You have many things to be THANKFUL for...family, friends and your health. Today, more than any other day, is a reason to celebrate that.
Life is a MARATHON. Patience is still a virtue. You embrace the victories and learn from the losses.
Today, I give thanks for my family and friends and my third grade soccer team.
I have coached recreational soccer for over 10 years. While I have seen my share of gifted players and terrific teams, my favorite team is the one I am coaching right now. They are an incredible bunch of third graders in West Nyack, NY. Our record this year was 0-6-1.
Why are they my favorite team? Because each and every game they NEVER GAVE UP. Always in it until the end.
The other team had their one or two star players who always scored the goals. While the balance of THEIR teammates where on a winning team, those other kids weren't doing anything to contribute. They just liked being on a winning team. Who wouldn't. Pretty shallow, right?
My kids, however, all contributed. They worked as a team, tried different positions and came ready to play and always played to win. When the game was over, win or lose, they went to the side of the field, had their snack, and made plans for playdates later in the day. Come on, they had their priorities.
In life they are going to be successful. They learned that you are not always going to win. Nobody wins every game. But they did learn never to give up. While there are more important things in life than playing soccer, the life lessons they are learning now will help define how they approach what hits them later on in life.
And when the game was over, they wanted to hang out with each other off the field. In the car going home, nobody talks about the game. They are too busy planning drop-offs and pick-ups for playdates.
And the message is? While it is normal to feel bad at the start of a RIF, let it go. Be a part of a team that never gives up. Stay positive around your friends and family, be grateful for them, let them know how much YOU care.
More importantly, NEVER EVER, EVER, EVER, GIVE UP! Not on your family, your friends or yourself. You will get another job, get your career back on track, you will prevail.
Right now, enjoy your playdate and get some turkey!
HAVE A WONDERFUL THANKSGIVING!
Showing posts with label resume. Show all posts
Showing posts with label resume. Show all posts
Thursday, November 27, 2008
Wednesday, November 26, 2008
STOP...Give Thanks Tomorrow...and Look Forward to the Future - Mark J. Walker
The point of Thanksgiving is to remember the things we have to be grateful for. It's our special time to give thanks... not just for the obvious, like food, but for the thousands of fortunate moments, the multitude of blessings that we receive each year.
That's not always as easy as it sounds. We tend to remember the bad things much more easily than the good. That's where this article comes in. using the tips below, you can make thankfulness an everyday habit. It's a skill that will benefit you throughout the year.
Think of all the good things that happened because something bad happened first. For example, "If that slow driver hadn't pulled in front of me, I would have gotten a speeding ticket." "If I hadn't tripped on the playground, I would never have met such a nice person." "If I hadn't experienced unemployment, I would never have acquired the skills that got me a more fulfilling job."
Don't focus on what you don't have. Focus on what you do have. For example: "I'm so fortunate to have a warm place to sleep in the winter." "I'm so fortunate to live in a safe neighborhood where I can take walks." "I'm so fortunate to be able to see the beauty around me."
Think about people you've known that have made you thankful for their existence. They can be family, friends or simply people that you've read about or seen on television. Imagine how many other people there are who might be equally as wonderful. You just haven't met them yet.
Think about people who have made life hard for you. Now think about the things you accomplished because of them. Did you finish something because they said that you couldn't? Did you get better at something because they made fun of you when you did it badly? Did their cruel actions make you vow never to treat others that way? Even the negative forces in your life can be hidden blessings, worthy of your gratitude.
Think about the places that make you smile: A favorite hangout, a wooded trail, an exciting city, a great spot from which to view the sky, a hill that you once rolled down. Give thanks for all these things.
Now pass it on. True gratitude involves action. Lend a hand. Pitch in. Make a gift. Give your time. Listen. Give back as often as you can. Even a friendly greeting can make all the difference in the world.
Have a wonderful Thanksgiving. Love your family and friends, continue to keep them close.
That's not always as easy as it sounds. We tend to remember the bad things much more easily than the good. That's where this article comes in. using the tips below, you can make thankfulness an everyday habit. It's a skill that will benefit you throughout the year.
Think of all the good things that happened because something bad happened first. For example, "If that slow driver hadn't pulled in front of me, I would have gotten a speeding ticket." "If I hadn't tripped on the playground, I would never have met such a nice person." "If I hadn't experienced unemployment, I would never have acquired the skills that got me a more fulfilling job."
Don't focus on what you don't have. Focus on what you do have. For example: "I'm so fortunate to have a warm place to sleep in the winter." "I'm so fortunate to live in a safe neighborhood where I can take walks." "I'm so fortunate to be able to see the beauty around me."
Think about people you've known that have made you thankful for their existence. They can be family, friends or simply people that you've read about or seen on television. Imagine how many other people there are who might be equally as wonderful. You just haven't met them yet.
Think about people who have made life hard for you. Now think about the things you accomplished because of them. Did you finish something because they said that you couldn't? Did you get better at something because they made fun of you when you did it badly? Did their cruel actions make you vow never to treat others that way? Even the negative forces in your life can be hidden blessings, worthy of your gratitude.
Think about the places that make you smile: A favorite hangout, a wooded trail, an exciting city, a great spot from which to view the sky, a hill that you once rolled down. Give thanks for all these things.
Now pass it on. True gratitude involves action. Lend a hand. Pitch in. Make a gift. Give your time. Listen. Give back as often as you can. Even a friendly greeting can make all the difference in the world.
Have a wonderful Thanksgiving. Love your family and friends, continue to keep them close.
Labels:
career builder,
jobs,
layoff reduction in force,
resume,
RIF
From a Corporate Job to a Nonprofit - Toddi Gutner
Toddi Gutner writes for the Career section in The Wall Street Journal, www.wsj.com.
As the country continues to shed jobs, laid-off employees may be rethinking their careers. For some, that may mean shifting from just doing well financially to also doing good. Turning your veteran business skills and experience to the world of nonprofit organizations can be rewarding. But there are also challenges. When making a transition to nonprofit management, consider the following:
Expect a pay cut. Depending on the size, location and mission of the nonprofit, salaries will typically be less than those of corporate jobs for many midlevel and entry-level jobs, says Thomas Pollak, program director of the nonprofit National Center for Charitable Statistics at the Urban Institute. At executive and management levels, salaries are often closer to those in the for-profit world. Additional benefits like restricted stock, options and lofty bonuses will be a thing of the past.
Be realistic. There are often considerable financial constraints at a nonprofit that aren't as prevalent in corporate America. Go into the position with realistic expectations of what you can and cannot achieve. Nonprofits need the business skills -- like managing profit and losses -- that executives learn in corporate America. But these organizations rely on often-erratic revenue streams from donations, foundations and grants to fund budgets. Remember, "It will be just as hard to achieve your goals, maybe harder, as in corporate life," says John Challenger, chief executive officer of Challenger Gray & Christmas, an outplacement-services firm in Chicago.
Do a SWOT. When Joyce Barnathan took over as the president of the International Center for Journalists, a nonprofit that aims to raise journalism standards world-wide, she was coming off a 25-year career in media as a top business magazine editor and writer. Like most new leaders in the for-profit world, Ms. Barnathan did a SWOT analysis assessing the organization's Strengths, Weaknesses, Opportunities and Threats. "I had to think about the strengths of the organization and build on them without breaking what isn't broken," says Ms. Barnathan.
Build your team. In corporate America, new leaders often quickly sweep aside current management. Nonprofit managers need to take a more-measured approach with the team they inherit, because nonprofit employees are typically bound together by a common commitment to a cause. Thus, there can be an unspoken understanding that job security is part of the employment package, says Mr. Challenger. Changes may need to be made, but it could take a year to build the team you want.
Prepare to fund raise. One of the key roles of almost every nonprofit manager is to raise money and spread the word about the organization. As a fundraiser, you'll need to attend board committee meetings and cultivate and attend fundraising events. Consider attending nonprofit training courses at the Foundation Center to beef up these skills. For many nonprofit newbies, finding ways to diversify and attract new funding sources is key. "You have to find sophisticated, smart ways to interest a broad array of funders that wouldn't normally back you," says Ms. Barnathan.
As the country continues to shed jobs, laid-off employees may be rethinking their careers. For some, that may mean shifting from just doing well financially to also doing good. Turning your veteran business skills and experience to the world of nonprofit organizations can be rewarding. But there are also challenges. When making a transition to nonprofit management, consider the following:
Expect a pay cut. Depending on the size, location and mission of the nonprofit, salaries will typically be less than those of corporate jobs for many midlevel and entry-level jobs, says Thomas Pollak, program director of the nonprofit National Center for Charitable Statistics at the Urban Institute. At executive and management levels, salaries are often closer to those in the for-profit world. Additional benefits like restricted stock, options and lofty bonuses will be a thing of the past.
Be realistic. There are often considerable financial constraints at a nonprofit that aren't as prevalent in corporate America. Go into the position with realistic expectations of what you can and cannot achieve. Nonprofits need the business skills -- like managing profit and losses -- that executives learn in corporate America. But these organizations rely on often-erratic revenue streams from donations, foundations and grants to fund budgets. Remember, "It will be just as hard to achieve your goals, maybe harder, as in corporate life," says John Challenger, chief executive officer of Challenger Gray & Christmas, an outplacement-services firm in Chicago.
Do a SWOT. When Joyce Barnathan took over as the president of the International Center for Journalists, a nonprofit that aims to raise journalism standards world-wide, she was coming off a 25-year career in media as a top business magazine editor and writer. Like most new leaders in the for-profit world, Ms. Barnathan did a SWOT analysis assessing the organization's Strengths, Weaknesses, Opportunities and Threats. "I had to think about the strengths of the organization and build on them without breaking what isn't broken," says Ms. Barnathan.
Build your team. In corporate America, new leaders often quickly sweep aside current management. Nonprofit managers need to take a more-measured approach with the team they inherit, because nonprofit employees are typically bound together by a common commitment to a cause. Thus, there can be an unspoken understanding that job security is part of the employment package, says Mr. Challenger. Changes may need to be made, but it could take a year to build the team you want.
Prepare to fund raise. One of the key roles of almost every nonprofit manager is to raise money and spread the word about the organization. As a fundraiser, you'll need to attend board committee meetings and cultivate and attend fundraising events. Consider attending nonprofit training courses at the Foundation Center to beef up these skills. For many nonprofit newbies, finding ways to diversify and attract new funding sources is key. "You have to find sophisticated, smart ways to interest a broad array of funders that wouldn't normally back you," says Ms. Barnathan.
Labels:
layoff,
layoff reduction in force,
resume,
RIF
Tuesday, November 25, 2008
Networking - Nancy J. Collamer
Nancy Collamer M.S. is a career counselor and founder of Jobsandmoms.com, a website for professional-level women who are looking for flexible jobs, work-at-home opportunities and innovative work/life resources.
She is the Author of the book, "The Layoff Survival Guide."
Unless you’ve been living on a different planet, you already know that networking is your single best way to learn of job opportunities, even when a specific job opening does not yet exist. Experts estimate that somewhere around 80% of job openings are filled using networking contacts. Hands down, it is the single most important tool of your job search.
That said, I know there are more than a few of you, who upon reading the word, “networking” just felt your stomachs start to churn. You’re thinking, “But I don’t want to turn into a slick salesman who has to pester my friends and family” … “I hate making those phone calls”…”I’d be a whole lot more comfortable just responding to the classifieds.”
I know how you feel. I used to hate to “ask for help.” But, I’ve learned over time that:
• You don’t have to be Slick Willy to be an effective networker – you can adapt networking techniques to a style that works well for you.
• People actually appreciate it when you ask for their assistance because now “you owe them.” Next time they need help, they know you’ll be willing to return the favor.
• Most important, networking helps you succeed. It’s the best way to learn of opportunities before the competition and it’s the most effective way to get a personal introduction to an employer.
Some Common Networking Fears:
I don’t know many people.
Spend some time thinking about this, develop a list and you’ll soon discover that you know many more people than you think. Think of your network in terms of categories:
• Business Associates: Former employers, co-workers, vendors, clients and colleagues
• Personal Contacts: Friends, family, neighbors, schoolmates, sorority or fraternity members, acquaintances you’ve made at church, temple, volunteering or through your children.
• Service Industry Acquaintances: Your hairdresser, banker, doctor, lawyer, real-estate agent, etc.
• People you don’t know personally, but with whom you share a common interest – Alumni associations, Industry groups, PTA, etc.
Spend several days brainstorming, writing down and expanding your networking list – you’ll be amazed at how many people you really do know.
I feel really uncomfortable calling people
Most people do. But you can ease the way, by first sending an e-mail or letter explaining your situation, what you are looking for, and how your contacts can help you. Send the letter, with an attached resume, and a promise to follow-up with a phone call. If you are really nervous, it’s always a good idea to start networking with people with whom you feel most comfortable, and then slowly work towards your more challenging assignments.
What if they don’t have any openings – aren’t I just wasting my time?
Networking is not about calling people up and asking them if they know of any openings. The purpose of networking is to make connections and establish relationships. If you ask people, “Do you have any openings at your company?” and the answer is “No” the conversation can go no further. But, if you approach the conversation with a request to learn more about their company (or position or industry), then you stand a far better chance of getting a receptive audience.
Why would anybody want to speak with me?
Lots of people are nice and want to help. Others will agree because they’ll feel flattered when asked for their input. But even if they’re neither nice nor flattered, chances are they’ll say, “yes” for fear that next time they’ll be the ones asking for help. As the adage goes, “what goes around comes around” and in today’s economy nobody is immune from the workplace/job-search merry-go-round.
How can I build my network?
• Join networking groups
• Frequent job fairs
• Attend trade shows and conventions
• Go to local meetings of professional organizations
• Attend speeches or continuing ed classes in your field of interest
• Read newspapers and trade journals for announcements about new hires or promotions, and then send a letter of congratulations to the appropriate party.
• Get involved with an online newsgroup or e-mail link (see www.yahoo.com for how to start your own online networking group).
Always conclude your networking meetings by asking for the name of somebody else you might speak with. For example: “ Catherine, you have been so helpful to me today. I can’t tell you how much I appreciate your insights. I have one last favor to ask. Would you be able to provide me with the name of another association member who might be willing to meet with me to discuss growth opportunities in our industry?”
By building upon your contacts, your networks will expand exponentially, bringing you into new spheres of influence and possibility.
She is the Author of the book, "The Layoff Survival Guide."
Unless you’ve been living on a different planet, you already know that networking is your single best way to learn of job opportunities, even when a specific job opening does not yet exist. Experts estimate that somewhere around 80% of job openings are filled using networking contacts. Hands down, it is the single most important tool of your job search.
That said, I know there are more than a few of you, who upon reading the word, “networking” just felt your stomachs start to churn. You’re thinking, “But I don’t want to turn into a slick salesman who has to pester my friends and family” … “I hate making those phone calls”…”I’d be a whole lot more comfortable just responding to the classifieds.”
I know how you feel. I used to hate to “ask for help.” But, I’ve learned over time that:
• You don’t have to be Slick Willy to be an effective networker – you can adapt networking techniques to a style that works well for you.
• People actually appreciate it when you ask for their assistance because now “you owe them.” Next time they need help, they know you’ll be willing to return the favor.
• Most important, networking helps you succeed. It’s the best way to learn of opportunities before the competition and it’s the most effective way to get a personal introduction to an employer.
Some Common Networking Fears:
I don’t know many people.
Spend some time thinking about this, develop a list and you’ll soon discover that you know many more people than you think. Think of your network in terms of categories:
• Business Associates: Former employers, co-workers, vendors, clients and colleagues
• Personal Contacts: Friends, family, neighbors, schoolmates, sorority or fraternity members, acquaintances you’ve made at church, temple, volunteering or through your children.
• Service Industry Acquaintances: Your hairdresser, banker, doctor, lawyer, real-estate agent, etc.
• People you don’t know personally, but with whom you share a common interest – Alumni associations, Industry groups, PTA, etc.
Spend several days brainstorming, writing down and expanding your networking list – you’ll be amazed at how many people you really do know.
I feel really uncomfortable calling people
Most people do. But you can ease the way, by first sending an e-mail or letter explaining your situation, what you are looking for, and how your contacts can help you. Send the letter, with an attached resume, and a promise to follow-up with a phone call. If you are really nervous, it’s always a good idea to start networking with people with whom you feel most comfortable, and then slowly work towards your more challenging assignments.
What if they don’t have any openings – aren’t I just wasting my time?
Networking is not about calling people up and asking them if they know of any openings. The purpose of networking is to make connections and establish relationships. If you ask people, “Do you have any openings at your company?” and the answer is “No” the conversation can go no further. But, if you approach the conversation with a request to learn more about their company (or position or industry), then you stand a far better chance of getting a receptive audience.
Why would anybody want to speak with me?
Lots of people are nice and want to help. Others will agree because they’ll feel flattered when asked for their input. But even if they’re neither nice nor flattered, chances are they’ll say, “yes” for fear that next time they’ll be the ones asking for help. As the adage goes, “what goes around comes around” and in today’s economy nobody is immune from the workplace/job-search merry-go-round.
How can I build my network?
• Join networking groups
• Frequent job fairs
• Attend trade shows and conventions
• Go to local meetings of professional organizations
• Attend speeches or continuing ed classes in your field of interest
• Read newspapers and trade journals for announcements about new hires or promotions, and then send a letter of congratulations to the appropriate party.
• Get involved with an online newsgroup or e-mail link (see www.yahoo.com for how to start your own online networking group).
Always conclude your networking meetings by asking for the name of somebody else you might speak with. For example: “ Catherine, you have been so helpful to me today. I can’t tell you how much I appreciate your insights. I have one last favor to ask. Would you be able to provide me with the name of another association member who might be willing to meet with me to discuss growth opportunities in our industry?”
By building upon your contacts, your networks will expand exponentially, bringing you into new spheres of influence and possibility.
Labels:
layoff,
new business,
reduction in force,
resume
Layoff Survival Strategy: Remember Your Spouse is Hurting Too! - Nancy J. Collamer
Nancy Collamer M.S. is a career counselor and founder of Jobsandmoms.com, a website for professional-level women who are looking for flexible jobs, work-at-home opportunities and innovative work/life resources.
She is the Author of the book, "The Layoff Survival Guide."
Having the support of your spouse is one of the most important factors for success in your job search campaign. Yet, all too many unemployed workers, both men and women, proceed with an attitude of, “this is my problem, let me fix it” that ultimately undermines both their relationship and the outcome of their search.
Yes, this may have started out as “your problem” but if you think your spouse isn’t impacted by this turn of events, think again. Not only are your finances intertwined, but virtually every aspect of your next career move -- decisions about relocation, accepting a job that involves significant travel, or having to adjust your lifestyle to accommodate a lower income – all directly impact your spouse and your family.
And during the job search process, your spouse will also be dealing with his/her own hopes and fears about the future. Your wedding vows may not have included, “while employed or unemployed,” but they probably included, “for better or for worse” (or some version thereof). That commitment is worth remembering during this transition.
If you could get inside of your spouses head right now, these are some thoughts you might hear:
Talk to me…please!
If you want me to be supportive, let me know what’s going on. It’s not necessary (or advisable) to discuss every last phone conversation or memo, but do let me know about interviews, major stumbling blocks and job offers as they happen. Keep me posted on your schedule. I won’t disturb you if I know you’re on “work time” but I might ask you to help out around the home if I assume you’re just hanging out.
Don’t be surprised if I get angry with you for taking on a big household project, like painting the exterior of our home. On the other hand, I might also get annoyed if you have the audacity to suggest we hire somebody to paint the house, when you have the time to do so. The truth is sometimes I’m not sure where you should be spending your time and either way there are pitfalls. Let’s work together to discuss and define priorities and avoid getting into a tug of war over these misunderstandings.
Let me help
Allow me the satisfaction of feeling needed in this situation. If you’re not comfortable having me critique your resume, I understand. But, let me do something. I can search the classifieds and clip positions of interest. I can tap into my network and help find useful contacts for informational interviews. I can do some Internet research. Let me help you in ways that work for both of us. By the same token, don’t expect me to be your gopher, stuffing 500 envelopes on demand. If you really need help with mundane tasks, ask me and I’ll try to be of help if I can. But please understand that I also have priorities that need my attention. Respect my time and intelligence and I’ll be more than willing to meet you halfway.
Being supportive and offering constructive criticism is not mutually exclusive
I love you and know that your ego is a bit bruised right now, so I’ll try to be extra kind. However, please understand if I can’t always give you unconditional encouragement and praise. There may be times when I see you do or say something that needs correcting. Try to understand that I am only trying to be helpful. If I hurt your feelings, I’m sorry.
Don’t expect me to pick up your dirty socks!
Just because you’re out of work doesn’t grant you the right to take a vacation from your duties at home. On the contrary, now that you’re home, it’s only reasonable to expect you to pick up a bit more of the home - based chores. Old patterns of “who handles what” may need to be reapportioned, at least temporarily, to better address our current situation.
Remember I’m scared too.
I’ll try to be as supportive as possible, but sometimes my own fears are going to get in the way. Like you, I’m not quite sure what the future holds, and my worries may make me irritable or irrational. Bear with me and I’ll promise to do the same for you. Working together we will get through this.
She is the Author of the book, "The Layoff Survival Guide."
Having the support of your spouse is one of the most important factors for success in your job search campaign. Yet, all too many unemployed workers, both men and women, proceed with an attitude of, “this is my problem, let me fix it” that ultimately undermines both their relationship and the outcome of their search.
Yes, this may have started out as “your problem” but if you think your spouse isn’t impacted by this turn of events, think again. Not only are your finances intertwined, but virtually every aspect of your next career move -- decisions about relocation, accepting a job that involves significant travel, or having to adjust your lifestyle to accommodate a lower income – all directly impact your spouse and your family.
And during the job search process, your spouse will also be dealing with his/her own hopes and fears about the future. Your wedding vows may not have included, “while employed or unemployed,” but they probably included, “for better or for worse” (or some version thereof). That commitment is worth remembering during this transition.
If you could get inside of your spouses head right now, these are some thoughts you might hear:
Talk to me…please!
If you want me to be supportive, let me know what’s going on. It’s not necessary (or advisable) to discuss every last phone conversation or memo, but do let me know about interviews, major stumbling blocks and job offers as they happen. Keep me posted on your schedule. I won’t disturb you if I know you’re on “work time” but I might ask you to help out around the home if I assume you’re just hanging out.
Don’t be surprised if I get angry with you for taking on a big household project, like painting the exterior of our home. On the other hand, I might also get annoyed if you have the audacity to suggest we hire somebody to paint the house, when you have the time to do so. The truth is sometimes I’m not sure where you should be spending your time and either way there are pitfalls. Let’s work together to discuss and define priorities and avoid getting into a tug of war over these misunderstandings.
Let me help
Allow me the satisfaction of feeling needed in this situation. If you’re not comfortable having me critique your resume, I understand. But, let me do something. I can search the classifieds and clip positions of interest. I can tap into my network and help find useful contacts for informational interviews. I can do some Internet research. Let me help you in ways that work for both of us. By the same token, don’t expect me to be your gopher, stuffing 500 envelopes on demand. If you really need help with mundane tasks, ask me and I’ll try to be of help if I can. But please understand that I also have priorities that need my attention. Respect my time and intelligence and I’ll be more than willing to meet you halfway.
Being supportive and offering constructive criticism is not mutually exclusive
I love you and know that your ego is a bit bruised right now, so I’ll try to be extra kind. However, please understand if I can’t always give you unconditional encouragement and praise. There may be times when I see you do or say something that needs correcting. Try to understand that I am only trying to be helpful. If I hurt your feelings, I’m sorry.
Don’t expect me to pick up your dirty socks!
Just because you’re out of work doesn’t grant you the right to take a vacation from your duties at home. On the contrary, now that you’re home, it’s only reasonable to expect you to pick up a bit more of the home - based chores. Old patterns of “who handles what” may need to be reapportioned, at least temporarily, to better address our current situation.
Remember I’m scared too.
I’ll try to be as supportive as possible, but sometimes my own fears are going to get in the way. Like you, I’m not quite sure what the future holds, and my worries may make me irritable or irrational. Bear with me and I’ll promise to do the same for you. Working together we will get through this.
Labels:
career,
career builder,
jobs,
layoff,
layoff reduction in force,
new business,
resume
Monday, November 24, 2008
What to Do When You're Downsized - Alison Doyle
Alison Doyle is a job search expert with many years of experience in human resources, career development, and job searching, with a focus on online job searching and job search technology. She has covered job searching for About.com since 1998.
Alison is the author of Internet Your Way to a New Job: How to Really Find a Job Online (2008) and the About.com Guide to Job Searching (2006).
I recently talked to someone who had relocated to New York City for a job with what he thought was a well-funded start-up company. He had what seemed like a great job, an excellent salary and, of course, oodles of stock options. Six months later, the stock options were almost worthless, the company is laying-off, and it looks like he might be next.
The next item on his agenda might be to stop by a Pink Slip Party, hosted by The Hired Guns for recently downsized workers, recruiters, headhunters, job hunting experts, and career coaches.
What if you have a premonition that you might be next? A party might help, but, more importantly, plan ahead and ask what benefits terminated employees are eligible for. If you've already been laid-off and haven't been informed about benefits, call the Human Resources department at your former employer or your manager to request information on the status of your benefits:
Ask about severance pay, accrued vacation and sick pay, pension benefits, and eligibility for unemployment insurance.
If you have stock ask what will happen to unvested options.
Request information on continuance of health and life insurance benefits. Your employer, if the firm has over 20 employees, is mandated by law to offer health insurance coverage through COBRA to terminated employees at your expense.
Ask about outplacement resources and/or an office with a phone, computer, and printer to use for your job search.
Request a reference letter for your files.
Refocus your energy and use this unexpected windfall of time as an opportunity to reassess your career goals and to get on track to find a new position. Many job seekers have turned a termination into a positive experience. A forced departure from a job has often opened a path to a new, more satisfying, and better paying career that wouldn't have been considered under other circumstances.
Take Care of the Basics
An important task for those unemployed, and for that matter, for all job seekers, is to create a Job Search Action Plan. Before you can implement the plan, however, you need to take care of the basics. The most important issue, in most cases, is income. File for unemployment, if you haven't done so, then consider other ways to supplement your income.
Alison is the author of Internet Your Way to a New Job: How to Really Find a Job Online (2008) and the About.com Guide to Job Searching (2006).
I recently talked to someone who had relocated to New York City for a job with what he thought was a well-funded start-up company. He had what seemed like a great job, an excellent salary and, of course, oodles of stock options. Six months later, the stock options were almost worthless, the company is laying-off, and it looks like he might be next.
The next item on his agenda might be to stop by a Pink Slip Party, hosted by The Hired Guns for recently downsized workers, recruiters, headhunters, job hunting experts, and career coaches.
What if you have a premonition that you might be next? A party might help, but, more importantly, plan ahead and ask what benefits terminated employees are eligible for. If you've already been laid-off and haven't been informed about benefits, call the Human Resources department at your former employer or your manager to request information on the status of your benefits:
Ask about severance pay, accrued vacation and sick pay, pension benefits, and eligibility for unemployment insurance.
If you have stock ask what will happen to unvested options.
Request information on continuance of health and life insurance benefits. Your employer, if the firm has over 20 employees, is mandated by law to offer health insurance coverage through COBRA to terminated employees at your expense.
Ask about outplacement resources and/or an office with a phone, computer, and printer to use for your job search.
Request a reference letter for your files.
Refocus your energy and use this unexpected windfall of time as an opportunity to reassess your career goals and to get on track to find a new position. Many job seekers have turned a termination into a positive experience. A forced departure from a job has often opened a path to a new, more satisfying, and better paying career that wouldn't have been considered under other circumstances.
Take Care of the Basics
An important task for those unemployed, and for that matter, for all job seekers, is to create a Job Search Action Plan. Before you can implement the plan, however, you need to take care of the basics. The most important issue, in most cases, is income. File for unemployment, if you haven't done so, then consider other ways to supplement your income.
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Friday, November 21, 2008
Rising from the ashes: the aftermath of being fired - Career Management - Column - Barbara J. Linney
Barbara J. Linney, MA, is Director of Career Development for the American College of Physician Executives, Tampa, Fla., and a member of its faculty.
Firing is a devastating event, even if recruiters call you fairly regulary about other possibilities. The rejection feels personal, and it takes some time to get over the initial shock. The support of a well-developed network of professional contracts, family, and friends soften the blow. After a short period of grieving, it is important to get busy and contact people in order to move to the next phase of your career. I recently interviewed a member of the College who was fired unexpectedly. The story provides valuable insights for others who may face this potentially destructive event. Because of the sensitive nature of the story, the physician executive asked for and received anonymity, and details of the story have been altered to further protect the physician's identity.
What position did you have at the time you were fired?
I was Chief Medical Officer of a large tertiary hospital in the Northwest. I had been there a little more than two years. The hospital had a high number of Medicare patients, and it was hit hard by DRGs, the first wave of managed care to hit hospitals. One of my roles was change agent to influence physician practice patterns. We turned around a lot of the cost problems by looking at physician behavior.
The CEO who hired me retired, and a new CEO was brought in. He pulled a group of senior managers together, and we went on a two-day retreat. The word was, "You are the group I'm keeping." During my entire tenure, the medical director whom I had been hired to replace never left the premises. The role that he had developed for himself never evolved, and there was no funding for it.
How did it happen?
I was informed that I had been terminated by letter, which the CEO's secretary brought to me about 4:00 one Friday afternoon. This was less than three weeks after the retreat where I was told I was part of the team. It was not too long after I had received a raise, all sorts of commendations, certain financial securities and parachutes as a reward for a job well done. I was on top of the world, and yet, within no more than 4-6 weeks, my world came tumbling down. The letter said, "We have one too many physician managers. You've done a good job, but you are the last in and the first out. We can't afford three and we need two."
I managed to leave the office with my head held high. I thought my world had collapsed. I came home that afternoon and my wife said, "What are you doing home so early?" Because I never came home at 4:00. 1 usually came home at 6:00 or 7:00. 1 sat down on the edge of the chair and I said, "I've lost my faith in humanity. I've lost my job, and I cried. I don't cry very often, but I cried. To my wife's credit, after a few minutes she picked me up and said, "Go clean up. We're going to go out, have dinner, and celebrate the move to the next stage of the rest of our lives."
I forced the CEO to write to the medical staff exactly what had happened. I didn't want to have to explain it to everybody. I knew it would get out, and I wanted the CEO to go up front and explain what happened and why. I also jumped all over him for the way he did it. He needed to have the guts to look me in the eye. I told him I respected the fact that he was paid to make hard decisions, that although I didn't agree with his decision, I respected his right to make that decision. It was just handed to me the wrong way.
What was the worst part of being fired?
The worst part was the abject shock. I knew there were some warning signs--the other fellow never left, a new CEO came in, the CEO and the previous medical director had been friends--and yet I felt fairly secure, mainly because of the rewards I had received, the validation at the retreat, the parachute that was given to me for a job well done. I was still blindsided, and the pain of that time and of the next few days and the humiliation of telling my wife and family was probably the most difficult thing I've ever gone through in my life.
As you look back at it, was there a good part to it for your life and for your future?
Yes. It forces you to take stock, to use this time to pause and rethink where you are in your career and where you want to be. It validates the fact that you can pick yourself up off the floor, and you can wipe the blood off your nose, and you can climb up and achieve things that you may not have gotten before through the support of friends and family and networking and just digging down deep into yourself I think the measure of a person is how they respond to adversity. As painful as it was, it tests you. I probably have a greater feeling of self-worth now that I've picked myself up. I had a family that stood by me, a network that stood by me. I had more opportunities than you can shake a stick at. I'm a whole lot smarter.
I couldn't say the "f" word for a while. I would explain the situation and not say the word. It is one of those words that sounds like what it is. I think that is called onomatopoeia. Fired is a harsh cutting word. Now I can tell people I was fired. I don't have to tell them I was terminated.
How long did it take to feel better?
I think it took 2 to 4 weeks. [We were talking on the phone and he called to his wife in another room and said, "How long did it take me before I was out of a funk?" She called back, "Four and closer to eight weeks."] For a while you just beat yourself up.
What helped you?
The first week, I called a friend and a professional career counselor whose business it was to counsel and advise people at a time like this. I kept a diary at his recommendation. I wouldn't have done it on my own. I still haven't looked at it. It's here. When we make explicit what was implicit, it has a different meaning. It's like when you are forced to write down your goals and put them on paper, it has a different meaning than if you just think them. The exercise of going through that had a bit of a healing effect, purging yourself of the demons. I recommend that you seek professional advice and don't be too proud to do that and think that you know everything about everything.
I made a business of resurrecting my career and moving forward. Each morning I got dressed, went into the office in my home, and went to work. I kept a calendar, I had hours and I had appointments. I just started turning over stones, and fortunately I had kept my resume with most of the physician executive head hunters. I called some key people in the college. I found another position in three months.
Are there things you wish you had or hadn't done?
I've thought about it a 100 million times. At times, I don't think so. I was proud of the job I did. At other times, I've thought I could have been more politically adroit. I could have spent more time with some of the key power players of the hospital.
Are there lessons you have learned?
One of the things I've learned is that we need to take responsibility for all that happens to us. Any time there's failure or something doesn't work out, you have to assume it wasn't all just circumstances. Perhaps there were some things you could have done better, some things you didn't do or politically you could have been more astute.
Sure there is a political piece to it. The guy in the background came back in and did my job. I was a change agent. I wasn't a caretaker medical director, I had not grown up in that hospital. I didn't have the long history.
Unfortunately, it has made me more skeptical. By nature I believe in humanity and I like to have faith in and trust other human beings. It's made me a little bit jaded, and I think that is probably wise from a business perspective. I don't like it from a humanitarian perspective, because I tend to believe in the good in people and they have to prove me wrong. I've become more cynical since then, but I've also come to realize that business is business and if possible try not even to personalize it because it wasn't personal.
Also, I learned: As long as you are working for somebody else, there is no absolute security. No matter what is said or written, there is no absolute security. Changes take place in organizations at lots of different levels all the time. When you work for someone, you are a commodity. A lot of times, when a new CEO comes in, he or she makes a lot of changes, right or wrong, good or bad.
Does anything else come to mind?
I've got great things to say about the ACPE, because, without the College, first of all, I probably never would have gotten some of those positions. I think one of the undervalued parts of the College is the network. Every time I have called anybody and asked for advice and counsel, there has just been an outpouring of help. I don't know if it is underutilized, but I didn't appreciate the power of the organization until I went through that, and I'll be forever grateful. That is one of the reasons I'm so involved and why I'm trying to give back, because I don't know what I would have done without an anchor. I guess I would have survived, but it sure made it a lot easier. We all need anchors in the storm. Word leaked out. People in the College called and said, "Have you considered this? Have you considered that?"
You have to prepare as if it going to happen. You have to have everything in place as if you could get fired tomorrow. Never, never, never assume that it can't or won't happen to you. If you chronicle the lives of most successful business people, many of them have had a similar experience somewhere along the way, whether it was in early, middle, or senior management.
Being fired is like being smacked with a whip. You go into your office one day and "blam," it happens and your whole world collapses. Is everything in place? Do you have a network? Do its members understand what you do? Is your resume current? Have you kept yourself in visible positions by writing or speaking or taking leadership roles in the organization? Preparation ahead of time is essential.
Also, take the high road. Don't point fingers. Don't blame what happened on anyone else. In fact you don't have to blame it on anyone. It's just that certain things happen. Accept your fate. I watched my favorite pro basketball team last night, and they just got shellacked. Some days you just get shellacked; you just keep your mouth shut and you move ahead. Many people get fired, but when you go blaming other people, you are hurting yourself. You're not going to hurt the organization. Sooner or later, it will come back and just kill you.
COPYRIGHT 1996 American College of Physician Executives
COPYRIGHT 2004 Gale Group
Firing is a devastating event, even if recruiters call you fairly regulary about other possibilities. The rejection feels personal, and it takes some time to get over the initial shock. The support of a well-developed network of professional contracts, family, and friends soften the blow. After a short period of grieving, it is important to get busy and contact people in order to move to the next phase of your career. I recently interviewed a member of the College who was fired unexpectedly. The story provides valuable insights for others who may face this potentially destructive event. Because of the sensitive nature of the story, the physician executive asked for and received anonymity, and details of the story have been altered to further protect the physician's identity.
What position did you have at the time you were fired?
I was Chief Medical Officer of a large tertiary hospital in the Northwest. I had been there a little more than two years. The hospital had a high number of Medicare patients, and it was hit hard by DRGs, the first wave of managed care to hit hospitals. One of my roles was change agent to influence physician practice patterns. We turned around a lot of the cost problems by looking at physician behavior.
The CEO who hired me retired, and a new CEO was brought in. He pulled a group of senior managers together, and we went on a two-day retreat. The word was, "You are the group I'm keeping." During my entire tenure, the medical director whom I had been hired to replace never left the premises. The role that he had developed for himself never evolved, and there was no funding for it.
How did it happen?
I was informed that I had been terminated by letter, which the CEO's secretary brought to me about 4:00 one Friday afternoon. This was less than three weeks after the retreat where I was told I was part of the team. It was not too long after I had received a raise, all sorts of commendations, certain financial securities and parachutes as a reward for a job well done. I was on top of the world, and yet, within no more than 4-6 weeks, my world came tumbling down. The letter said, "We have one too many physician managers. You've done a good job, but you are the last in and the first out. We can't afford three and we need two."
I managed to leave the office with my head held high. I thought my world had collapsed. I came home that afternoon and my wife said, "What are you doing home so early?" Because I never came home at 4:00. 1 usually came home at 6:00 or 7:00. 1 sat down on the edge of the chair and I said, "I've lost my faith in humanity. I've lost my job, and I cried. I don't cry very often, but I cried. To my wife's credit, after a few minutes she picked me up and said, "Go clean up. We're going to go out, have dinner, and celebrate the move to the next stage of the rest of our lives."
I forced the CEO to write to the medical staff exactly what had happened. I didn't want to have to explain it to everybody. I knew it would get out, and I wanted the CEO to go up front and explain what happened and why. I also jumped all over him for the way he did it. He needed to have the guts to look me in the eye. I told him I respected the fact that he was paid to make hard decisions, that although I didn't agree with his decision, I respected his right to make that decision. It was just handed to me the wrong way.
What was the worst part of being fired?
The worst part was the abject shock. I knew there were some warning signs--the other fellow never left, a new CEO came in, the CEO and the previous medical director had been friends--and yet I felt fairly secure, mainly because of the rewards I had received, the validation at the retreat, the parachute that was given to me for a job well done. I was still blindsided, and the pain of that time and of the next few days and the humiliation of telling my wife and family was probably the most difficult thing I've ever gone through in my life.
As you look back at it, was there a good part to it for your life and for your future?
Yes. It forces you to take stock, to use this time to pause and rethink where you are in your career and where you want to be. It validates the fact that you can pick yourself up off the floor, and you can wipe the blood off your nose, and you can climb up and achieve things that you may not have gotten before through the support of friends and family and networking and just digging down deep into yourself I think the measure of a person is how they respond to adversity. As painful as it was, it tests you. I probably have a greater feeling of self-worth now that I've picked myself up. I had a family that stood by me, a network that stood by me. I had more opportunities than you can shake a stick at. I'm a whole lot smarter.
I couldn't say the "f" word for a while. I would explain the situation and not say the word. It is one of those words that sounds like what it is. I think that is called onomatopoeia. Fired is a harsh cutting word. Now I can tell people I was fired. I don't have to tell them I was terminated.
How long did it take to feel better?
I think it took 2 to 4 weeks. [We were talking on the phone and he called to his wife in another room and said, "How long did it take me before I was out of a funk?" She called back, "Four and closer to eight weeks."] For a while you just beat yourself up.
What helped you?
The first week, I called a friend and a professional career counselor whose business it was to counsel and advise people at a time like this. I kept a diary at his recommendation. I wouldn't have done it on my own. I still haven't looked at it. It's here. When we make explicit what was implicit, it has a different meaning. It's like when you are forced to write down your goals and put them on paper, it has a different meaning than if you just think them. The exercise of going through that had a bit of a healing effect, purging yourself of the demons. I recommend that you seek professional advice and don't be too proud to do that and think that you know everything about everything.
I made a business of resurrecting my career and moving forward. Each morning I got dressed, went into the office in my home, and went to work. I kept a calendar, I had hours and I had appointments. I just started turning over stones, and fortunately I had kept my resume with most of the physician executive head hunters. I called some key people in the college. I found another position in three months.
Are there things you wish you had or hadn't done?
I've thought about it a 100 million times. At times, I don't think so. I was proud of the job I did. At other times, I've thought I could have been more politically adroit. I could have spent more time with some of the key power players of the hospital.
Are there lessons you have learned?
One of the things I've learned is that we need to take responsibility for all that happens to us. Any time there's failure or something doesn't work out, you have to assume it wasn't all just circumstances. Perhaps there were some things you could have done better, some things you didn't do or politically you could have been more astute.
Sure there is a political piece to it. The guy in the background came back in and did my job. I was a change agent. I wasn't a caretaker medical director, I had not grown up in that hospital. I didn't have the long history.
Unfortunately, it has made me more skeptical. By nature I believe in humanity and I like to have faith in and trust other human beings. It's made me a little bit jaded, and I think that is probably wise from a business perspective. I don't like it from a humanitarian perspective, because I tend to believe in the good in people and they have to prove me wrong. I've become more cynical since then, but I've also come to realize that business is business and if possible try not even to personalize it because it wasn't personal.
Also, I learned: As long as you are working for somebody else, there is no absolute security. No matter what is said or written, there is no absolute security. Changes take place in organizations at lots of different levels all the time. When you work for someone, you are a commodity. A lot of times, when a new CEO comes in, he or she makes a lot of changes, right or wrong, good or bad.
Does anything else come to mind?
I've got great things to say about the ACPE, because, without the College, first of all, I probably never would have gotten some of those positions. I think one of the undervalued parts of the College is the network. Every time I have called anybody and asked for advice and counsel, there has just been an outpouring of help. I don't know if it is underutilized, but I didn't appreciate the power of the organization until I went through that, and I'll be forever grateful. That is one of the reasons I'm so involved and why I'm trying to give back, because I don't know what I would have done without an anchor. I guess I would have survived, but it sure made it a lot easier. We all need anchors in the storm. Word leaked out. People in the College called and said, "Have you considered this? Have you considered that?"
You have to prepare as if it going to happen. You have to have everything in place as if you could get fired tomorrow. Never, never, never assume that it can't or won't happen to you. If you chronicle the lives of most successful business people, many of them have had a similar experience somewhere along the way, whether it was in early, middle, or senior management.
Being fired is like being smacked with a whip. You go into your office one day and "blam," it happens and your whole world collapses. Is everything in place? Do you have a network? Do its members understand what you do? Is your resume current? Have you kept yourself in visible positions by writing or speaking or taking leadership roles in the organization? Preparation ahead of time is essential.
Also, take the high road. Don't point fingers. Don't blame what happened on anyone else. In fact you don't have to blame it on anyone. It's just that certain things happen. Accept your fate. I watched my favorite pro basketball team last night, and they just got shellacked. Some days you just get shellacked; you just keep your mouth shut and you move ahead. Many people get fired, but when you go blaming other people, you are hurting yourself. You're not going to hurt the organization. Sooner or later, it will come back and just kill you.
COPYRIGHT 1996 American College of Physician Executives
COPYRIGHT 2004 Gale Group
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Why Buy an Existing Business? - Richard Parker
Richard Parker is the author of How To Buy A Good Business At A Great Price. This best-selling program contains over 500 pages covering every stage of the business-buying process. Visit www.diomo.com.
With so many options available to you, the question will become which path of the business ownership arena should you pursue? Between franchises, existing businesses, and start-ups, it can become a bit overwhelming. However, there is one choice that makes the most sense if you want to have your own business.
Your chances of success are clearly best when you buy an existing, profitable business for many reasons which we'll discuss in a moment.
While the idea of a franchise appeals to many people, don’t buy a new location; buy a resale that's already successful. This way, you marry the best of franchises and existing businesses.
With a start-up you have two challenges: developing the product or service and then seeing what, if anything, people are willing to pay you for it. It’s a lot of guessing. On paper the plans usually sound great but the results tell a different story. 96% of all start-ups fail in the first five years.
Ease of InvestigationWith an existing business you will have access to actual historical information that will allow you to thoroughly investigate its past activities, the financials, the market, the customers, the industry, the employees, the competition, its operations, its current status, and its future potential.
Regardless of a company's past performance, an existing business or franchise resale will, at the very least, have a history from which you will be able to make certain decisions. Even if the company was not very profitable in the past, your strengths may lend themselves perfectly to turning it into a viable venture. Furthermore, you have the ability to verify what the company did in the past that resulted in the current status of the operation.
Clearly, this information-gathering stage will be substantially more accurate and easier to obtain when dealing with an existing business since you have the actual history.
In a start-up, everything is a guess.
A new franchise offers absolutely no guarantee of how well or poorly the business will do. At best, you may have some comparable data but it’s not reality. A new franchise is basically a start-up that has enjoyed some success in some other locations under certain conditions.
Ready Made InfrastructureWhen you buy an existing business you will have the benefit of a built-in infrastructure. You will inherit active customers, suppliers, employees, equipment and systems. This will allow you to focus on building the business as opposed to a start-up or new franchise where you're starting with nothing.
Sales will be generated the day you take over. In fact, when done right you can get the keys to your business on Monday and take a pay check on Friday!
Purchase Price DifferencesBuying an existing business does not mean that it will cost you more. In fact, many times it's less expensive than launching a start-up. Even in those cases where it may require a premium, at least you know what you are getting. Plus, with the right information you can negotiate incredible deal terms that you could not achieve with a new business.
Over ninety percent of our clients negotiate seller financing.
Flexibility in NegotiatingYou will have far more flexibility when negotiating the purchase of an existing business or franchise versus any other options available; it's not even close!
Everything from the purchase price to financing is open to negotiation. However, there is a lot you need to know in order to buy a good, solid business that can become great with you at the helm. When you have access to the right information and advice you’re going to make the right decisions.
Once you buy a good existing business you will hit the ground running and have a foundation in place from which you can really grow the company.
This article is © Copyright 2001-2008 by Richard Parker and may not be reproduced in any format whatsoever without prior written consent of the author.
The recommendations of reading, reference materials or links mentioned, are for general informational purposes only. The materials are intended as a public service and are not a substitute for obtaining professional advice from a qualified firm, person or corporation. Consult the appropriate professional advisor for complete and up-to-the-minute information. These materials do not constitute the rendering of any legal or professional services.
With so many options available to you, the question will become which path of the business ownership arena should you pursue? Between franchises, existing businesses, and start-ups, it can become a bit overwhelming. However, there is one choice that makes the most sense if you want to have your own business.
Your chances of success are clearly best when you buy an existing, profitable business for many reasons which we'll discuss in a moment.
While the idea of a franchise appeals to many people, don’t buy a new location; buy a resale that's already successful. This way, you marry the best of franchises and existing businesses.
With a start-up you have two challenges: developing the product or service and then seeing what, if anything, people are willing to pay you for it. It’s a lot of guessing. On paper the plans usually sound great but the results tell a different story. 96% of all start-ups fail in the first five years.
Ease of InvestigationWith an existing business you will have access to actual historical information that will allow you to thoroughly investigate its past activities, the financials, the market, the customers, the industry, the employees, the competition, its operations, its current status, and its future potential.
Regardless of a company's past performance, an existing business or franchise resale will, at the very least, have a history from which you will be able to make certain decisions. Even if the company was not very profitable in the past, your strengths may lend themselves perfectly to turning it into a viable venture. Furthermore, you have the ability to verify what the company did in the past that resulted in the current status of the operation.
Clearly, this information-gathering stage will be substantially more accurate and easier to obtain when dealing with an existing business since you have the actual history.
In a start-up, everything is a guess.
A new franchise offers absolutely no guarantee of how well or poorly the business will do. At best, you may have some comparable data but it’s not reality. A new franchise is basically a start-up that has enjoyed some success in some other locations under certain conditions.
Ready Made InfrastructureWhen you buy an existing business you will have the benefit of a built-in infrastructure. You will inherit active customers, suppliers, employees, equipment and systems. This will allow you to focus on building the business as opposed to a start-up or new franchise where you're starting with nothing.
Sales will be generated the day you take over. In fact, when done right you can get the keys to your business on Monday and take a pay check on Friday!
Purchase Price DifferencesBuying an existing business does not mean that it will cost you more. In fact, many times it's less expensive than launching a start-up. Even in those cases where it may require a premium, at least you know what you are getting. Plus, with the right information you can negotiate incredible deal terms that you could not achieve with a new business.
Over ninety percent of our clients negotiate seller financing.
Flexibility in NegotiatingYou will have far more flexibility when negotiating the purchase of an existing business or franchise versus any other options available; it's not even close!
Everything from the purchase price to financing is open to negotiation. However, there is a lot you need to know in order to buy a good, solid business that can become great with you at the helm. When you have access to the right information and advice you’re going to make the right decisions.
Once you buy a good existing business you will hit the ground running and have a foundation in place from which you can really grow the company.
This article is © Copyright 2001-2008 by Richard Parker and may not be reproduced in any format whatsoever without prior written consent of the author.
The recommendations of reading, reference materials or links mentioned, are for general informational purposes only. The materials are intended as a public service and are not a substitute for obtaining professional advice from a qualified firm, person or corporation. Consult the appropriate professional advisor for complete and up-to-the-minute information. These materials do not constitute the rendering of any legal or professional services.
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Thursday, November 20, 2008
Six Reasons to Make a Career Change - Dawn Rosenberg McKay
Dawn has been the Career Planning Guide on About.com since 1997. She ran a job and education information center at a large public library for over five years, working with clients who were going through career transitions, such as career change and job loss. Dawn also assisted new high school and college graduates during the transition from school to starting a career. She has led workshops on resume writing, job interviewing, networking and job searching on the Internet. Dawn is also the author of The Everything Practice Interview Book and The Everything Get-a-Job Book, both published by Adams Media, as well as several civil service test preparation books that were published by Peterson's and Pearson Education.
The average person can expect to change careers several times in his or her lifetime. One reason for all these career changes is that people often don't make informed choices. While making an informed decision regarding your career is a good way to help insure that the career you choose is right for you, it doesn't guarantee it. Even if you follow all the prescribed steps and choose a career that is right for you, it may not remain your best choice forever. Here are some reasons to consider leaving your current career for a new one.
You Should Consider a Career Change If ...
Your Life Has Changed: When you chose your career your life may have been different than it is today. For example you may have been single then and now you have a family. The crazy schedule or the frequent travel that is typical of your career may not suit your new lifestyle. You should look for an occupation that is more "family friendly."
The Job Outlook in Your Field Has Worsened: Things looked promising for your field when you entered it. Due to changes in technology, the economy, or the industry you work in, job opportunities are no longer plentiful. You should look for an occupation that has a better outlook.
You Are Experiencing Job Burnout: Once upon a time you loved going to work everyday. You no longer feel that way. You can't stand doing your job anymore and changing employers hasn't helped. It could be time to find a career that will inspire you.
Your Job is Too Stressful: Some occupations are inherently stressful. After a while the stress can become too much to handle. To preserve your mental and physical health, you may have to find a career that is less stressful.
You Find Your Work Boring: When you did your initial research, the occupation you ultimately chose had a lot of advancement opportunities. Now that you've been working in that field, you've climbed as far up the ladder as you can go, and you miss the challenges you once faced. A career change can provide you with the challenge you crave.
You Want to Earn More Money: You may be surprised to learn that money isn't at the top of the list when it comes to job satisfaction. Therefore, don't be surprised if a career that will bring you higher earnings isn't one you will find particularly satisfying. That said, if other reasons are leading you to consider a career change, higher earnings should be something you consider when you choose a new career.
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