let employers restrict resumes to within a certain radius (e.g. 20 miles). For example, few organizations want to hire someone living in Pennsylvania for a position in Newark. So if you are living in Pennsylvania be sure to use a local, New Jersey address. This is especially true for students away at school looking to come back home. Be sure to ask permission before using the address.

9. Conduct regular searches on a variety of sites. Sites like CareerBuilder and Monster get a lot of press, but there are a lot of other job sites to visit. Some like Indeed are aggregators, while others like Dice (IT) specialize in roles. It is also important to go online regularly because jobs frequently change.

10. Submitting an online application is not enough. Follow up. Contact the employer by telephone or send a handwritten note. Taking this extra step will set you apart.

Following these simple steps can keep your application out of the trash bin and land you the interview.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

07/31/11--06:11: Jobseekers must work harder than ever to get noticed (chan 2087703)

Heart, motivation and commitment are terribly difficult to measure and impossible to discern on a résumé. It is possible to manifest these traits during the job-hunting process by employing atypical and imaginative methods.

On more than on occasion, Jennings has turned to a sandwich sign to find work.

The most difficult aspect of human resources is ensuring organizations hire, retain and develop motivated employees. The seminal task in the quest for talent is to cultivate employees who go the extra mile for their co-workers and clients.

However, the intangibles that differentiate great employees from average ones rarely have to do with intellectual horsepower or technical skills. Heart, motivation and commitment are terribly difficult to measure and impossible to discern on a résumé.

It is possible to manifest these traits during the job-hunting process by employing atypical and imaginative methods. In that realm, few are more creative and exceptional than Todd Jennings.

Jennings is an endurance runner who regularly runs 30 miles on difficult-trail terrain in pursuit of his physical goals. He is using the same vigor, persistence and passion in pursuit of a job.

A client-relations professional who was downsized in late 2010, Jennings is proactively seeking his next opportunity. "Differentiation is a way to rise above the noise of the difficult job market, get in front of people and position myself as someone who is creative, energetic and accomplishes things," Jennings said.

Today’s challenging job market and corporate recruiting practices prevent good candidates from landing jobs. When traditional job-search methods failed him, Jennings adjusted his approach, taking some unorthodox measures to meet decision-makers and hiring managers.

So, with Jennings’ help, I want to discuss some unusual but effective ways of job hunting.

"I want the opportunity to get in front of hiring managers," Jennings says. "I try to distinguish myself from others. I need to generate as much immediacy and excitement around myself as I do around the products and services I represent. Right now I am my most important product and need to market myself effectively!"

Jennings has taken two bold approaches.

First, he distinguishes himself by sending a PowerPoint "résumé" to hiring managers. The customized PowerPoint serves as a marketing item, explaining why he wants the position, why he is a good fit and includes a general résumé. Recruiters get a lot of resumes every day, but few receive anything like this. My unscientific polling results indicate that hiring managers would welcome more creativity and customization from candidates.

Second, Jennings created a "sandwich board" that he wears at key, heavily trafficked locations. His board is not intended to be a full-on résumé.

Knowing that passersby will have limited time to read it, the board offers a brief, yet clear picture of himself as the smart, driven professional he is.

He wears the board to get noticed and have the opportunity to hand out his résumé. This is his second time using this technique; in 1996 the sandwich board led directly to two job offers.

"Recruiting has changed since I was last on the market in the mid 1990s," Jennings said. It is harder to get in front of the decision makers today as HR is screening more. I decided to do the sandwich board revival tour with a 2011 spin. The board is cleaner and more direct. I frequent areas that have the type of firms that I want to work for."

The sandwich board concept shows creativity, communication skills and humility. While you may not create a sandwich board, try to think differently than convention.

The key to Jennings’ strategy is being very focused in his search. He customizes PowerPoint presentations, chooses the sandwich board locations strategically and does not waste time on positions in which he is not interested.

"Specificity is a critical training principle in running," says Jennings. "You train differently for a 5k than for an ultramarathon or on a road versus a trail. I need to approach each position I am interested in a very specific manner."

In today’s job market, perhaps more than ever, organizations are looking for candidates with specific skills and experiences. The less relevant experience a résumé demonstrates, the less likely it is to find success. The brilliance in Jennings’ approach is the customization for the each position. Target marketing is a lost art today. In fact, CareerBuilder and Monster have a process to apply for several jobs with one click.

Taking an outside-the-box, inspired approach to job hunting is critical to succeeding in today’s job market, in which differentiation is king.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

08/14/11--07:47: U.S. leaders must rise above rhetoric and dogma (chan 2087703)

Leaders must look beyond their self interests and focus on the greater good. So in other words, stop looking for the promotion and accolades — just get the job done.

CAREER COACH: Mark Schnurman

Standard & Poor’s has downgraded the debt rating of the United States below AAA status for the first time since it began in 1917.

Through the Great Depression, a slew of recessions and wars, the United States maintained its AAA rating. Make no mistake: The economic malaise we are facing is significant. However, I do not believe that is the reason for the downgrade. Instead, at this difficult juncture in our nation’s history, we are facing a historic lack of leadership. Divisiveness and discord rule the day. Our leaders are incapable or unwilling to rise above rhetoric and dogma.

Leaders are people with followers who exercise their predilection and power to influence the debate. They are capable of bridging difference. There is an old proverb that says, "The fish stinks from the head." President Obama’s strange silence and lack of specifics during the debt ceiling debate was disappointing and in the aftermath of the downgrade his speech spooked the markets. The following is a discussion of salient leadership principles to guide decisions in difficult times.

• Lead from the front. Great leaders passionately accept power and the associated responsibility. They do not avoid, relinquish or delegate power. They direct the action and create results. During this inflection point in our nation’s history, leaders with clear policies and strategic vision are essential. The world is different and our leaders must adapt to changing circumstances and induce confidence via cogent strategies and commitment to the people they serve.

In our organizations we look for inspiring leadership from the top. Leaders cannot, and must not, sit idly as underlings fight battles. If you are a leader act like one by framing arguments and taking the lead on seminal issues.

• Quit campaigning. Politicians are constantly running the next campaign and creating reputations they hope will appeal to voters. This often means putting the interests of their constituents and country behind their own aspirations. President Obama and Republican front-runner Mitt Romney avoided much of the debt fray, fearing politically unpopular stands would negatively impact their campaigns.

Remarkably, the debt ceiling vote was delayed so both parties could line up votes in a manner meant to protect key politicians in the next election. Leaders must look beyond their self interests and focus on the greater good. So in other words, stop looking for the promotion and accolades — just get the job done.

• Don’t blame others. Leaders take responsibility. Our elected leaders placed blame on each other and S&P for the credit downgrade. I did not hear a single elected official accept any responsibility for the debt crisis. I submit that lack of accountability and responsibility is in large part why our nation’s economic woes exist.

In contrast, General Eisenhower, the supreme allied commander in Europe, drafted a letter prior to the D-Day invasion in case the operation failed. He stated simply "If any blame or fault attaches to the attempt, it is mine alone." The Normandy invasion was the largest seaborne landing in history and involved intricate planning and execution. Clearly, failure would not have been his alone but he was prepared to accept it. Thankfully, the invasion succeeded and the American public did not have to confront its failure.

Juxtaposing Eisenhower’s approach and today’s so-called "leaders" is profound. People respect leaders who accept blame for setbacks. What the Americans needed to hear was earnest adults taking responsibility and not recriminations and finger pointing. Organizational leaders take responsibility for success and failure.

• Build consensus. The Obama presidency has been a case study in divisiveness. Blame rests on the shoulders of the president and the Republicans who are equally unwilling to compromise. The most effective leaders build consensus and develop commitment by seeking input from others. As a leader, seek input on decisions to build support and trust.

I firmly believe that one can sometimes learn more from poor leaders than from great ones.

If that is true, the current crop of political leaders has afforded us lessons for a lifetime.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

08/28/11--04:25: Keep it focused and positive at job interviews (chan 2087703)

Only put on a résumé or share in an interview information that positions you positively and is directly related to the position you are seeking.

I am often surprised at the irrelevant or negative information candidates share during the interview process.

Successful candidates effectively present and manage information.

They are very intentional about what to share and what not to share.

Only put on a résumé or share in an interview information that positions you positively and is directly related to the position you are seeking.

Here are some thoughts on what to avoid on your résumé/interview process to effectively manage your image:

•Don’t add unnecessary modifiers.

I have never seen a résumé indicate a job is full time, so why state your job is part time?

If you are working part time with the intent of landing a full-time job, just keep your status to yourself. It may be viewed negatively and may get your résumé tossed before the interview.

•Avoid lingering on the fact that you were fired.

Employers fear a candidate who was recently fired may be damaged goods. Be prepared to answer the question why you left your job because it may come up. Be quick, honest and move on.

A couple of ways to address these are "My skills were not the right fit for the job but look to be a good fit for this role" or "A new manager wanted his own people. He let a lot of people go and opened me up for a better opportunity like this position."

•Don’t speak negatively of others.

Don’t like your boss? Join the club. A poor relationship with a boss is one of the top reasons people leave their jobs.

So while you are not alone you need to be smart and not say anything negative about your old boss.

Often during interviews, I hear a lot of candidates say something like "my boss was a good guy but …" Saying nice things when you trash someone does not make you a good guy.

•Position yourself as securely employed.

If you are employed but being downsized, you should not share that fact because you will lose the leverage and standing that can lead
to a raise and better job terms. If you state you are being laid off, you are probably leaving money on the table.

•Avoid the imprimatur of job-hopping.

Who wants to hire a candidate with five jobs in five years? A lack of job longevity is a negative. It takes time and money to train and develop employees and the risk of leaving before becoming productive is a significant negative.

To cover up your job-hopping, try rolling several positions into one. This is simple if the jobs and responsibilities were similar. For the company name, state they were consulting roles or abbreviate the organization names and run them together in a string. The résumé becomes sharper and cleaner when you place several similar positions under one title and merge the dates.

•Do not discuss positions held for less than three months.

I recently interviewed and liked a midlevel manager candidate. During our discussion, she mentioned a position that lasted six weeks. She could not explain the brevity and the interview went downhill from there. If she did not discuss the position, she would have received a job offer.

•Avoid sharing demographic information.

Data such as age, marital status, nation of origin or the fact you are a parent is not relevant and may lead to discrimination. Keep it to yourself.

•Do not discuss personal interests.

The interviewer probably does not care about your interests; instead use the space for important, job-related information. Only add relevant interests (eg. You are a golfer and applying for a job at a golf course).

•Stay targeted.

Include only content that is tied to the job you want. Adding irrelevant roles and responsibilities may position you as the wrong person for the job.

Aloso, "References available upon request" and "Objectives" are not necessary. Recruiters know you will provide references and candidates generally apply for a specific job so the recruiter knows what your objective is.

Besides, a narrow objective can pigeon-hole you. Don’t waste valuable space on throwaway lines.

Sometimes we are our worst enemy. Your résumé, and the interview process, requires a very thoughtful approach to sharing.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

09/11/11--08:00: 9/11 united America and taught powerful business lessons (chan 2087703)

I think in a lot of ways America became a better place post-9/11. Reminiscent of Pearl Harbor’s call to action, Americans united. We accepted airport screenings and delays and placed flags everywhere. It also taught us some powerful business lessons that can help organizations become more effective. Here are some of the salient ones.

The inexorable march of time has brought us to today, Sept. 11, 2011, the 10th anniversary of 9/11. Reflecting back on that day and time brings a rush of emotions. 9/11 was my second day at a new job in Richmond, Va. My wife and young son had not yet joined me and were living hundreds of miles away. When the planes crashed into the WTC, I was surrounded by strangers, filled with uncertainty. I was scared for the safety of my family and colleagues in the WTC where I had worked a mere 18 months before. The events of 9/11 changed all of us.

• Support others. Soon after the attack there were blood drives and charitable events across the nation. People came to New York to express their support. We looked out for each other. The sense of commitment and giving back seems to ebb and flow with disasters. Unfortunately, people are not helping out as much anymore. Organizations form their own communities. To keep your organization strong, seek ways to develop a sense of belonging and giving. Charitable drives such as the United Way, sponsoring a child and food drives all help to bring organizations together.

• Promote harmony. 9/11 engendered a spirit of unity that was sustained for months in 9/11’s wake. The pride we experienced quickly dissipated and devolved into divisiveness. Last week I was watching highlights from a 2001 football game when the scoreboard flashed with an American flag on it. I was immediately transported back to those patriotic times. At no other time in my lifetime were Americans so united. Organizational cohesiveness and collegiality must be fostered and proactively managed. A single poor decision can negatively impact morale and teamwork.

• Civility reigned. 9/11 harbingered a brief period of generosity of spirit. People were warmer and friendlier to each other. The atmosphere drove relationships and productivity. It is important for organizations and their leaders to facilitate a feeling of belonging and care toward their employees.

• Maintain perspective. Emotions, passions and commitment are fleeting. Most of us during those grave days felt emotions never before known and made commitments to change behavior and lives. We were happy to be alive and have jobs. With that new found perspective, we stopped sweating the small stuff. As the pain faded so did the follow through.

• Assess values. Every organization and individual was forced into a values assessment. My wife and I returned to New Jersey to be with family. Normalcy was restored, but something is still missing. Sept. 11 was an inflection point in each of our lives and in the life of our nation. We now know fear. Terrorism works by invoking fear. I now possess fears, though certainly not behavior-changing, that I never possessed before.

• Disaster planning. Hurricane Irene once again taught the lesson that we must have crisis disaster recovery plans. Organizations must generate carefully crafted backup strategies and create effective communication strategies. As individuals we have to be prepared for natural disasters and career setbacks.

• Never give up. With our defenses raised and our anger profound, America fought back. Our servicemen and women continue to defend and protect us so successfully that many forget we are a nation at war. The last few years have proven difficult for most of us. Perhaps the most disconcerting piece of data is that a large percentage (maybe 10 percent) of Americans have give up looking for jobs. As Winston Churchill said, "Never give in, never give in, never; never; never; never - in nothing, great or small, large or petty." Remember. I work in lower Manhattan and take the PATH from Harrison to Ground Zero every day. The first day I returned to the site, I cried. Today I walk past caught up in the bustle of the city and my life. Yet every day, even if only for a brief moment, I remember what happened and the profound loss and reflect on the lessons I learned.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

09/25/11--08:03: Deliberate steps on the path to career change (chan 2087703)

There are a lot of reasons people want to change their careers. For some, things get old and redundant. Others may crave new challenges, opportunities and responsibilities. All must consider whether a different venue would do the trick since simply switching companies can reinvigorate and kick start motivation, enthusiasm and passion. If not, a career change may be in order.

CAREER COACH: Mark Schnurman

I had a discussion with a friend who is talented, successful, but uncertain about her career path.

She recognizes the need for a change but has been complacent and inactive in her search – not typical of her hard driving personality. After some discussion she realized that her inaction was not to be confused with satisfaction; rather it was caused by ambiguity about her next step. She was becoming frustrated by the lack if "exciting" opportunities her current trajectory was offering. She felt stuck.

First, let me offer an initial word of caution. This is a tough market to make a drastic career change. It is a buyer’s market and companies, in an effort to reduce perceived risk, generally choose candidates with the specific experience they covet regardless of a candidate’s upside and potential.

In order to decide your next career move consider the following steps.

• Gain clarity. Identify what motivates and drives you. Take a sheet of paper and list all of the tasks you enjoy on your job. Next list what you are fond of in your manager, work environment and organization.

• Know what you dislike. It is important to create a list of the things that you do not covet in your next job. This simple task will help you gain clarity. Many times something does not "feel’ right. This process will help you determine why and identify the key items to look for or avoid in the next role.

• Think about your free time. Identifying your pastimes may enable an avocation to become a vocation. For example, if you enjoy social media perhaps a job in PR is in your future. Making a career change is a big move with a myriad of consequences. It is helpful to take a career assessment and perhaps work with a career coach who can help you remain dispassionate and focused.

• Conduct research. Once you have identified what you like doing it is time to research a match for your predilections and talents. A great web resource is www.onetonline.org. Onet is a resource rich Department of Labor site that includes a searchable database with detailed job descriptions. The site is also searchable based on skills and suggests careers that may be a good fit. Also, speak to people who hold jobs of interest. During these conversations do not focus on whether they like their jobs, but rather learn about the day-to-day roles and activities of the job. Try to take their opinions out of the discussion because everyone is different and their opinions should not color your decision.

• Define transferable skills. Once you identified interesting careers and pinpointed the specific skills and expertise required it is time to cull out your corresponding experience. Transferable skills are your change lever. However, instead of assuming your skills are obvious, try proactively highlighting them. For example, a business manager seeking an HR career would highlight their experience recruiting, training and developing talent, while an accountant hoping to transition into finance may highlight their financial modeling.

• Make your transferable skills prominent on your resume. First, place your most relevant experience near the top of your resume. To continue the previous example, the accountant would list their financial modeling experience first for a finance position. In contrast, that same accountant may not even mention it at all if applying for an accounting position. Also, varying font size, bolding and underlining helps to make crucial information stand out.

• Define yourself. When seeking a new career you do not need to use your current corporate job title. Instead, define who you are and what you do functionally. For example, if your title is accountant and you do financial accounting you can certainly make your title "financial accountant."

Changing careers midstream is difficult, but possible. While it requires prudent planning, creativity and patience it may be just what you need to re-energize your career.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

10/09/11--05:32: Finding the right fit tough for individuals and companies (chan 2087703)

It is crucial to find the right role and not delude yourself into the wrong one. Often, that means passing on a position that offers more money.

Finding the right fit is the most difficult aspect of a job search. Several years ago Deloitte published a study indicating 40 percent of new CFOs fail within 18 months of their hire date. That is a remarkable statistic when you consider that senior level candidates are typically vetted out through a series of interviews, assessments and reference/background checks. In addition, they are generally sophisticated and experienced professionals with sound judgment. So how can organizations and candidates be wrong such a high percentage of the time?

Clearly, this statistic indicates something systemic about our organizations and in ourselves: a dearth of self-awareness and ability to identify the right fit. By failing to understand their needs, cultures and abilities individuals and organizations make bad decisions that set them back.

High turnover rates do not just afflict CFOs or senior level positions, rather they apply to employees at all levels. It happens all the time to external and internal candidates. A witch’s brew of different roles and responsibilities, lack of training and mentoring, and clear expectations results in subpar performance. Some candidates fail because they are simply not a good fit; many more can succeed by following a few simple tips.

• Choose your move wisely. Whether an opportunity for an internal promotion or with a new organization, it is crucial to find the right role and not delude yourself into the wrong one. Often, that means passing on a position that offers more money. This is always a better option than being unhappy in the wrong position and starting your search anew.

Several years ago I avoided significant angst while interviewing for a senior sales training role. During the final interview stages, the discussion became very granular about specific initiatives and timelines. I learned the current training program was 18 months long. I asked the hiring manager if she felt that was the right amount of time. She said yes.

Because I could not conceive of why the program should take longer than 4-6 months I withdraw my name from consideration. Clearly, the organizational culture and approach was fundamentally different from mine. Luckily, I found out at that point before becoming a statistic.

• Use the interview process to identify the corporate culture. Is it short or long and drawn out? Are you meeting a lot of people or a few? How specific are the questions? Is it formal or informal? How do people dress? Could you see yourself in that specific environment? The confluence of these minor data points create a clear picture of the culture.

• Plan the transition. Companies have on-boarding plans for new employees that attempt to get them up to speed and acculturated quickly. On-boarding programs fill a critical organizational need but generally fall short for the employee.

• Learn the business. Listen to people and avoid the urge to make changes for change sake. Learn and adjust to the business model, the culture, communications style and build relationships across the organization.

In a new position you must quickly identify the key people to connect and "network" with. Start by spending time with key reports, peers and superiors. I purposely put superiors last because it seems that is where most new employees spend their time. However, it is often better to build a broad base with lower level employees.

• Gain a few quick and easy wins during the first 90 days. This is a difficult task especially if you are new to an organization since you need to assess the situation without acting in a seemingly capricious manner.

• Create a 180-day plan and place timelines on longer term projects. If possible, avoid publishing timelines because it is not just what you can accomplish, but rather what the corporate culture will allow. Plus, you do not want to set unreasonable expectations. Importantly, also choose what not to do. Avoid the urge of being all things to all people.

Finally, keep your plan flexible. Dogmatic thinking can lead to failure and approaches you used before in different roles or organizations may very well not get the same results.

Switching jobs is often exciting but if not done right it can become a mistake. Proactively employing these tips will make your next job a rousing success!

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

10/23/11--09:05: Occupy Wall Street offers lessons for professionals (chan 2087703)

It’s been interesting to see the protestors self-organize, build systems and coordinate functions. I discovered a number of work-related lessons we can take from the protesters.

CAREER COACH: Mark Schnurman

For the past month, I walked through Zuccotti Park in Manhattan on the way to my decidedly non-Wall Street job. As you may know, Zuccotti Park is ground zero for the "Occupy Wall Street" protests and adjacent to 9/11’s Ground Zero. There is a deep contrast between the two locations and what they symbolize.

The protest has transitioned from a hodgepodge of individuals into a small, primitive community. It’s been interesting to see the protestors self-organize, build systems and coordinate functions. I discovered a number of work-related lessons we can take from the protesters.

• Create a clear message. As I saunter through the heart of the protest each morning, I see a myriad of placards boasting ideas ranging from the radical, such as the call for capitalism’s destruction, to the reasonable, calling for equality.

The protesters appear unguided, lacking clear, well-defined principles. Without reading too much into their underlying meanings, the messaging is unclear and inconsistent.

At work, to influence others, you must clearly articulate your position and define what you stand for.

• Messaging must not be extreme. Placards making radical statements such as "down with capitalism" or "war on the rich" fail to promote progress or further a cause because they are extreme.

Instead, those statements by the protesters may cause their more grounded ideas to be dismissed. You know, baby out with the bath water.

On the job, recognize the current state of affairs, assess what the organization’s culture is capable of accepting and changing and work toward those ideas. Radical change does not usually occur. Instead, work within the system, gain small wins and a foothold and expand from there.

• Have an end in mind. I spoke to several protesters and asked them how they expected the protest to end and when they would go home. None possessed clarity on the matter.

Knowing what result you want from a situation and when to move on necessarily influences the decision points in your life. Without goals you can wander aimlessly.

• Be solution oriented. I empathize with the protesters: times are difficult and the world can be harsh. But what is the solution? Ours is a culture of complaint that generates defensive, visceral responses and little dialogue.

• We must evolve into a culture of solutions and exchange of ideas. Managers do not like malcontents. Engage your manager with solutions, not grievances. Leaders do not have all the answers and generally enjoy discussing positive ideas. Reveal the critical steps that will lead to the future state you covet and get the discussion started.

• Stress changes behavior. During the protest’s first few weeks, protesters were upbeat. I witnessed camaraderie, conviction and solidarity. Recently, as rains arrived and temperatures dropped, the protesters began sleeping later and suffering from declining hygiene. The last two weeks, I witnessed screaming matches. This is the natural progression that physical and emotional stress inflicts on people. In organizations, as stress levels elevate, the same behavioral adaptations are evident. Balance reduces tension. Find your own stress relievers. By understanding the signs of stress, one can work to reduce them.

• Build alliances. Because the protesters have not established deep connections with either major political party, both the Republicans and Democrats are uncertain whether to ignore, embrace or revile them.

To increase their influence, they could choose to align with a party in a manner similar to the tea party. Office alliances increase your influence and ability
to move your agenda forward.

• Perception drives reality. My perspective is that the protest is a non-issue. There are perhaps 200 protesters who are causing little or no disruption. Yet, the protest has become a national and international event with media coverage broad and deep.

In your career, you need to create a perception of power and weight. It will help to have you taken seriously.

• Live passionately. Along our career paths, too many of us lose our passion and simply go through the motions at work.

The protesters are zealous and committed to their cause, even if they are unable to define exactly what they want. Find that spark that returns passion to your life.

The Occupy Wall Street protest just entered its second month, but the lessons we can learn from it can last a lifetime.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

11/06/11--04:30: Power outage in West Orange prompts thoughts about unplugging from a wired life (chan 2087703)

Too much business is conducted via Blackberries, conference calls or email. There is no substitute for face-to-face, undistracted communications. This is something to prioritize.

Last week’s storm, which took many of us by surprise, hit my town of West Orange particularly hard. As I write this the local streets are still strewn with tree limbs and downed power lines, giving the town a look of Mischief Night gone wild. Travel is circuitous and treacherous. Schools were closed for three days and the mayor took the unprecedented, but necessary step, of postponing trick or treating. My neighborhood lost power for over three days.

A few ideas resonated from my experience.

• Embrace ambiguity and uncertainty. At the storm’s outset, my wife and I were unable to drive home since the only road was closed. We parked about a mile away and began our trudge in 5 inches of snow through South Mountain reservation. With large branches falling all around us, we nervously trekked home. People plan and the gods laugh.

• No amount of planning can protect you from the unforeseen. Many homeowners, businesses and governments found this out over the last several years. Thus, the ability to deal with unforeseen and ambiguous circumstances is what sets people and organizations apart. Inability to deal with uncertainty can be a career killer. Instead, when faced with ambiguity it is important to think differently. This can be accomplished by brainstorming ideas, seeking advice and watching what others in similar situations do.

• Keep lines of communication open. Devoid of power, we were cut off from the world. The uncertainty associated with being uninformed and powerless, both literally and figuratively, was not easy. Even more difficult are the rumors that fill the void and lead to heightened expectations that unmet create crestfallen spirits. For example, the power companies’ vagueness in addressing power restoration resulted in rumors. In business, openly address issues because if you do not I guarantee it will be spun negatively by the organization’s undercurrent.

• You are strong and resourceful. We are often more capable to face adversity than we believe. Absent power, my family, like many others, found small ways of coping and even enjoying the respite from modernity. My family packed snow into containers to preserve food, gathered candles and sleeping bags and placed chairs around the fireplace.

• Career setbacks or interruptions only turn into disasters if you let them. Stay focused on what is important. Do not let events out of your control become distractions or bring down your attitude. Changing circumstances must result in different behaviors.

• Build and maintain relationships. Relationships, the key to success in life and business, need constant cultivation, particularly before you need them. Relations with neighbors and friends were vital for moving branches together, watching children, ‘borrowing’ homes for showers and moral support.

In our business lives, relationships are our lifeblood, helping us achieve professional goals and as the networks we tap into when switching jobs. Adversity sheds light on the strength of your network and can serve as a wake-up call to improve it.

Find the silver lining. The power outage led to an abundance of family time. Disconnected from our countless electronic devices, my family connected with each other. Each day and night we worked in concert and communicated clearly. Huddled in front of the fireplace with a closeness that is difficult to achieve in today’s world we had true family time.

In business, seize the opportunity to learn from your difficulties. Assess what caused the situation, and importantly, what can be done differently in the future. In business, when one door closes another one opens, you just need to know where to look!

Go back to basics. While I prefer to choose the time and venue for my camping expeditions, I learned a lot from the primitive milieu. Absent 21st century technology, we were left with books, newspapers, board games and each other’s company. It was very nice.

Too much business is conducted via Blackberries, conference calls or email. There is no substitute for face-to-face, undistracted communications. This is something to prioritize.

Finally, while I enjoyed the respite, I missed the amenities of modern living. When power was restored my family was dancing around the house in joy. We are no longer going to take fundamentals like warmth and lights for granted.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

11/13/11--09:37: Penn State alum on JoePa's final tragic lessons (chan 2087703)

The Sandusky scandal is inexcusable and unacceptable on so many levels, yet it offers insight into human nature, frailty and the power of hindsight.

AP Photo | Pennsylvania Office of Attorney General, Commonwealth Media ServicesA Patriot-News special report says there were many missed chances to expose Jerry Sandusky's alleged crimes, dating back as far as 1995.

As a Penn State graduate, professor and active alumnus, the news out of State College has been heartbreaking. I am profoundly sad and empty.

For me, Penn State and Joe Paterno have stood as beacons of light in college sports, paragons of virtue. Penn State is a place I love. I am not a joiner by nature, and aside from my family, Penn State is the strongest group connection I have.

As the father of two, I understand how important it is to protect children. Penn State and its leadership failed miserably on this front. Evil can only occur when good people do nothing. Sadly, in this case, a lot of good people did essentially nothing.

The Sandusky scandal is inexcusable and unacceptable on so many levels, yet it offers insight into human nature, frailty and the power of hindsight.

Human nature is immutable and individuals are motivated by self preservation. Fear, insecurity, embarrassment and hubris conspire to impede action and offer rationalizations for taking the easy way out. Some people are able to overcome these failings while others are not.

Another factor to consider is that life is always lived forward. Events typically are better understood with the clarity of hindsight. In real-life situations, when faced with unprecedented affairs, people often take the path of least resistance.

Tormented, I am thankful that I was not personally confronted with the evidence that those at Penn State handled so poorly.

I deign to believe I would do the right thing, but I am left with the fact those who failed morally, if not legally, would have thought the same of themselves prior to the incident.

What steps could these successful, educated and professional individuals have made to change the outcome? Here are some tips for handling difficult events or crises you may face in your professional career:

•Have a bedrock of principles

We will all face crises. Developing a bedrock of principles offers guidance for tough decisions. Greatness is the ability to overcome human nature. Understanding your principles provides moral clarity and enables good decisions.

•Develop a moral compass

A moral compass guides decisions based on one’s morals, ethics and virtues. At some level, we all know the difference between right and wrong, but unfortunately, there are many shades of gray. Your compass points the way when you are mired in a situation.

•Communicate clearly and quickly

Upon deciding how to proceed you must move forward swiftly and should not mince words. The crises do not go away. Address a crisis head-on even if avoidance is easier. Be prepared before you speak. Know the details, understand the context and only discuss facts. Do not speculate, because if you are wrong, you only add fuel to the fire.

•Be willing to fall on your sword

Take personal responsibility. Nothing is more damaging to a reputation than avoiding responsibility or deceit. Admit your errors and move on.

•Create an open environment

Penn State is at least three hours from everywhere. Its secluded, insular milieu is a large part of its allure but may also have been part of the problem. It is crucial to have open communications and seek the counsel of others. Sharing of disparate ideas is important and avoids groupthink.

•Err on the side of caution

If we learn anything from the events at Penn State, it must be to be overly cautious in questionable situations. Rumors and innuendo must be investigated. We are morally obligated to protect those least able to protect themselves, whether children or entry level employees.

In an effort to protect his legacy and the institution he loved, Joe Paterno inevitably destroyed it. "JoePa" remains a hero of mine, albeit a fatally flawed one. Perhaps this is a fitting end to the career of a man literate in the classics to be himself part of a Greek tragedy. JoePa was deified at Penn State, and whom the gods love, they at first destroy.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

11/27/11--07:00: How managers can resolve workplace conflicts effectively (chan 2087703)

There are two approaches to resolving workplace conflict. First, you can seek to minimize it by fostering a healthy, communicative organizational culture. Second, you can skillfully resolve it once issues arise.

Saed Hindash/The Star-LedgerMark Schnurman

At one time or another, all of us engage in disagreement or conflict at work. It can range from an argument with a co-worker to a strategic disagreement with your boss that goes too far. The common thread is the insidious impact workplace conflict has on employee engagement, morale and productivity. That’s why a manager’s seminal job is managing personalities and creating a cohesive work environment. Disagreement is a healthy way to assess and resolve issues, but discussions that transition into conflict are problematic.

Please use the following tips to address and resolve conflict at work:

Expect disagreement. Expectations drive behavior. Workplace tension is inevitable and increases as demands and stress rise. Every organization has conflict. Strive to identify and resolve them early before they grow in size and complexity.

Define roles and responsibilities. A major cause of workplace flare ups is lack of role clarity. In relationships, it often leads to tension when a person feels he is carrying too much of the weight. Take the time up front to understand and clarify expectations. A brief conversation initially can save a lot of time and angst later. A good approach is to bring all interested parties together to define responsibilities as a group.

Decide what’s important. Choose your battles wisely. You may be better off letting isolated incidents go. In contrast, major issues or an ongoing pattern of behavior must be addressed. Identify the central issue and focus on it. Don’t waste time or energy on extraneous and minor matters.

Assume positive intent. Allow people the benefit of the doubt and watch conflicts solved with less animosity. When you assume positive intent you will be more willing to forgive and forget. It is much more difficult to move on if you believe the other person intended to harm you. In reality, most of the time conflict is caused by good people who act poorly or are misinterpreted. It is constructive to depersonalize your feelings and focus on the problem not the person.

Avoid socializing the disagreement. During conflict it is natural to seek out allies. While it may serve to placate your short term emotional needs, discussing the issues with others in the organization is basically gossip and may lead to deeper, more lasting tension. So unless you are clearly seeking advice from a confidant keep your comments to yourself.

Clarify concerns. Be proactive and don’t let issues fester. If you sense someone is upset with you ask them a question such as "Did I do something that upset you?" If you are upset with someone say "Something is bothering me. Do you have time to discuss it?" These approaches can go a long way to nipping issues in the bud.

Focus the dialogue on understanding the other person’s viewpoint. Once you grasp their perspective you can express yours. Letting another person share first helps to defuse anger and create the opportunity for resolution.

Address people in a non-confrontational manner. Steer clear of aggressive or judgmental comments. Speak calmly, describing your frustration in neutral, but clear language. Be sincere, courteous and direct. Don’t attack, judge or interrupt. Doing so will only generate an emotional, defensive response and serve to deepen the rift.

Control your emotions. Letting your emotions get the better of you will only exacerbate the issues. Act professionally and let rationality rule the day.

Accept responsibility. It always takes two to tango. Taking accountability for your role in the disagreement will help to defuse the situation. It will also position you as the resolver of conflict, something your boss will appreciate.

Arguments are part of every workplace. How they are handled goes a long way to define the health and informal culture of an organization. I hope these tips help to improve your conflict management skills.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

12/11/11--11:50: Schnurman: Climb with son taught valuable lessons (chan 2087703)

Every moment we must choose to learn and get better.

Everyday we have choices. We can stay in our comfort zone or challenge the boundaries that constrain us. When we leave our comfort zones and stretch ourselves, we mature and progress. Robert Browning captured this stating, "A man’s reach should exceed his grasp or what’s a heaven for?" Recently my son Matthew and I reached beyond our grasp only to find we could seize much more than we imagined.

Matthew is a 12-year-old sixth grader at Edison Middle School in West Orange. He is a great kid and an intrepid adventurer, so when I suggested that we climb Mount Washington in New Hampshire this past weekend Matthew was gamely excited. My attempts to dissuade him or temper his emotions by elucidating the difficulties involved were met with a steadfast resolve.

We were committed to the trek!

Rising 6,288 feet, Mount Washington, the highest peak in the Northeast, is renowned for its high winds and boasts the world’s worst weather. The mountain offered both a great challenge and opportunity. These are our lessons:

Find the right mountain. Neither Matthew nor I are capable of summiting Everest. Mount Washington stretched us beyond our previous accomplishments but was attainable. In our careers there are jobs, projects or tasks on which we cannot thrive. Have the wisdom to know when you can succeed and when you cannot. Hubris is a career killer.

Hard work and sacrifice pay off. Nothing worthwhile in life comes easy. Matthew trained on the treadmill to build his endurance and confidence. No career starts at the top. We begin in minor, entry level roles and develop the skills, both technical and soft, that allow us to take on larger and more significant opportunities.

Everything we do is training for the next big break. Thomas Edison, the namesake of Matthew’s school, failed innumerable times at building an incandescent light bulb. Insightfully, Edison declared that he had not failed but instead learned countless ways not to build a light bulb. Every setback, no matter how painful, is a learning opportunity.

Believe and commit. Believe that you are capable of great things. We all have proverbial mountains to climb. To reach the summit, turn your belief into action.

Action leads to results. Teddy Roosevelt understood this stating, "The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming . . . who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat."

Appreciate the climb. As Matthew and I rose above the tree line we gained fabulous views of the mountains and terrain around us. Matthew, touched by the beauty, repeatedly declared his appreciation of nature and the stark contrast in elevation that we gained during the climb. The journey is an important part of our work life. Learn to appreciate the sometimes-mundane efforts necessary to reach your goals.

Support. Matthew was supported by a group of guides, other climbers and his Dad. We worked together to stay focused and goal directed. At work you should support others. Seeking counsel, advice and assistance from others is a sign of strength. Regardless of how skilled or motivated, we are all constrained by limitations and need others.

Strive to develop yourself and others. You cannot help someone grow without growing yourself. My support of Matthew was exceeded only by the gift he gave me. Matthew’s drive and determination inspires me on mountains and in life. Helping others will ignite your passion. Nothing is more motivating than seeing someone else develop.

Respect the challenge. In the weeks leading up to our climb I regularly advised Matthew to respect the mountain. The idea is that no matter how much preparation goes into goal attainment, it may still be difficult to achieve. For example, on the mountain we faced steep inclines, ice, snow and high winds. In our careers, factors such as poor teamwork, changing markets or a faulty strategy may conspire to cause us to fall short of our goals.

There will be setbacks. Whether on real or metaphorical mountains, falling is inevitable. It is seminal that we get up each time, brush ourselves off and move forward. Every moment we must choose to learn and get better.

Gazing down from the summit, Matthew and I realized that we live in a world of endless possibilities bounded only by our imagination and effort. While it was demanding, we will forever remember the lessons summiting Mount Washington bestowed upon us.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

01/08/12--08:33: The well-worn 'Corporate Ladder': climb or jump off? (chan 2087703)

Choice is a paradox that can be wrought with challenges and risks.

I am often asked about the importance of climbing the "corporate ladder." Specifically, people want to know if it is okay to eschew the career ladder and its associated monetary, professional and psychic rewards.

Climbing the corporate ladder is a metaphor for greater responsibility, income and success, and presupposes that the ascent starts young and continues over a career. Often, the inertial force of a career’s upward trajectory can place an individual in jobs and roles that are no longer congruent with his values, goals and work/life balance. When this happens the ladder may feel more like a never-ending treadmill instead of an ascendant path.

There are alternatives. In fact, getting off the corporate ladder can be empowering. A person can stay at his current job level, move to a less stressful role, start his own business, consult or begin an entirely different career.

But choice is a paradox that can be wrought with challenges and risks. Whether to continue or stop climbing the corporate ladder is a very personal decision. My advice is simple: Follow your heart but act only after your head approves. In other words, commit the time and energy to fact finding, analyzing and planning your transition before you follow your dreams. Consider these factors in making a decision. Assess your values and needs. Careers, selected in our youth, are influenced by parents, peers and the milieu of the times. I will never forget a comment I read many years ago. A dentist, asked if he enjoyed his job, responded, "Because an 18-year-old kid thought it would be cool to be a dentist I have had to put my hands in other people’s mouths for the last 30 years." I am sure being a dentist is great, but this shows how many careers originate.

We are now different people than we were in the infancy of our careers. Our values, goals and motivations change. Parental and peer influences are replaced by concerns for children, money, power or flexibility. Focus on what is important to you today, not what was in the past. Are you motivated by security, autonomy, a prestigious job or company, work-life balance, growth, power, challenge, predictability or a chance to make a difference for others? Listen to your heart. Do not rely on the decisions a strangely-different but genetically-identical person made many years ago.

Consider the financial impact. Americans are consumers. The convergence of our culture of spending and keeping up with the Joneses mentality, and the rising costs of housing, health care, vacations, cars, gas, education, clothing, food, taxes, etc. place a burden on us to feed our ever-expanding appetite.

For many, jumping off the corporate ladder may be a healthy and positive personal decision, but it can fashion unfortunate financial consequences.

Losing wholly or taking a reduction in income and benefits is difficult for many people. Understand your risk tolerance and stay in your comfort zone.

Develop an expense-oriented budget. Decide what you can eliminate or reduce. Can you survive financially in the short term, if not the long term? Also, consider the impact to your family. Money should not be the only factor, but New Jersey’s high cost of living and tax burden make it a major consideration.

Consider the emotional impact. Our jobs endow us with identity. Changing careers means changing your identity and the shock to your ego can be humbling.

Consider timing. Timing must be right. Maybe the mortgage was just paid off, you received a large bonus or the kids are graduated from college. No matter how ready you are for a move, if the timing is not right, it is a mistake.

Make a decision and create a plan. Do the analysis. Regardless of your decision, it is important to lay out a plan. A three- to five-year plan is probably a good place to start. Define your five-year goals along with the steps required to attain them.

Whatever decision you make is the right decision if you are actively choosing and not relying on the inertial force of a past decision. After all, who would depend on an 18-year-old for career advice?

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com

01/22/12--14:46: Schnurman: Entrepreneurs are a different breed (chan 2087703)

Too many people are dispassionate about their careers.

Saed Hindash/The Star-LedgerMark Schnurman

Entrepreneurs are different. They believe that they can make better decisions than anyone else and, unlike most of us, are willing to act on their beliefs.

Recently, I spoke with Dan Geltrude, CPA, and founder of Geltrude & Co., a public accounting firm in Nutley. Dan is also a director at Pascack Community Bank. I want to share several important ideas from our conversation that I think illuminate the traits that make successful entrepreneurs and can help everyone in their careers.

Do what you enjoy

Dan is so passionate about his business endeavors that it is difficult to separate him from them. He is always looking for the next business opportunity and way of stretching himself. He knows intuitively that doing what he enjoys will lead him to success.

Too many people are dispassionate about their careers. "I was once told that when you do what you enjoy, you never work a day in your life," Dan said. Careers are more successful and fulfilling when driven by enthusiasm. Finding what you enjoy will lead to accomplishment.

Believe in your product
You cannot be successful without truly believing in the products and services you market and sell. Yet too many people go to work for companies to get a paycheck and do not believe in their organization. Dan alluded to this saying, "Seventeen years ago when I founded my accounting firm, I did so because I knew I could provide better services to clients."

About a year ago, Dan discovered what he felt was the best cupcake in the world and decided to make a venture into that business.

Dan invested in Stuffed Cupcakes, also based in Nutley. Dan went on to say that, "Because I truly believe that Stuffed Cupcakes is the best product on the market, all I have to figure out is how to get every person in the country to taste them just one time."

Without question, organizational pride is often product/service driven. Everyone in the organization benefits when the product is consistently high quality.

Plan
Failure to plan is planning to fail and as an entrepreneur you can lose everything. Dan recommends a systematic approach to planning. Dan says, "I believe planning is critical and you need to take the necessary time to get it right. But you also need to be flexible. Remember, no matter how much time you spend planning there will still be unanticipated events that will require quick adaptation."

Create a plan and have the dexterity to change when necessary. This applies to entrepreneurs and employees alike.

Manage revenue and expenses
Businesses make money by increasing revenue and cutting expenses. Most of us are removed from one or perhaps both sides of the equation, but for the entrepreneur it is a focal point. Dan noted, "I manage my businesses from the bottom line up. Revenue is important, but bigger is not necessarily better when it comes to sales. The most important number is the bottom line, that’s the number that needs to grow." Dan manages based upon an expectation of profit. Budgets are established and closely monitored.

Always be marketing
When most of us leave work for the day our job is done. Entrepreneurs, on the other hand, do not stop marketing. It is their lifeblood. They believe to such a high degree in themselves and their services that they want to tell as many people about them as they can.

Dan pointed out that, "Whether we realize it or not, we are walking billboards for our businesses and the spotlights are never turned off. Even though I live my businesses 24/7, it never gets old or tiring." When Dan speaks about his businesses he is confident and direct, but never pushy. That is a difficult trait to master.

Invest in yourself. Dan was already a successful entrepreneur when he enrolled in a master’s degree program in human resources at Penn State. This was his second master’s degree.

Despite the fact that he has been managing employees in multiple business throughout his career Dan felt the education would enhance his abilities.

Dan told me that true entrepreneurs recognize that, "People are the most valuable asset in any business. If you manage them well, the rewards are endless. If you mismanage your employees, it can be a disaster."

Most people are competent. What can distinguish you from your peers is the degree of commitment you have to continuous learning and growth. This can come in many forms such as formal education, the books you read and the people you talk to. The critical factor is that you are always growing.

I hope these tips from a successful entrepreneur help take your career to the next level.

Mark Schnurman may be reached at markschnurman@yahoo.com or on the web at markschnurman.com.

New Jersey Business: Mark Schnurman

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Copyright 2012

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