Beyond ME, Inc.

Landing an opportunity is not the end of being the CEO of ME, Inc. but the beginning of your next chapter. Being the CEO of ME, Inc. doesn’t stop just because you’ve successfully navigated your way into a targeted position or landed that ideal client; this entire program is much more than simply “landing a job.” If you’ve internalized the CEO of ME, Inc. paradigm, you now recognize its unique value as a powerful business strategy, too. Simply put, you become a business leader within your network not only because it’s the right thing to for the network, but because it’s the right thing to do for your own business. There is an obvious mutual benefit in this type of business model. In my view, there are three levels of CEOs that emerge from applying the principles: 1. CEOs of ME, Inc. Many people will master and implement the job search methodology and CEO mind-set that I teach and go on to find opportunities whenever they’re needed. They are winners in the race for 21st century jobs because they’ve discovered that the process really works. 2. CEOs as Networking Leaders A smaller group will move into positions of leadership, recognizing the value of helping others while improving their branding, exposure, and ever-expanding networks, all of which nourish their own CEO of ME, Inc. business. Networking Leaders are winners in the race for 21st century jobs because they see the long-term potential of owning their careers and establishing business rules based on reciprocity and trust. They recognize the extraordinary business value in branding themselves as someone who gives freely and without restriction. 3. CEOs as Strategic Partners Finally, there is an elite group of entrepreneurs who combine the CEO of ME, Inc. paradigm with dynamic leadership to develop truly creative and powerful business strategies. Their unique application of the ME, Inc. paradigm is built on tapping the immense reserves of talent and opportunity within their networks to promote products and services that are in high demand. Once the profit motive is appropriately factored in to the business model — while preserving trust, integrity, and the inherent value of relationships — we now have a strategic partner, the highest level of CEO career and business management. You can do it … I know you can! Networking News: • This week on Your Career Is Calling “Enhance Your Career by Marketing to the Latino Community” with Marketing Executive and Networking Guru Ali Curi this Sunday, June 3 at 8am (ET) on 107.7 FM and online on www.1077TheBronc.com. Best wishes and keep networking alive, Coach Rod

Become an "Untouchable" NOW!

In his book The World is Flat, (copyright © 2005 by Farrar, Straus, & Giroux) New York Times columnist Thomas Friedman presents a view of the future in which evolving technologies will level the playing field for business owners worldwide. Traditional corporate hierarchies will likely be replaced by highly specialized online communities sharing similar business interests. According to Friedman, to survive in this ever-flattening world, individuals must diversify their skills so that they remain viable competitors across many different careers. Those who do, those who attain a level of specialization that cannot be outsourced are, he claims, "untouchable." So if you want job security, join their ranks. Become an “untouchable" now. And if you don't? The fallout from such dramatic technological change may mean that those who haven't kept pace will lose the race for 21st century jobs. We are staking out territory in this new world to keep its network members informed, educated, inspired, and prepared for sweeping change by teaching the CEO of ME, Inc. mind-set. Individuals who have learned to manage their careers as a business will be well-positioned to deal with whatever comes their way. Those who don’t may well find themselves swallowed up in the connectionless void of The Black Hole. Key to successfully owning your career is networking. Networking is learning about the most effective ways to connect with others. It’s about building solid, trusted relationships from those connections then nurturing those relationships. In fact, networking is the insurance policy you take out to secure a place for yourself in the relationship-based global economy of the future. Finally, networking is just good sound business. Through effective networking you build one of the greatest assets to ensure your place as a viable contender in the race for 21st century jobs: business intelligence. As the CEO of ME, Inc., you will use that intelligence to run your career as a business and the one activity you must never stop is networking. It's the machinery that drives your CEO of ME, Inc. business. That shouldn’t come as a big surprise; after all, no effective CEO could stay in business long if he or she stopped making contacts — without them, your days as a CEO of ME, Inc. or anything else would be numbered. You can do it … I know you can!!! Coach Rod

Dig Your Well Before You Need the Water

Colleagues,

This timeless axiom perfectly describes the mess you’ll be in once you’ve cycled through the 7-Step Job Search Methodology, gotten the interview, received the job offer, accepted it, and started working at the target company without nourishing, expanding, and regularly pinging your network.

For many, the problem is complacency. Once you’ve ended those horrible months of waiting for just the right position and then you get it, the tendency is to think like this:

“Well, I worked hard. Very hard. It was a long, uphill battle, but I fought my way to the top and now I’ve landed. I’m now so exhausted now that the only thing I can think of is digging into my new work assignment. I don’t have time for networking anymore; I need to refocus my priorities, and the priority right now is getting paychecks again.”

Does this sound familiar? It's all too easy to lapse into complacency. But if you do, it can have the effect of sabotaging all of your previous networking efforts or at the very least cause you to have very little to show for them.

How do you handle that?

Many professionals in my network simply schedule some periodic networking time during their new work week — even if it’s just a few minutes here and there to make some phone calls, meet someone for lunch, or reconnect via e-mail. When you're newly employed, it doesn’t take much effort to keep your network “alive”, but whatever that effort is, it must be on a regular basis — something you consistently integrate into your weekly routine.

You can do it … I know you can!

Best wishes and keep networking alive,

Coach Rod

You Don’t STOP being the CEO of ME, Inc. after Accepting a New Position!

We’ve had some recent successes helping professionals land positions in less than 40 days from starting our 7-Step Job Search Program. Landing is only half the battle; securing the position and preparing for next steps is equally critical.

During your first few months in a new position, you will obviously want to manage your workload carefully and make sure you have the answers from your management on these two questions:

1. What do I have to do to meet your expectations over the next 6 months?
2. What do I have to do to EXCEED your expectation over the next 6 months?

And make sure you manage your work against management’s expectations. This is the best way to secure your value to the organization.

During periods of downtime the following activities, all of which are intended to shore you up when your next job loss occurs:

• Network actively with your new fellow employees (i.e., build and expand the “safety net”).
• Manage your new relationships; nurture them with the idea that they will lead you to others and in all cases, connect with them on LinkedIn.
• Check Indeed.com regularly to see what kinds of opportunities are out there even though you are temporarily secure.
• Explore the “Hidden Job Market” to gather business intelligence, discover market conditions, spot trends in your industry, and so on.

Here is what you need to understand about the first few months in your new job. I’m presenting it as it was shared with me during a training conference call by a member who not only mastered the methodology, mind-set, networking machinery and value proposition but who also understood the extraordinary value of keeping those processes going after he landed his new position.

“The first 90 days are all about securing the first year. In any new position, it’s important, as CEOs, not just to meet expectations, but to exceed expectations.”

“But if I abandon my networking activities just because I’ve landed, I’m taking myself out of the very loop that got me here in the first place: my trusted contacts in the Warm, Trusted Network. It took me a long time to build that network; why would I want to let go of it now, especially when most business and economic trends show that a majority of people will go through a job search roughly once every three years? What if I have to re-engage my network unexpectedly?”

“Naturally no one should give their new responsibilities a lower priority than networking. But all of this has to be put in perspective: Most of us, in the course of a business day, have at least some free time, time to just rest and recharge the batteries. That free time can still be thoroughly enjoyable if you meet some people in the cafeteria and share information, ideas, and opinions. You’re still networking, it’s just that you’re assigning it a different “rotation” in your business day.”

There’s another point to consider, and it’s important. Even after being hired by your target company, you are still (and will remain) the CEO of ME, Inc. In that lifelong position, you must not relinquish the duties of managing your career. You don’t STOP being the CEO of ME, Inc. just because you’ve accepted a position and now have a new title. Your real title remains — the CEO of ME, Inc. The only real difference will be how well you strike a balance between managing your new client’s responsibilities and the overarching responsibilities for your CEO of ME, Inc. enterprise.

You can do it … I know you can!

Coach Rod

Your CEO of ME, Inc. Checklist

Most of you have already figured out that there is no such thing as a “finish line” in the race for 21st century jobs and career management. How can there be? What is there that can ever possibly be “finished”? The work involved to position yourself as a uniquely qualified candidate never ends, not even after you’ve landed a targeted position.

It’s safer to think of the race for 21st century jobs and career management as a race with an unlimited number of competitors and no discernible end, no finish line. As you’ve seen, the real work of keeping yourself competitive never ends.

Below is a checklist of making sure you are staying focused on being the best CEO of ME, Inc.:
1. Think, speak, and act like a business owner because you are one … you own your career.
2. As the CEO of your career, you are in control, it’s your move. You assume full responsibility.
3. Take charge of your career not just for yourself, but for your Personal Board of Directors.
4. Adopt mental toughness and a “positive mental attitude” in everything you do as a CEO of ME, Inc. Don’t just think it – do it! Do not outsource or delegate your career management to another entity.
5. Master the art of small talk and start making connections.
6. Never forget that solid, effective networking is always built on trust and reciprocity. If you understand and value both, there’s no end to the growth of your network and career.
7. Vigorously build and track your network.
8. Networking is smart business – build your network before you need it.
9. Protect your networking connectors and appreciate your networking advocates.
10. Be completely familiar with your own skills and talents (Build Your Brand).
11. Remember: Benefits Always Trump Features … You need to give people motivation if you want them to help you. You need to sell the benefit.
12. The combination of a top-notch value proposition and extraordinary networking will get you to your desired career goals.

You can do it … I know you can!

Coach Rod

How to Analyze the Job Description as the CEO of ME Inc.

Use www.Indeed.com to find as many “real” positions within a 50-mile radius of your home. Make sure you use the Advanced Search feature on Indeed to specify things like:
— Specific words or phrases to be included
— Exact phrases to be included
— Exclusionary or Inclusionary use of search terms
— Words to be included in the title of the job description
— From which company
— Type of jobs and from which source
— Salary estimate
— Where and When (Location and Age of Post)

Review the list of available positions and begin ruling out the ones that fail your own personal “eligibility rules”; from the list that remains, select the top three (3). Print out these job descriptions.

Take a yellow highlighter and highlight those areas that specify the need for “core skills”, i.e., those skills that are critical to executing the job’s requirements (e.g., programming, database management, server administration, LAN diagnostics, etc…). Make sure you OMIT the “soft skills” such as typing, telephone, fax, office software, written communications, etc.

The CORE SKILLS in each of these three positions are what will be used to build your targeted resumes (note plural: resumes). If you have these skills at a level of 70% or better, you are ready to begin building your targeted resume.

You can do it … I know you can!

Best wishes and keep networking alive,

Coach Rod

Managing Your Networking Phone Calls as the CEO of ME, Inc.

Greetings from Chennai, India…

Ah, the phone call! This is where the rubber meets the road. Many professionals admit that placing phone calls, particularly to unfamiliar parties, is like trying to carry a 10-ton elephant up the north face of Mt. Everest in a raging snowstorm.

What makes calling a network contact so difficult is that you don't want to sound like a solicitor begging for a sale. The key is the philosophy behind your call. If you fall into immediate sales mode and tell the contact what you want, you'll fail. Why? Because it's all about you. You are not thinking in “reciprocity mode.” Until you can think that way, your calls won't be productive.

The philosophy behind every call is simply to reconnect and exchange information. It's a networking call, not a sales call. If you feel your heart racing and the phone seems heavy, you are making the wrong call. STOP! Make the call but remember the goal is to simply reconnect and exchange information.

You can do it … I know you can!

Best wishes and keep networking alive,

Coach Rod

The "T-Letter" - The Secret Weapon for the CEO of ME, Inc.

What is a T-Letter?

It’s a type of cover letter that allows job applicants to provide direct and visual evidence of their suitability for a particular position.

Why do I put so much emphasis on including a T-Letter in an individual’s job submission paperwork?
T-Letters provide qualified applicants a unique opportunity to make a strong and compelling case for their qualifications by matching specific qualifications against specific requirements taken directly from the job description. If an applicant makes an exceptionally good case for his or her own suitability for the position, a hiring manager will feel obliged to advance the applicant further (e.g., toward an interview). Without the T-Letter, the hiring manager may or may not be able to assemble an individual’s case from a resume alone.

What is meant by a “Value Proposition” and what is the T-Letter’s role in it?
A complete Value Proposition consists of three parts:

1. The original job description (included in the Value Proposition so that Networking Connectors and Networking Angels can assist you in determining if the T-Letter and Targeted Resume are “on target” or not);
2. T-Letter (point-by-point comparison of position requirements vs. candidate’s qualifications);
3. The Targeted Resume (written specifically for a specific position and “in synch” with the T-Letter).

The T-Letter (#2, above) is the cover letter which provides a visual comparison of a position’s requirements and a candidate’s qualifications, intentionally set up as a point-by-point comparison. Since the comparison “block” of this letter resembles the letter “T”, a common term for this type of cover letter is a “T-Letter.”


What are the steps involved in creating an effective T-Letter?

1. Based on search results you’ve obtained from using indeed.com (or other search engines), find a job posting for which you are a good fit. You need to be a 70% or better match for the job in order to have a better-than-even chance of getting to the interview stage.

2. Using the job description, highlight the most important requirements. Try to think like the hiring manager when selecting the top 4 – 7 requirements for this position. Make sure you are highlighting requirements that involve specific skills, not general “soft skills.”

3. Using the templates provided in this job aid, list the top 4 – 7 requirements going down the left-hand side of the “T-display block”. Each requirement gets its own bullet.

4. Now, for each requirement bullet you’ve listed, carefully write a “response” bullet showing how you have that particular qualification. Write short but powerful phrases and be sure your response bullets clearly demonstrate three things:

• what have you done that demonstrates mastery of this skill?
• where (i.e., what company) did you do it? and
• what was the impact? (e.g., “saved company $45 million in admin. costs”).

Remember: Those three questions must be answered WITHIN EACH AND EVERY QUALIFICATION BULLET you write.

5. Make sure you are “answering” each of the company’s “requirement bullets” with each of your “qualification bullets.” IMPORTANT: This is a one-for-one match-up strategy, not an attempt to “pad” lots of qualification bullets for each requirement bullet.

You can do it … I know you can.

Coach Rod

Negotiate as the CEO of ME, Inc.

Negotiations are unique to each individual and to each individual client engagement. For every negotiation you undertake, maintain a CEO's mindset with clarity and purpose as your goals.

Ask yourself if this is a short-term gig or a long-term engagement. The answer is directly tied to the financial status of ME, Inc. Remember that this is a critical matter to your Personal Board of Directors. Depending on the situation (if you're currently unemployed your compensation is zero) you may have to settle for a client on a short-term basis while you continue to look for better, mid-and long-term opportunities.

Other points to remember about negotiations:

• This is a business to business discussion. You are a CEO so act accordingly.
• You are on equal footing with the client — provided you have a service the client is looking to engage.
• It's all about negotiating the details.
• Depending on the level of mutual interest, every offer has some wiggle room.
• Always ask “Is this your best offer?”
• Never say "no". Instead, offer a counterproposal that you are prepared to accept.

You can do it … I know you can!!!

Best wishes and keep networking alive,

Coach Rod

The Objective of the Interview

In every interview, try to give the interviewer a picture of your personal attributes as well as your experience, skills, and other job qualifications. Make your verbal and nonverbal messages positive, incorporating posture, facial expressions, and voice qualities that convey competence, friendliness, energy, and enthusiasm. This helps the interviewer feel comfortable and creates an open tone, which improves the chance for a successful interview. An open tone helps both you are the interviewer relax and improves the natural flow of conversation. When under less tension, you can better communicate the information necessary for a good interview.

Own the Job Description
If you can truly claim “ownership” of the job description, you're in an unbeatable position to navigate the interview. In fact it’s a sure thing since you're already intimately familiar with every detail that could possibly emerge as a talking point.

Think of it as curveball insurance: If the interviewer attempts to throw you a curveball with some obscure reference to responsibilities or skills, you can respond with confidence and poise to demonstrate your unbelievable mastery of the position’s unique requirements. Believe me, this makes a powerful impression!

Happy Valentine’s Day and keep networking alive,

Coach Rod

If You Choose To Do It; Observe The Protocols!

While there are very few hard and fast rules on social networking sites, there are guidelines and protocols you should follow to ensure a positive experience and avoid problems, conflicts, and confrontations:

• If you're going to participate in social networking, do it properly: Participate frequently, respond to questions, and portray your brand in a positive way.

• Don't sell: People want to know about you as a person first and that takes some time.

• The best strategy: Spend time watching and learning to get a "feel" for the dialog; then, gradually start participating.

• Always try to determine how you can add value to the comment stream.

• It's not about making impressions, it's about making friends! Friends will share the truth with you.

• Always begin by seeking advice or asking some questions.

Make it happen … I know you can!

Next Week:
• I will see you on the radio this Sunday, January 29th at 8am (EST) with “Careers in STEM: Science, Technology, Engineering and Math” with HISPA Founder, Dr. Ivonne Diaz-Claisse on Your Career Is Calling on 107.7 FM and online on www.1077TheBronc.com. I look forward to taking your calls at 877.900.1077.

Best wishes and keep networking alive,

Coach Rod

How To Work The Hidden Job Market as the CEO of ME, Inc.

The Hidden Job Market is the name given to all the opportunities out there that are unadvertised, either because a company wants to find candidates through its employees' networks or because no such position currently exists. In the last case, you must depend on your own ingenuity to identify potential opportunities at an intriguing company, do your homework to determine what that company truly needs, then figure out how to create an attractive, value-added position. Finally, you need to “sell the concept.”
How Do You Access It?
Due to the sheer volume of applicants competing for a fixed number of positions, many employers don’t even bother registering their openings on big-name job boards like Monster, Dice, and CareerBuilder.
Instead, they turn to their existing employee network to help recruit qualified candidates. This means there may be great opportunities at a company of interest, but you’ll never find out about them via the traditional approach of querying Internet job boards.
Why would an employer do this?
There are two immediate advantages. First, hiring managers can avoid the torrent of paperwork from job seekers who aren’t even remotely qualified for a position. Second, they can bypass the registration process with the job boards and confine interview time to a bare minimum.
There's something else you need to know about The Hidden Job Market. Step 2 of the 7-Step Job Search Methodology is based on the spot market. In other words, it uses today's market conditions to determine what positions are currently available. By contrast, The Hidden Job Market is based on the futures market, that is, the potential for positions that might exist or that could be created in the future — your future.
The Role of Networking in The Hidden Job Market
You’ve built a network of trusted relationships. But why bother to network if you never plan to leverage it? It’s now time to do some asking because you’ve earned the right to do so. You’ve followed the rules and observed the connection protocols. It’s time to tap your network’s connection horsepower to help you find a position.
In order to set you up with the proper mind-set for exploring the Hidden Job Market, I’d like you to consider the following somewhat offbeat illustrative scenario:
Let’s say you’re a surgeon who has been assigned the task of finding and removing a dangerous tumor somewhere in the lower abdomen of a 52-year-old man. Theoretically, you could start performing exploratory surgery right away, reaching in through various incisions to feel for any lumps or masses that don’t belong there.
But is that really a medically sound practice? Before performing surgery, wouldn’t it be better to gather as much information about the soft tissue in the patient with a CT-Scan or an MRI? Wouldn’t these diagnostic procedures give you far greater intelligence about the size, shape, and precise location of the tumor? And wouldn’t it make much more sense to have all of the diagnostic work completed before the first incision is ever made?
The point is this: While investigating the Hidden Job Market, your primary function will be networking, not selling, and your aim is to gather intelligence from those individuals you’ve identified as being reliable but only in the specific area in which your skills are a precise match. Your job is to connect with individuals who can truly help you because they’re in the same industry, not going on some fishing expedition inside industries that have no relevance to yours.
To put it in slightly different terms, it’s not going to do you any good to tap into a pipeline of business intelligence for the pharmaceutical industry if you’re seeking a position as a tax accountant. You need to refine and refine again the “filtering” of your contacts to make sure you’re picking up intelligence for the industry — and, if possible, even the precise niche — in which you want to work.
Your ultimate goal is to answer two very specific questions:
1. Who does what you do?
2. Who hires people who do what you do?
Once you’ve mastered this “precision targeting” technique, the flow of your conversation will be along these lines:
“Where do you see the industry heading? What’s going on? What’s hot? What’s not? What groups should I belong to? This is what I’m hearing; what are you hearing?”
Finally, when you judge it to be the correct time to do some asking, you must do it as an assertive CEO, not a spineless wimp. It must be a direct request for a specific action to achieve a targeted goal. Don’t worry, you’ve earned the right to ask because of your golden reciprocity track record. Furthermore, most business owners appreciate direct, straightforward requests.

Make it happen … I know you can!

• I will see you on the radio this Sunday, January 22th at 8am (EST) with “Managing the Financial Side of ME, INC.” with CPA and Business Owner, Surekha Vaidya on Your Career Is Calling on 107.7 FM and online on www.1077TheBronc.com. I look forward to taking your calls at 877.900.1077.

• HPNG is having their monthly meeting on January 26 at 6pm in New York City. See you there!

• I am giving my next speech “The Brand Called U” on Tuesday January 24 at 7:30pm in Lakewood, NJ. For details visit Lakewood Piners.

• Go Giants!

Best wishes and keep networking alive,

Coach Rod

Plan Before You Brand

For generations, cattle ranchers “branded” their stock to prevent theft and to provide a measure of security for their business ventures. It was the only way to ensure that the “inventory” remained safe and quantifiable.

For many of us, the old-time “TV westerns” included a scene in which a cowhand heated up a branding iron then applied it to the animal in one quick motion.

The action of applying that hot brand (remember the logo for the “Lazy S Ranch”?) meant putting a unique mark on an animal that represented part of the rancher’s assets. It was both necessary and permanent.

Your personal brand carries the same impact. Once established, it’s permanent. Whatever else happens after you brand yourself becomes either a reinforcement of your brand (a good thing) or a contradiction of your brand (a very, very bad thing). Because of its ability to form permanent impressions in the minds of consumers, branding must be preceded by the development of a brand strategy.

Simply put, a brand strategy will involve items such as the following:

• Determine your brand expectations (what do you want it to achieve?)
• Evaluate any existing brand-related assets or collateral
• Determine the costs for developing a brand
• Understand how branding affect the development of a business plan

Your specific branding goals will probably include answers to these questions: How will your personal brand:

• build awareness?
• create an emotional connection with the business community?
• accurately deliver your true distinguishing characteristics?
• establish credibility, trust, and confidence?
• generate buyer preference?

The 7-Steps to Career Empowerment

Happy New Year! I wish you all the best in 2012 and that you resolve to take control over your career and become the CEO of ME, Inc. Enterprises – managing your career as a business. You can do it!

Second, incorporate my 7-Step Job Search Methodology into your core competencies in 2012. It can be used for internal or external positions and by students and professionals. It doesn’t matter if you live in New York City or Beijing. It works! The process is tweaked to near-perfection over the past seven years but will undoubtedly be tweaked many more times whenever improvements are discovered, tested, and evaluated.

7-Step Job Search Methodology
Step 1
First, you will determine what your core skills are. Everyone is good at something; so what are your skills, talents, and abilities? What would be a suitable title for someone who does your kind of work?

Step 2
You call your work by a particular name; now it’s time to find out what the marketplace calls it. Are you a Java Developer? A Financial Analyst? You’ll make good use of a web site called Indeed.com to perform this task. You’ll also get a first look at opportunities that may be a good fit for you. The importance of this step is that it helps you determine the market demand for your skills (i.e., the spot market; a snapshot of what the prevailing market conditions look like).

Step 3
Now, using LinkedIn and your networking skills, try to identify advocates; these are people either in your network or in the networks of friends, business contacts, etc… who can “connect the dots” for you within a targeted company to get your name circulated among key decision-makers. At this step, you are performing “networking research”, that is, you are not actually reaching out to these advocates yet, just identifying who they are.

Step 4
You will then develop your value proposition consisting of: 1) a targeted resume; 2) a cover letter (or T-Letter), and 3) the job description itself. In this step you are building your case for the job. Since these documents will either make or break you, you will want to have them as close to perfection as possible.

Note: Although the value proposition consists of 1) the job description, 2) the targeted resume, and 3) the T-Letter, you will only actually submit the resume and cover letter. Decision-makers don’t need to see the job description. We include it as part of the value proposition to make sure that we keep ourselves properly tracked with its requirements while engaging advocates.

Step 5
Once you’re SURE you understand the position for which you’ve identified suitable advocates, prepare to connect with them. For advocates who are in a decision-making role, you'll place a call to them and sell, i.e., your “Sales & Marketing Team” swings into gear. With advocates who are friends, or friends of friends, you'll network to establish a communications chain to the decision makers (your “Research & Development Team” manages this). In all cases, you will document all contact with advocates to ensure timely and appropriate follow-up.

Step 6
After that, you will submit your value proposition as instructed and set up a specific follow-up schedule. You will track your contact with all advocates to ensure that no follow-up calls or e-mails are forgotten.

Step 7
Finally, you will repeat the process. As the CEO of a business, you never settle for having just one client. When you’re in transition and actively looking for work, your goal should be to find at least one new client a day.

Here are a few questions to determine your current work satisfaction:

1. How satisfied are you with your current work?
2. To what degree do you have the skills necessary to flourish? What skills are needed?
3. How long do you believe to stay in your current line of work?
4. How do you define “success”? To what extent are you achieving your version of success?
5. What is the biggest problem you have in your career?
6. What are you doing about question #5?
7. What decision are you trying to make about your career?

Make it happen … I know you can!

I will see you on the radio this Sunday, January 8th at 8am (EST) with Networking Expert, Boxer and Author, Michael Goldberg on “Knock-Out Networking” on Your Career Is Calling on 107.7 FM and online on www.1077TheBronc.com. I look forward to taking your calls at 877.900.1077.

Best wishes and keep networking alive,

Coach Rod