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The Resilient You – Are You Resilient? Lee Whittier Edencrest Enterprises a social purpose corporation

The Resilient You – Are You Resilient?

 

Your job has vanished into thin air. What you have gone through is a major life change, and no one else can know what you’re going through. So now what?  Where do you start rebuilding your life?  In the depths of devastation, how do you make the necessary transition to become a strong job contender?

Resilience is the ability to bounce back from a difficult or traumatic life event. Think of resilience as even more powerful than the event that put you in a position to be examining the concept.

Resilience can be achieved by

  • re-examining and re-framing a negative perception of reality, and
  • choosing ways of being that enhance the creation of a realistic and positive framework.

You may be resilient and ready to check out options and guidance on how to dive into a new, perfect-for-you job.  That momentum is highly desirable, but wait a minute.  Are you authentically resilient, or underneath that façade, are you really feeling unempowered and victimized?  Spend some time taking stock of yourself and what you’re really feeling.  Get in front of a mirror and ask yourself one question: “Am I resilient or am I fooling myself?”

If you see a mess in the mirror, have compassion for yourself. Begin by embracing your situation as a temporary condition. Your system of family and friends, career coaches or counselors, and transition experts can help you move forward to be ready for action. Use these people as resources through your cycle of change.

The Resilient You is the raw material that your recruiter has to work with. If you’re steady, you’re ready for some practice interviews with your recruiter/staffing agency. The better shape you’re in, the more effectively the recruiter can do the job!

You are in charge of how you live your life every moment.  Here are some practical things to enlist in your life that will help you feel more empowered and resilient.

  • Get up every morning at a set time and get dressed for work.  Yup, just do it.
  • Create a schedule for your day. Stick to it.
  • Do at least 45 minutes of exercise every single day.  This is part of your new job.
  • Eat fresh foods and focus on a healthy diet.  It’ll sharpen your mind.
  • Develop a daily, spiritual practice like meditation, prayer, or read something beautiful like poetry or write in a  journal.
  • Create a new personal/household budget.  This will give you more control and help you to feel empowered.  This is a must!
  • Make the choice to be around people who are joyful and lead balanced lives. Stay away from negative people.
  • Finally, practice resilience by belly-laughing  as long and hard as you can every day.

Next time, The Resilient You: Self-empowerment & Your Body

Lee Whittier Edencrest Enterprises a social purpose corporation

Lifestyle Awareness &Transitions

Lee Whittier brings over 20 years’ experience to stress reduction and lifestyle awareness consulting.  She specializes in using empathy to assist people who are navigating major life transitions.  Lee earned her undergraduate degree in Human Communications from Marylhurst University and a post-graduate certificate in Mediation/Conflict Management studies from Woodbury Institute at Champlain.  In her private life, she loves hiking with her family and two Tibetan Terrier dogs, Palmer and GG.

The Value of Good Mentors

The Value of Mentors Who Inspire Us

My Story- We Would Love to Hear Yours!

As I look back on my career I am happy to say that I have had the benefit of many great mentors.

Below are some highlights of just a few.

It really started with my father, my very first mentor.  A master networker and sales executive, he knew everyone in the garment industry and this was long before social media and the phrase “networking” was coined in the business world.  In the rag trade all deals were done through relationships, they were built face to face over many years.  My father talk me self-discipline, how to work really hard and to be direct and ask for what I want.

Early on my first professional mentor was an attorney I worked with at a NYC law firm.  John offered me the chance to take on stretch assignments and learn about the commercial real estate industry often doing Sr. Associate level work as his Paralegal.  It helped me gain self-confidence as a young professional; this has continued to serve me throughout my entire career.

Mentors are not always your immediate supervisor.  They are individuals who take a genuine interest in your professional development.  They can be colleagues, leaders, advisors, friends and even direct reports all who have the potential to teach and influence us to become better human beings.

My second Mentor was a co-worker in my first recruiting firm.  Karen came to our firm from Texas and had many years of recruiting experience.  I was a typical newbie, a deer in headlights.  She provided me with insight on how to recruit and engage in conversations with both employers and candidates.  To this day I do not believe I would’ve been successful at Adams & Associates had I not had the benefit of sitting next to her during my first year with the firm.  She took the time to assist me in honing my craft as a recruiter even though her role did not encompass training me or anyone else on the team.  She gave her time willingly and never asked for anything in return except our friendship.  Today she continues to be a fabulous recruiter and works for MRI here in Portland.

My last two mentors came from DBM (Drake Beam Morin) a global outplacement and coaching firm.  Pat our managing consultant was responsible for teaching me the art of building a network and paying it forward.  Although I did not report to him directly as the manager of the Portland office he took an interest in my development, helping me to become visible to senior leadership and understanding how to navigate in a global organization.  Without Pat I would not have survived the rigorous demands of the role I held and the enormous quotas that were imposed on me with this organization.  He celebrated every success with me no matter how small.  His passion for the business and his genuine concern for our clients is something we shared and I will always credit him with helping me to be successful in my own business today.

My last mentor (also at DBM) was my boss, and one of the best bosses I have ever had the pleasure of working with.   Cary helped me mature and truly understand my weaknesses so I could work at overcoming them.  She taught me to how to seek out alternative and healthier ways to manage stress.  Cary encouraged me to try new things and to step outside my comfort zone.  As a result I was promoted.  She managed effortlessly, truly a sign of a good leader.  I often ask myself “what would Cary do” when I am facing a challenging situation.  Cary’s sense of humor and calming influence helped us get through two company acquisitions and four different CEO’s over the course of 5 years.  When I decided to return to the recruiting world she supported me and helped me update my resume-yes, even those of us who work in the career transition consulting business need an objective eye to help them craft or update their own resume.

Make sure to surround yourself with good mentors throughout your life, these are the people that really care about your well-being and ask for nothing in return, they just give of themselves freely.

Say Good-Bye to Company Guy!

Say Good-Bye to Company guy!

Say Good-Bye to Company guy!

 

Say Good-Bye to Company guy!

 

Are you ready to fly and leave the corporate nest? Are you ready to cut the ties that bind you to one corporation, one product or service, one manager and one job?

Become a member of the fastest growing segment of the job market – become a free agent.

A revolutionary concept is sweeping America-now referred to as the “Gig Economy.”

During the last two recessions people became fed up with dead end careers, unfulfilling positions, and lack of employer loyalty, political agendas and dysfunctional workplaces. The result of this is a growing number of free agents.

These individuals “are free from the bonds of a large institution and are agents of their own future.” Says Daniel Pink, author of Free Agent Nation.

In the first half of the twentieth century we had the “organizational man.” Typically tethered to a large organization with explicit corporate paternalism, these organizations operated much like parents, taking care of their own. Long gone are the days of Ma Bell.

In the first half of the twenty-first century the new representative figure is the independent worker who operates on his or her own terms, serving multiple clients and customers instead of a single organization.

There are typically three different kinds of free agents: soloists, contractors, and microbusinesses. Each works independently, but has nuances that make their situation unique.

Playing it Solo – The Freelance Artist

The soloist is not necessarily new to the twenty-first century. Artists and writers have worked this way for decades calling themselves “freelancers.”
Freelancers of the past were not free of charge but were often thought of as free of loyalty. In today’s electronic age there is also a new category, workers MIT Professor Tom Malone has dubbed the term e-lancers, as free agents finding gigs through the internet.

Soloists are free agents by design choosing to work independently. Even those who were pushed into this way of working prefer it over being a wage slave. The soloist generally works on shorter term well defined engagements and projects, and enjoys flexibility and a variety of clients.

 Contractors – formerly known as “temps”

Temporary or contract employees have become a fixture of the modern economy, especially in large organizations. “Temp,” often viewed as a four letter word is now an area that is growing faster than traditional employment. The skill level and pay of the temporary employee has also changed, especially for white collar positions including roles in accounting and finance.

There is growing popularity for the interim executive, men and women who parachute into a company for six months to save it from disaster and then move on to the next challenge. Agencies and contractors often have good relationships since agencies can keep a contractor busy (when one project wraps up, another one begins) with knowledge of the market and open opportunities.

The Micro Business – exceptionally small by design, but very mighty

Millions of microbusinesses begin and often remain in the home. Half of home based ventures fall into two categories: services (including accounting); and maintenance (including construction and home repair). Microbusinesses are committed to a no-growth policy. The internet and social media is helping spawn new microenterprises where a tiny cluster of people can attain the power, scope and access of a large corporation without sacrificing independence, flexibility, and the joy of being small.

For employers, the use of free-agents gives them the continued advantage of being agile in a rapidly changing marketplace.

It eliminates the fixed cost of a regular full time employee while providing organizations with the advantage of hiring specific expertise necessary at differing times in a company’s growth and development-cycle.

As work continues to become more about both finding meaning and making money, free agents are expanding. For the independent worker, freedom and choice matter more than stability. And being able to define success on your own terms allow for great work satisfaction.

Find your new career, not your new employer!

 

What Your Employees Are Not Telling You As They Walk Out The Door

What your employees may not be telling you as the walk out the door?

Conducting exit interviews has been a regular practice for companies.  However, employers need to ask themselves whether they are gaining any real value from doing this and are they going to make the necessary changes in the future to minimize turnover based upon this feedback?

Most employees who leave a company and elect to participate in an exit interview are not always completely transparent about the reason they are leaving.  They often feel that it is best to say nothing, because nothing will change.

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Hiring practices, is your process impacting your ability to make the best hires?

We often struggle as employers with how best to conduct our hiring process and this impacts our ability to attract and bring on high performing employees.

It is common for employers to conduct a three part process for a senior level or professional position. This includes an initial phone screen often administered by HR or an internal recruiter to ensure that the candidate has the skills, education and experience relevant to the technical aspects of the role.

Following an initial screening is often a face to face meeting with the individual who will be responsible for managing the candidate, this interview allows for the manager to ensure cultural fit and dive deeper into the candidate’s technical aptitude and competencies relevant to being successful.

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What Makes An Attractive Candidate?

Article Written by Marsha Warner, Recruiting Affiliate at Kent Employment and Kent Staffing Solutions You’ve edited your resume, written a great cover letter and made contact with a terrific potential employer. After passing the first hurdles presented by phone screens and written essay questions, you are in front of your perspective employer for an interview. What are the qualities that make you an attractive candidate?

Being a compelling candidate has as much to do with intrinsic qualities you bring as with your skills and education. It is the energy or intangibles as much as the tangibles that make us a compelling candidate enthusiasm, focus, self confidence, self awareness and team fit, when projected positively, make you the candidate of choice.

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Editor’s Pick: Article in Oregon Business magazine

Contributed Blog by Tom Cox

Of the CEO’s four major responsibilities — culture, budget, strategy, and building the senior team — I believe the hardest and most important is building the team.

Jim Collins, the author of “Good to Great” and “Great by Choice” among others, agrees. To best prepare for an uncertain future, recruit the greatest team you can. “We have nearly 7,000 years of combined corporate history in our research database,” Collins said in a recent interview. “The single most important leadership skill, above all others, is the ability to make exceptional people decisions and put them in the right seats.”

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The Bonus Dilemma

Many of my clients make up for a short fall in the base salary offer by including a bonus. Unfortunately most candidates are not willing to risk taking a reduction in base pay on the promise of a bonus.

There are two distinct types of bonuses:

A non-discretionary bonus is one where the employer from the outset determines the standards required to receive a bonus based upon meeting specific criteria (individual, company or a combination of both) it can also be a percentage of salary with no defined standards. An employer’s incentive pay plan that provides additional compensation for exceeding performance or productivity goals is an example of how nondiscretionary bonuses are executed in the workplace. Often the challenge with this type of bonus comes when the employee and employer disagree on successful outcomes. To be effective, the goals and objectives should be measurable.

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