collection of stolen moments

View Full Album

9 Beliefs of Remarkably Successful People

I'm fortunate enough to know a number of remarkably successful people. Regardless of industry or profession, they all share the same perspectives and beliefs.

And they act on those beliefs:

1. Time doesn't fill me. I fill time.

Deadlines and time frames establish parameters, but typically not in a good way. The average person who is given two weeks to complete a task will instinctively adjust his effort so it actually takes two weeks. Forget deadlines, at least as a way to manage your activity. Tasks should only take as long as they need to take. Do everything as quickly and effectively as you can. Then use your "free" time to get other things done just as quickly and effectively. Average people allow time to impose its will on them; remarkable people impose their will on their time.

2. The people around me are the people I chose.

Some of your employees drive you nuts. Some of your customers are obnoxious. Some of your friends are selfish, all-about-me jerks. You chose them. If the people around you make you unhappy it's not their fault. It's your fault. They're in your professional or personal life because you drew them to you--and you let them remain. Think about the type of people you want to work with. Think about the types of customers you would enjoy serving. Think about the friends you want to have. Then change what you do so you can start attracting those people. Hardworking people want to work with hardworking people. Kind people like to associate with kind people.

Successful people are naturally drawn to successful people.

3. I have never paid my dues.

Dues aren't paid, past tense. Dues get paid, each and every day. The only real measure of your value is the tangible contribution you make on a daily basis. No matter what you've done or accomplished in the past, you're never too good to roll up your sleeves, get dirty, and do the grunt work. No job is ever too menial, no task ever too unskilled or boring. Remarkably successful people never feel entitled--except to the fruits of their labor.

4. Experience is irrelevant. Accomplishments are everything.

You have "10 years in the Web design business." Whoopee. I don't care how long you've been doing what you do. Years of service indicate nothing; you could be the worst 10-year programmer in the world. I care about what you've done: how many sites you've created, how many back-end systems you've installed, how many customer-specific applications you've developed (and what kind)... all that matters is what you've done. Successful people don't need to describe themselves using hyperbolic adjectives like passionate, innovative, driven, etc. Remarkably successful people don't need to use any adjectives at all. They can just describe, hopefully in a humble way, what they've done.

5. Failure is something I accomplish; it doesn't just happen to me.

Ask people why they have been successful. Their answers will be filled with personal pronouns: I, me, and the sometimes too occasional we. Ask them why they failed. Most will revert to childhood and instinctively distance themselves, like the kid who says, "My toy got broken..." instead of, "I broke my toy." They'll say the economy tanked. They'll say the market wasn't ready. They'll say their suppliers couldn't keep up. They'll say it was someone or something else. And by distancing themselves, they don't learn from their failures. Occasionally something completely outside your control will cause you to fail. Most of the time, though, it's you. And that's okay. Every successful person has failed. Numerous times. Most of them have failed a lot more often than you. That's why they're successful now.

Embrace every failure: Own it, learn from it, and take full responsibility for making sure that next time, things will turn out differently.

6. Volunteers always win.

Whenever you raise your hand you wind up being asked to do more. That's great. Doing more is an opportunity: to learn, to impress, to gain skills, to build new relationships--to do something more than you would otherwise been able to do. Success is based on action. The more you volunteer, the more you get to act. Successful people step forward to create opportunities. Remarkably successful people sprint forward.

7. As long as I'm paid well, it's all good.

Specialization is good. Focus is good. Finding a niche is good.

Generating revenue is great. Anything a customer will pay you a reasonable price to do--as long as it isn't unethical, immoral, or illegal--is something you should do. Your customers want you to deliver outside your normal territory? If they'll pay you for it, fine. They want you to add services you don't normally include? If they'll pay you for it, fine. The customer wants you to perform some relatively manual labor and you're a high-tech shop? Shut up, roll 'em up, do the work, and get paid. Only do what you want to do and you might build an okay business. Be willing to do what customers want you to do and you can build a successful business. Be willing to do even more and you can build a remarkable business. And speaking of customers...

8. People who pay me always have the right to tell me what to do.

Get over your cocky, pretentious, I-must-be-free-to-express-my-individuality self. Be that way on your own time. The people who pay you, whether customers or employers, earn the right to dictate what you do and how you do it--sometimes down to the last detail. Instead of complaining, work to align what you like to do with what the people who pay you want you to do. Then you turn issues like control and micro-management into non-issues.

9. The extra mile is a vast, unpopulated wasteland.

Everyone says they go the extra mile. Almost no actually one does. Most people who go there think, "Wait... no one else is here... why am I doing this?" and leave, never to return.

That's why the extra mile is such a lonely place. That's also why the extra mile is a place filled with opportunities. Be early. Stay late. Make the extra phone call. Send the extra email. Do the extra research. Help a customer unload or unpack a shipment. Don't wait to be asked; offer. Don't just tell employees what to do--show them what to do and work beside them. Every time you do something, think of one extra thing you can do--especially if other people aren't doing that one thing. Sure, it's hard. But that's what will make you different.

And over time, that's what will make you incredibly successful.

Recruiters: Brick Walls or “Holders of the Secrets”?

Recruiters appear to be at the top of most jobseekers’ hit lists. Most people I have come across are certainly soured by the recruiter/jobseeker relationship, united in their criticisms that search consultants are the impenetrable brick wall to job search success; the self-serving, commission-focused obstructionist front line preventing a love match between the candidate and the employer.

Recruiters are human, so naturally there will be people who try to take the line of least resistance, be burned out or dismissive of your emotions. For those few who give the industry a bad name, there are many who fly the flag of excellence. Those people can be your greatest advocate as “Holder of the Secrets”.

Did you know that the search consultant can run interference for you on salary, benefits and perks? Search Consultants know what the employer wants, are savvy to the lengths the employer is willing to pay, understand the classifications and pay scales the firm follows, and evaluates the potential for negotiations. After advising you, the recruiter is able to test that flexibility without your involvement, leaving you squeaky clean, talented and willing to start work when everything has been ironed out. Recruiters are used to negotiations; it is part of the business and is expected by the employer. No emotions involved, no bad feelings. Allow them to apply their knowledge to your benefit.

As “Holder of the Secrets” the search consultant has been fully briefed on the required experience and industry background the employer demands. Consequently, if the recruiter suggests to you that your resume should include more information about your time at BHP in 1986 because the employer wants the candidate to have mining and exploration experience, then do it! Regardless of how silly it sounds or how it goes against everything you know about resumes, just do it! As “Holder of the Secrets” the recruiter is leaving crucial signposts to help you on your journey. It is up to you to heed this advice and recognise these pointers as “secrets” other candidates may not have or be privy to.

Search consultants have a stake in your successful placement and it is not limited to one commission payment. Experienced recruiters are astute enough to recognise that such relationships are a two-way street; after he helps you, you may choose him to help you hire your team. A kind of “you pat my back, I’ll pat yours” arrangement.

So the next time you deal with a recruiter, given him or her a chance to rise to your expectations before you dismiss them as that sturdy brick wall. You may find that your courtesy, flexibility and willingness to listen will do more for your candidacy and positioning for roles now and in the future, than herding them all under the heading of “necessary evil”.

The biggest mistake on a resume (and how to create a masterpiece)

There are about five or six common mistakes that people make when preparing their resumes, and most of these stem from the one Biggest Mistake. And this is what prevents you from creating the masterpiece that lands you the job.

Once upon a time (maybe) it seemed that we could just write a resume, or get a friend who's a better writer than us write our resume. You could polish the intro statement into a work of art. Craft each job description so finely that they were as short as possible while still conveying your work history in eloquent prose.

Then, having finished this masterpiece, you were armed with the perfect document to wow employers across the spectrum of roles that interested you and land your dream job.

I'm not sure if this was ever true, but it certainly isn't now. That finely-tuned resume should actually serve only as a template for the ones you actually send out.

The biggest mistake on a resume? Using the same one over and over again. Employers can spot a generic application in a nanosecond, and they don't like it. Hiring managers want to see a document that tailors your skills and experience specifically to the job they posted, and demonstrates what you can do for them.

Five other resume mistakes (that generally stem from the Biggest Mistake on a Resume):

1 - Not matching your title to the job

The title of your resume should match the title of the job you are applying to. If your resume has a different title, it looks like you are applying to a different job. Don't make the hiring manager try to guess how your particular career title matches up with the position they are hiring for. Make it clear. If you're applying for the Office Manager position, send in a resume with 'Office Manager' in the title.

2- Describing job responsibilities - not accomplishments

Hiring managers know what job descriptions match your old job titles. There's little mystery in what an Editor or a Customer Service Representative does. The unique and interesting part is what you alone accomplished in that role. What set you apart? What have you done, learned or accomplished there that can be particularly useful to your potential new employer. Use numbers if you can.

3- Not tailoring your work history and accomplishments

All of your jobs, community or voluntary work can potentially be relevant if you can highlight how the skills you learned and used benefit your new employer. You have to market your transferable skills to the target company's business needs. (You'll know what these are from carefully reading the job description that you are applying to.) Sell your experience.

4- Listing too many jobs

As much as I said that every job and community activity can be relevant, it is also possible to list too many on a resume. I don't believe that a resume has to fit on one page, or even on two if you need more space to sell your story. However, everything that is included has to be compelling. Descriptions of irrelevant jobs that you held a decade or more ago will only serve to take up valuable space and water down the good stuff. Keep it recent, and cut to the essentials.

If you have valuable accomplishments from many older jobs that you think it is important to include, consider using an 'Other Relevant Experience' sub section underneath your recent work history where you can bullet point these wins briefly.

5- Not proofreading

Need I say it? Employers expect you to try hard, pay attention to detail and produce quality work on the job.

What does it say to an employer about a candidate who can't even present an error-free document when they are most trying to impress them in order to land the job in the first place? That you're either not that good, or that you don't care that much. Either way, you won't be getting the call for an interview.

Proofread. Take a break. Proofread again. Then have someone else proofread it for you.

The real 'masterpiece' resume is the one that speaks to an employer so much that it is as though it were written just for them personally. And that's because it has been.

The 7 Habits of Highly Innovative People

Stephen R. Covey’s got millions of fans who swear by his seminal book, The 7 Habits of Highly Effective People. I’m not one of them, but that’s because I’m different. In fact, most entrepreneurs I know – and I know lots of them – just don’t fit the mold of folks who can actually benefit from a cookie-cutter set of habits. Instead, they tend to carve their own paths through life … and they do it their own way. So, with all due respect to Covey, here’s an adaptation of his seven habits that I think fits innovators and entrepreneurs (You’ll find Covey’s in parenthesis at the end of each habit).

Habit 1: Be Passionate. Finding your passion is not only the key to happiness, but also the key to business success. As Steve Jobs once said, “Your time is limited, so don’t waste it living someone else’s life. The only way to do great work is to love what you do. If you haven’t found it yet, keep looking. Don’t settle.” (Be Proactive)

Habit 2: Do Something. You don’t always know where it’s going to lead, but it’s always better to do something than to suffer analysis paralysis. Legendary oil-man and entrepreneur T. Boone Pickens has a way of quickly sizing up a situation, coming up with a plan, and acting. There’s no sitting around or endless analysis and debate. It seems to have worked for him. (Begin with the End in Mind)

Habit 3: Put First Things First, Second, and Third. Covey says prioritize, but I’ll take it one step further. Whoever said, “don’t sweat the small stuff,” was right, and I’ll add, “don’t do or even think about the small stuff.” Every successful innovative person I know jumps on hot opportunities and critical issues like they’re the only things that matter on god’s green Earth. (Put First Things First)

Habit 4: Think Win. Former New York Yankees owner George Steinbrenner may have been a world-class a-hole, but he was a remarkably rich and successful world-class a-hole who let nothing stand in the way of the only thing that ever really mattered to him, winning. Bill Gates, Larry Ellison – show me a successful entrepreneur and I’ll show you someone who puts winning first. (Think Win/Win)

Habit 5: Seek First to Understand, then to Innovate. The key to innovation is to first understand a big hairy problem that, to date, nobody’s been able to solve. Once you’ve got that, then, and only then, does it even begin to make sense to do something about it. Otherwise you’ll just end up with a great product nobody needs. (Seek First to Understand, then to be Understood)

Habit 6: Energize. With rare exception, successful innovators are high-energy people with a unique ability to stimulate and motivate others. That’s called leadership. Without it, you can have the most effective habits or the best ideas in the world, but nobody will ever know it, because nobody will care and nothing will actually get done. (Synergize)

Habit 7: Question the Status Quo. Andy Grove built semiconductor powerhouse Intel on several principles, two of which were “only the paranoid survive” and “constructive confrontation.” That means never rest on your laurels, continually challenge your own assumptions, and always question the status quo. That’s how Intel became a high-tech dynasty. (Sharpening the Saw)

Gloom and doom back in style

Weak economic data from the US and China has encouraged selling of stocks and commodities over the last 24 hours. Americans’ claims for unemployment benefits remained at essentially the same level as last month, while a Philly Fed regional manufacturing survey showed yet another contraction. Brent crude futures fell 3.7% to settle at $89.23 a barrel – their lowest close since December 2010, while WTI lost 4% on the day to settle at $78.20, the lowest since October. Coming just a day after the Fed disappointed investors with its “no QE3 yet” message, it’s little surprise that we’re seeing the same old dash to the US dollar and Treasuries, as deflation expectations rise. The Dollar Index (USDX) is back above 82.00, while the yield on the 10-Year Treasury Note has fallen to 1.62%.

Precious metals are under pressure again, with gold falling towards $1,550 and silver breaking below $27. We saw strong buying support show up for gold last month when it fell below $1,550 courtesy of Asian central banks, so bulls will have to hope the same buyers come to the rescue. Likewise, silver tested the $26 mark at the end of last year, but encountered strong buying support that sent the metal on a $10 rally to $36 by the end of February. $26 is critical support.

 

Moody’s added to the gloom after the US close by downgrading the long-term credit ratings of 15 major North American and European banks. This will force these banks to post extra collateral against trades, and adds to the bearish pressure on stocks, commodities, and the bonds of many euro-zone governments

5 Ways to Maintain Your Value on the Job Market

1. Do not bounce from job to job

As a job seeker, be aware that an inverse relationship exists between the number of jobs you have had in the past few years and the likely amount of your next job offer. Bouncing from job to job is a serious red flag to employers….

This is regardless of whether the job hopping is a true representation of your professional reliability. Although it looks better if you left the jobs rather than if you got fired, either is still a clear negative on your CV.

The best advice I can give to those who have had a few jobs in the past few years is to be upfront about the issue on either your resume (in the objective section) or within your cover letter.

Remember to be candid, clearly state that you want a job within an organization that you can grow with for the years to come and do not make excessive excuses for your failure to be at each company for longer time periods.

2. Continue to hit quotas or receiving professional awards

This is much easier said than done as there are many uncontrollable variables for the job seeker when it comes to this arena. To maintain hitting your quotas as a sales professional, come to an agreement with your current employers as to what fair numbers are...though, do it after being at the company for a little bit.

You'd be surprised as to how firms are willing to negotiate this aspect of your sales job and how lucrative meeting those numbers will prove to be at future jobs.

3. Do not have gaps in your resume

Although logic would say that someone unemployed for an extended period of time is much more eager to get back to work than somebody who has had 10 jobs in the past 12 years, 'tis is not the case. We all want what others have and prolonged unemployment on one's resume turns employers off.

As a job seeker who has been unemployed for a period of time, what do you do to fill any gap of unemployment?

I recommend doing some sort of charity work if you can't find the job right for you. Not only will this show the employer that you have been active, but the charity may hit home in the HR rep's heart and you can slide in for an easy interview.

4. Leave jobs on a positive note

Regardless of how much of a pain your boss is, always do your best to leave your current company with a smile on your face and remain in good terms with the individuals at your now prior firm.

Remember that those who are smart enough not to get the last word in, are less likely to receive a bad recommendation killing a lucrative job offer last minute. When angry, people can be irrational, vindictive and immature; don't give your now ex-manager reason to act in manners as such.

5. Try to stay in no more than 2 or 3 industries

In any industry, to get over a certain point in salary range, you must be considered an expert in your respective field. The more niche this field is, the more lucrative your future job offers are going to be.

For instance, being in media is not likely to warrant as high as job offer as someone who has the same amount of years in something more specific such as social media.

After 2 or 3 jobs, you should find an industry that you truly love and shine in it. Not only will this increase future compensation, but it will also increase your career longevity as well as the contacts you make within the vertical and the ability to continuously leverage those relationships.

Additionally, if you're ever looking to relocate, your chances will be higher possessing a niche expertise.

US July visa bulletin – Apply for EB-2 visa application by 29 June!

If you have an US EB-2 employment based petition with a priority date later than 1 January 2009 and are not from China or India then you should file your adjustment of status visa application or consular processing visa application by Friday 29 June 2012. The US Department of State (DOS) has just released the July 2012 visa bulletin stating that from 1 July 2012 the employment-based EB-2 immigrant visa priority cutoff date will move back to January 1, 2009 for all countries except India and China. The situation for people from India and China is even worse. The EB-2 priority cutoff dates for India and China are unavailable for the current fiscal year meaning no new visas will be issued to EB-2 applicants from India or China until after fiscal year 2013 begins on October 1, 2012.

However, even when visas become available for applicants from China and India in the next fiscal year, the cutoff date will be different than for other countries. It is likely that only Chinese and Indian applicants who have a priority date from many years ago will be able to have their visas processed.

What is a priority cutoff date?

Employment based immigration priority cutoff dates determine when a foreign national will be able to file their Adjustment of Status (AOS) applications or application at the US Embassy or Consulate and apply for their green card. The priority date refers to the date an application is initially filed in the green card process; For employment based petitions this is when the labor certification application is filed or in some limited cases when the immigration preference petition I-140 is filed. The US will begin processing a green card application if your priority date is earlier than the cutoff date listed in the most recent Visa Bulletin.
The DOS publishes a monthly visa bulletin that lists the cutoff dates for different immigration categories and countries. Only immigrants with priority dates before the cutoff date are permitted to file their visa applications and apply for their green card.
Therefore, applicants from countries other than India and China, who have a priority cutoff date of January 01, 2009 or later, will need to file for AOS or visa processing at an Embassy or Consulate before June 30, 2012. This is because the July 2012 visa bulletin goes into effect July 1, 2012. If you do not apply before then, you will have to wait for a suitable cut off date before you can file your visa application; This is a cut off date after your priority date.
The EB-2 visa is available to applicants who have an advanced degree or its equivalent with an approved PERM labor certification, or a foreign national who has exceptional ability. Additionally, foreign workers who can show that their activities will substantially benefit the US national interest may be eligible for the EB-2 visa.

Priority cutoff dates for other countries

While for the EB-3 category the cutoff dates for professionals and skilled workers did advance, it may still take many years for your application to be processed. You will see below that the latest cut off date is about six years ago.
The EB-3 visa is an employment-based visa with three categories available:

• Skilled workers: people whose job requires a minimum of 2 years training or work experience, not of a temporary or seasonal nature
• Professionals: people whose job requires at least a US baccalaureate degree or a foreign equivalent and are a member of the professions
• Other workers: people performing unskilled labor requiring less than 2 years training or: experience, not of a temporary or seasonal nature.

In the EB-3 professional and skilled workers category the priority cutoff dates advanced:

• China's date advanced from August 08, 2005 to September 22, 2005
• India's date advanced from September 15, 2002 to September 22, 2002
• The Philippines date advanced from May 22, 2006 to June 8, 2006
• All other countries dates advanced from June 8, 2006 to July 22, 2006

In the EB-3 Other Workers category, the priority cutoff dates also advanced:

• China's date advanced from April 22, 2003 to June 15, 2003
• India's date advanced from September 15, 2002 to September 22, 2002
• The Philippines date advanced from May 22, 2006 to June 8, 2006
• All other countries dates advanced from June 8, 2006 to July 22, 2006

Making Yourself Indispensable in the Workplace

Warning: this article contains a lot of ways to suck up to management. These kind of tips won’t help your chances of curing cancer, but they might help you get a little extra boost in your career.

 

There are a host of reasons you may have for wanting to impress your boss (a promotion or raise, a glowing reference, work perks), but the question of the day is whether or not putting in extra hours, bringing work home, and taking on more responsibilities is worth the value of making your boss think that you are a shining star among mere light bulbs. While effort is obviously required in order to be a stand-out employee, there are a number of ways to become an indispensable workplace presence without spreading yourself too thin.

1. More likely than not your boss is big on punctuality and consistently arrives at work on time. You can easily show your dedication to your job by always arriving at work and being prepared to begin your day by your official start time. Make a note of when your boss typically arrives at work and shoot for showing up about five minutes ahead of his or her regular time. And no matter how sleep-deprived and grumpy you may feel, slap a smile on your face and politely greet your boss every morning.

2. Though your workload may already be jam-packed you should seriously considering being among the first to volunteer for select, high-visibility projects that can help shape your bosses perception of your into one where you are seen as an eager person willing to branch out and take on responsibilities beyond your required duties. This also gives you some amount of control over any additional work you must complete by not simply taking what you boss assigns but speaking up and taking the tasks you want.

3. Everyone office has a “go-to guy;” that person who everyone turns to when toner is low, software stalls, papers get jammed, or incomprehensible error messages appear on fax machines. Even if it has nothing to do wither your regular job, make a small effort to learn the tech side of how the office runs. You know – learn where paper, ink, and toner are kept and how to properly install them into your office printer. Know how to use that million dollar software system that no one else does. And when you encounter an inevitable tech problem, take the time to learn the solution instead of simply ignoring the situation until a techie solves the problem. Tech know-how can be seen as life-saving: especially to a boss who has a printer gremlin show up before a big meeting.

4. This act will make you popular throughout your office, not just with your boss. Make the office coffee and, every once in a while, remark to your boss that you’re making it and ask if he or she would like a cup. Don’t become the person who run errands, but showing up with donuts once in a while never hurt anyone’s career. Be the person who brings life to the office and is fun and positive to be around. Unexpected small actions are fun and keep work life interesting.

5. Listen to your boss’s word choices when discussing business concerns and note any buzzwords that are used frequently. Assimilate them into your own vocabulary and use them in meetings and emails. This smart use of language helps to show your boss that you genuinely understand what he or she is after.

Working hard and performing well will always be the best method for success, but in order to reinforce positive perceptions and get the attention your deserve, these career tips offer a way to insert yourself into your boss’s routine without being overbearing or annoying.

Caring for Your Introvert

The habits and needs of a little-understood group

Do you know someone who needs hours alone every day? Who loves quiet conversations about feelings or ideas, and can give a dynamite presentation to a big audience, but seems awkward in groups and maladroit at small talk? Who has to be dragged to parties and then needs the rest of the day to recuperate? Who growls or scowls or grunts or winces when accosted with pleasantries by people who are just trying to be nice?

If so, do you tell this person he is "too serious," or ask if he is okay? Regard him as aloof, arrogant, rude? Redouble your efforts to draw him out?

If you answered yes to these questions, chances are that you have an introvert on your hands—and that you aren't caring for him properly. Science has learned a good deal in recent years about the habits and requirements of introverts. It has even learned, by means of brain scans, that introverts process information differently from other people (I am not making this up). If you are behind the curve on this important matter, be reassured that you are not alone. Introverts may be common, but they are also among the most misunderstood and aggrieved groups in America, possibly the world.

I know. My name is Jonathan, and I am an introvert.

Oh, for years I denied it. After all, I have good social skills. I am not morose or misanthropic. Usually. I am far from shy. I love long conversations that explore intimate thoughts or passionate interests. But at last I have self-identified and come out to my friends and colleagues. In doing so, I have found myself liberated from any number of damaging misconceptions and stereotypes. Now I am here to tell you what you need to know in order to respond sensitively and supportively to your own introverted family members, friends, and colleagues. Remember, someone you know, respect, and interact with every day is an introvert, and you are probably driving this person nuts. It pays to learn the warning signs.

What is introversion? In its modern sense, the concept goes back to the 1920s and the psychologist Carl Jung. Today it is a mainstay of personality tests, including the widely used Myers-Briggs Type Indicator. Introverts are not necessarily shy. Shy people are anxious or frightened or self-excoriating in social settings; introverts generally are not. Introverts are also not misanthropic, though some of us do go along with Sartre as far as to say "Hell is other people at breakfast." Rather, introverts are people who find other people tiring.

Extroverts are energized by people, and wilt or fade when alone. They often seem bored by themselves, in both senses of the expression. Leave an extrovert alone for two minutes and he will reach for his cell phone. In contrast, after an hour or two of being socially "on," we introverts need to turn off and recharge. My own formula is roughly two hours alone for every hour of socializing. This isn't antisocial. It isn't a sign of depression. It does not call for medication. For introverts, to be alone with our thoughts is as restorative as sleeping, as nourishing as eating. Our motto: "I'm okay, you're okay—in small doses."

How many people are introverts? I performed exhaustive research on this question, in the form of a quick Google search. The answer: About 25 percent. Or: Just under half. Or—my favorite—"a minority in the regular population but a majority in the gifted population."

Are introverts misunderstood? Wildly. That, it appears, is our lot in life. "It is very difficult for an extrovert to understand an introvert," write the education experts Jill D. Burruss and Lisa Kaenzig. (They are also the source of the quotation in the previous paragraph.) Extroverts are easy for introverts to understand, because extroverts spend so much of their time working out who they are in voluble, and frequently inescapable, interaction with other people. They are as inscrutable as puppy dogs. But the street does not run both ways. Extroverts have little or no grasp of introversion. They assume that company, especially their own, is always welcome. They cannot imagine why someone would need to be alone; indeed, they often take umbrage at the suggestion. As often as I have tried to explain the matter to extroverts, I have never sensed that any of them really understood. They listen for a moment and then go back to barking and yipping.

Are introverts oppressed? I would have to say so. For one thing, extroverts are overrepresented in politics, a profession in which only the garrulous are really comfortable. Look at George W. Bush. Look at Bill Clinton. They seem to come fully to life only around other people. To think of the few introverts who did rise to the top in politics—Calvin Coolidge, Richard Nixon—is merely to drive home the point. With the possible exception of Ronald Reagan, whose fabled aloofness and privateness were probably signs of a deep introverted streak (many actors, I've read, are introverts, and many introverts, when socializing, feel like actors), introverts are not considered "naturals" in politics.

Extroverts therefore dominate public life. This is a pity. If we introverts ran the world, it would no doubt be a calmer, saner, more peaceful sort of place. As Coolidge is supposed to have said, "Don't you know that four fifths of all our troubles in this life would disappear if we would just sit down and keep still?" (He is also supposed to have said, "If you don't say anything, you won't be called on to repeat it." The only thing a true introvert dislikes more than talking about himself is repeating himself.)

With their endless appetite for talk and attention, extroverts also dominate social life, so they tend to set expectations. In our extrovertist society, being outgoing is considered normal and therefore desirable, a mark of happiness, confidence, leadership. Extroverts are seen as bighearted, vibrant, warm, empathic. "People person" is a compliment. Introverts are described with words like "guarded," "loner," "reserved," "taciturn," "self-contained," "private"—narrow, ungenerous words, words that suggest emotional parsimony and smallness of personality. Female introverts, I suspect, must suffer especially. In certain circles, particularly in the Midwest, a man can still sometimes get away with being what they used to call a strong and silent type; introverted women, lacking that alternative, are even more likely than men to be perceived as timid, withdrawn, haughty.

Are introverts arrogant? Hardly. I suppose this common misconception has to do with our being more intelligent, more reflective, more independent, more level-headed, more refined, and more sensitive than extroverts. Also, it is probably due to our lack of small talk, a lack that extroverts often mistake for disdain. We tend to think before talking, whereas extroverts tend to think by talking, which is why their meetings never last less than six hours. "Introverts," writes a perceptive fellow named Thomas P. Crouser, in an online review of a recent book called Why Should Extroverts Make All the Money? (I'm not making that up, either), "are driven to distraction by the semi-internal dialogue extroverts tend to conduct. Introverts don't outwardly complain, instead roll their eyes and silently curse the darkness." Just so.

The worst of it is that extroverts have no idea of the torment they put us through. Sometimes, as we gasp for air amid the fog of their 98-percent-content-free talk, we wonder if extroverts even bother to listen to themselves. Still, we endure stoically, because the etiquette books—written, no doubt, by extroverts—regard declining to banter as rude and gaps in conversation as awkward. We can only dream that someday, when our condition is more widely understood, when perhaps an Introverts' Rights movement has blossomed and borne fruit, it will not be impolite to say "I'm an introvert. You are a wonderful person and I like you. But now please shush."

How can I let the introvert in my life know that I support him and respect his choice? First, recognize that it's not a choice. It's not a lifestyle. It's an orientation.

Second, when you see an introvert lost in thought, don't say "What's the matter?" or "Are you all right?"

Third, don't say anything else, either.

 

Note: This article is not written by me. Original writer of this article is Jonathan Rauch.

Smart or Stupid………Should I be Totally Honest About why I Left my Last Job?

I think this is one of the toughest questions to answer when preparing to look for work.

Let’s be honest now. From my years of experience as a Recruitment Consultant I’d estimate that over 70% of the candidates I saw were quitting their job due to bad experiences with their boss or the company. That’s not to say it was the only reason they were leaving, but it was a contributing factor and as often as not, was the reason that had finally pushed them out the door!

But is it terribly wise to mention those negative reasons for leaving when we often have at hand any number of positive and perfectly valid reasons we can “dress up” as the truth?

I don’t think the answer to that question is ever a simple yes or no, because every circumstance of leaving is different. Often the reasons are multifaceted and quite unique.

So perhaps the wiser approach then is to ask ourselves “should I be completely honest,” every time we undertake a new job search and then be ready to get a different answer each time!

Let’s look at some examples of what I’m talking about.

Scenario One: a fairly extreme and unfortunate example may be someone who has done something illegal at work such as being caught stealing or sexually harassing a colleague.

I think it’s a no brainer that this individual should never give this as the reason they left.

However, I’d also suggest that before they embark on a new job search it’s essential to do some soul searching about their negative behaviours. They shouldn’t take on a new job until they’re confident they won’t reoffend! Getting to that place may involve some professional help. It may be time to think laterally and look at volunteer work to provide some recent positive references and work experience. My previous blog post, Volunteer you way into your Next Job! may help.

Scenario Two: most people once they’ve been working for a few years can think of some pretty negative experiences they’ve had working for a bad boss! It’s unfortunately one of the most common reasons we leave a job. Maybe your boss had a habit of being very indiscrete and talking about your colleagues work performance problems (I had a boss that did this all the time), maybe they had an anger management problem and had verbal fights in the office or verbally abused staff (I’ve also had this occur). Or maybe they’re a boss who doesn’t delegate effectively or consistently over promises and under delivers.

So it pays for us to have a really good think about how we’re going to deal with it at interview. We may have no choice. The interviewer may ask us about our experiences with our most recent manager (eg “what did you learn from them?”). You need to be prepared so make sure you give it some advance thought. You’ll at the very least probably need to explain why you’re not using them as a referee.

But we need to get back to discussing all this as a reason for leaving your job.

Many recruitment professionals will tell you to never speak negatively about your previous employers. The danger is that you’ll look disloyal and the interviewer will be worried that you’ll say negative things when you leave their company. Personally I think this is a rather simplistic view of the issue.

The examples above of poor management are valid reasons and most potential employers would completely understand your need to leave (it’s quite likely they’ve had similar experiences).

The far more critical aspect of this issue is how you’re going to explain your reasons.

If you can demonstrate your professionalism in how you tried to manage what is a very tricky situation you can really impress the interviewer. To effectively manage a problem boss you must have demonstrated excellent communication, negotiation and problem solving skills and be emotionally intelligent (even if the outcome was that you ultimately still had to leave).

It’s also a fantastic opportunity to show your level of self awareness and maturity by expanding your answer into what you learnt about yourself, team dynamics and what’s important to you with future organisational moves.

It may also provide you with an example of how you have improved upon a previous weakness, demonstrating that you learn from your mistakes. At the same time it shows how you recognise that work problems are rarely on-sided and that you’ll be an asset to any future employer.

And be certain to mention how much you value loyalty in yourself and others.

These are all good messages to a new employer and I’d go so far as to say……

Who wouldn’t want to employ you?

It’s also important to have already dealt with any feelings of anger or bitterness that you may still harbour because you don’t want to get emotional during your explanation. If you didn’t leave on good terms you need to make sure you work through your negative feelings before you’re in front of a potential employer. Don’t be afraid to seek some help if you find you just can’t move on emotionally.

Some other important points to consider when deciding how smart it is to be totally honest:

1. Every situation is different so give it a really good think before you decide to open your mouth about negative work experiences.

2. Use people whose opinion you respect as a sounding board and get several opinions before deciding what is and isn’t wise to say. Ultimately though it’s your decision so trust yourself. Your gut will often be a great indicator.

3. It’s easy to say too much when nerves get the better of you at interview and when you’re discussing a sensitive issue – so practise, practise, practise your responses. And say what you have to say and no more. Resist the temptation to “fill the silence” in interviews.

4. Watch the interviewer closely for any signs of negative or positive reaction in their body language as you’re providing your reasons for leaving and be ready to respond accordingly.

5. Remember your reasons are often multifaceted so don’t focus on just one. Talk about other reasons like the need for a career shift, your enthusiasm for new opportunities and the need to relocate etc.

6. I’d also suggest don’t be too disheartened if you get a negative response from the interviewer. It doesn’t necessarily mean that it wasn’t a smart decision to be honest. Maybe they’re just giving you a good indication that this new company and you are not a good match. And that’s a good thing to determine early on, after all you’re trying to avoid a repeat of your last experience!

Finally as always be ready to be flexible, adaptable and to think on your feet and I’m sure you can turn a potentially negative experience to your advantage!

 

Note: This article is written by my friend Richard. This is not my original article.

Anshu Jain Speech (Deutsche Bank)

Speech by Anshu Jain
Co-Chairman of the Management Board and the Group Executive Committee
Deutsche Bank AG
Wirtschaftsrat Deutschland, Economic Conference 2012
12th June 2012, Berlin
– Check against delivery –
Lieber Professor Lauk: ich bedanke mich herzlich für Ihre Einladung. Sehr geehrter Herr Minister Schäuble, sehr geehrte Damen und Herren: ich fühle mich sehr geehrt, heute vor Ihnen zu stehen – dies besonders als Co-Chef der Deutschen Bank. Ich möchte Ihnen auch herzliche Grüße meines Partners, Jürgen Fitschen, überbringen.
Seit fast zwanzig Jahren ist die Deutsche Bank mein Leben und mein Zuhause. Wie Sie aber merken, arbeite ich noch an der deutschen Sprache und muss diese Zeilen ablesen. Ihr Englisch ist besser als mein Deutsch ... also erlauben Sie mir bitte, jetzt ins Englische zu wechseln.
[Dear Professor Lauk: Please accept my most sincere thanks for extending this invitation. I am honoured to be standing before you today, especially as the co-head of Deutsche Bank. I also bring warm wishes from my partner, Jürgen Fitschen.
Deutsche Bank has been my life, and my home, for nearly 20 years. But as you can see, I’m still working on my German and must read these lines. Your English is better than my German; so now, please allow me to switch to English.]
For my long-time friend and colleague Jürgen Fitschen, and for me, this honour comes with enormous responsibility. This is one of the most challenging roles in world banking, particularly in this environment.
This evening, Professor Lauk asked me to talk with you about three themes: first, the outlook for the global economy; second, to offer my perspective on Europe and Germany; and third, the future challenges, opportunities and priorities for the banking industry, and for Deutsche Bank.
Turning first to the global economy. Let me start with the United States - the original centre of the current crisis. The US accounts for a quarter of the world’s economy, so events there are felt around the globe.
Since the U.S. housing bubble burst, in 2007, the U.S. has experienced an exceptionally intense crisis. Home prices have fallen by more than a third from their peak; that alone wiped out over $6 trillion of household wealth – that’s equivalent to almost twice the size of the German economy. The U.S. also suffered its worst banking crisis since the 1930s; the manufacturing base has steadily eroded in recent years, and unemployment more than doubled.
The government responded with massive intervention: authorising up to a $700 billion bail-out for banks and over $800 billion in fiscal stimulus. This prevented a much deeper crisis, and revived the economy. But it left a big debt burden behind, largely financed by surplus savings in Asian economies, especially China. The U.S. debt burden is much bigger than the Eurozone’s. It will need to be addressed in the future.
And this begs the question: how has the U.S. differentiated itself from other mature economies? Because this is such a dynamic economy. It is open to new cultures. It is socially mobile. It has world-class educational institutions. Result? It dominates some key industries. Google, Disney and Apple are highly innovative global brands. 70% of Apple’s profits come from products which did not exist five years ago. Furthermore, emerging market growth has actually benefited U.S. industry. Unemployment is still high, but it has fallen. Additionally, technological advances in oil and gas drilling have opened up huge new reserves to U.S. energy producers. This gives U.S. industry a potentially significant cost advantage over companies in Europe or Asia. North America could become energy independent within the next 15 to 20 years – which would be very positive economically. All this leads me to believe that the mid-term prospects for the U.S. economy are favourable – but let’s bear in mind that the debt burden may have longer-term consequences.
Now Ladies and Gentlemen: let me pass to the other side of the world, and say a few words about Asia.
A brief word about Deutsche Bank in Asia. We first followed our clients into Asian markets back in the 1870s. More recently, we maintained our commitment to Asia right through the crisis of the late 1990s. Our Asian clients remember that. We now have offices in most Asian countries. Of course, Asian economic growth is still very strong – that’s well known. But for me, the important point is to understand the moving trends beneath the headline. The infrastructure investment ‘boom’ is maturing, as Asian economies rebalance. But the process of urbanisation will be ever more important. Over the next 20 years, the number of city dwellers in China and India will rise by 600 million – the equivalent of two U.S.A.’s. Domestic consumption will be powered forward by a fast-growing, urban middle class: by 2030, the number of middle class consumers will grow by 3 billion worldwide – the majority in Asia. Of course, there are many challenges in Asia: inflation; and demographics; and combining growth with political stability, solid governance, and social justice. But opportunities continue to be tremendous – for you, and so for us. And now – let me come back to Europe – the region of greatest importance to all of us and which is facing a very significant challenge. European integration is the greatest peace project the world has ever known. Europe has rarely known 70 years of peace before. The common market, and the common currency area, have created unprecedented prosperity for Europeans. They ensure that Europe continues to be relevant on the world stage; that’s important for future generations. But it is globalisation which really forces us to integrate. No single European country can hold its own against the U.S.A., or China. To succeed, we must integrate further. But today we’re at a crossroads. We are living through the most severe financial crisis since the birth of modern Europe. The outcome is still to be decided. There is no doubt in my mind: Europe can recover, and emerge stronger, from this crisis.
 Three weeks ago, while travelling in the U.S., I was struck by the number of people who questioned me about the need for ‘austerity’ in Europe. ‘After all’, they argued: ‘deficit spending was effective in the U.S., so why would it not be for Europe?’ My response to them was clear: I don’t believe that deficit spending is the right path for Europe. To advocate a policy of ‘austerity’ is, simply, to have the courage to recognise reality. Choosing between growth and austerity is a false choice – and one that no one can afford. Certainly, scope exists for the right growth measures, such as structural reform of labour and pension markets; liberalisation in key industries; investments in infrastructure.
 Crucially, we have made good progress toward the ‘institutional strengthening’ which the Eurozone so badly needs. The European Central Bank acted decisively to mitigate risk in the financial system, by ensuring flows of liquidity. The fiscal compact is a vital step toward fiscal alignment. And we have built up very important, pan-European defence mechanisms, or firewalls – such as the European Stability Mechanism. Action this weekend in support of Spanish banks is yet another example of a well-orchestrated response to what had become a source of great concern for us all. We are stronger than we were a year ago.
 Interestingly, financial markets have been sending a very strong, pro-austerity message for quite a while. Since last summer, investors in European sovereign debt markets have echoed this message, which is also Germany’s position: there is no way forward, except deficit reduction. Neither can core Eurozone countries be expected to finance the deficits of their neighbours indefinitely.
 In summary: thanks to decisive action from the ECB and progress on the fiscal compact, we have managed to avoid a systemic event in Europe thus far. But Greece will hold new elections in 5 days. Risks remain; a systemic event would have significant and long-lasting consequences – not just for Europe, but for the whole world. The stakes are high.
Now for a perspective on Germany.
 It is clear that Germany is in a strong position. Industrial output has powered ahead. Exports have boomed. Unemployment has fallen to one of its lowest levels since re-unification. Public finances are sound. And markets have rewarded this success. Germany can borrow at historically low interest rates, saving billions of Euros per year in interest costs. Even at times of stress – in fact, especially at times of stress - the model of the soziale Marktwirtschaft has proved itself. As a result: Germany has acquired a position of unprecedented leadership and influence. All eyes are on Germany.
 It has not been an easy road. As recently as a decade ago, implementation of ‘Agenda 2010’ was challenging. As in the Eurozone today, growth was weak and unemployment was high. Flexibility was critical – for employers and employees. Sacrifices were made. But Germany realised that delivering structural reform, and keeping fiscal discipline, was the only path to lasting recovery. Today, we see the rewards of that discipline.
 Unlike the US and the UK, Germany has maintained its manufacturing edge. Manufacturing still accounts for over 20% of Germany’s economy – almost double that of some other mature western markets. It was world-class manufacturing that turned Germany into a ‘globalisation winner’. Often, I used to wonder: how did Germany do it? In other mature economies, manufacturing was shrinking. Competing with the emerging markets was tough ... what made Germany special?
 Friends and colleagues all told me: the difference was because of many of you here today: the Mittelstand. As I prepared this speech, I looked for an English translation for the word Mittelstand. I found out that there isn’t one! That tells me that you are a phenomenon unique to Germany. You are, truly, the “hidden champions” – the backbone of the German economy. You are two-thirds of the workforce, and over half of the German economy. You focused on technology, innovation, and quality. You dominate many industries. Today, you export a large part of your output and are truly global institutions.
 Deutsche Bank, of course, has globalised with you. To serve you, our German clients globally, we needed to build a truly global network, and a truly global team. I, for example, was born in India and have lived and worked in the UK and the U.S. 10 nationalities are represented on our Group Executive Committee, for example American, Austrian, South African, Australian and Canadian. Deutsche Bank has people from 150 countries on its staff – and yet remains deeply rooted in Germany. Our global team is a direct result of your global needs.
To capture Germany’s potential, and contribute to a successful recovery for Europe, three forces must be aligned: world-class industrial performance; the right economic policy; and effective functioning of capital flows, financial markets, and the banking sector. For this, it is imperative that business leaders, bankers and political leaders work together. Let me put it simply, Ladies and Gentlemen: we are all in this together. Now let me come to my final theme: the banking industry. Where have we come from; where do we stand today; and how do I see the bank of the future? Let me start back in 2008.
2008 was a watershed year: for the industry, for Deutsche Bank, and for me personally. This was the most intense banking crisis since the 1930s, perhaps ever. Let me state clearly: the industry made mistakes which contributed to this crisis.
Our risks were too high, relative to our capital; we expanded beyond our core business; we had risk management challenges.
We learnt our lessons. We reduced risks and built up our capital. However, some banks still had to be rescued by the state. Deutsche Bank, in all humility, did not – although we did benefit, like other market participants, from systemic measures which were taken. Nevertheless regulatory tightening was inevitable.
The regulatory response represents a formidable challenge for our industry, and hence for you, our clients, as well.
 First: higher capital and liquidity requirements. We want to put capital to work for you, at a reasonable cost. More capital makes banks safer; but stricter capital requirements also make capital scarcer and more expensive for you. The same goes for liquidity requirements. They reduce returns, and that slows down capital formation.
 Second: challenges to the ‘universal’ banking business model – by this I mean the integration across retail banking, asset management and wholesale banking. This model originated in Europe and has worked successfully in Germany and around the world. It proved to be more resilient during the crisis. And it provides you with the services you need to operate in an increasingly complex world. Universal banks have the resources to finance your expansion; to help you manage risks from foreign exchange or interest rates; to provide cash management and trade finance products that enable you to operate globally. We can do this more safely, and at a lower cost for you, than if you had to go to many different banks for each different service. Despite these advantages, the debate about universal banking has started in some countries, and we expect this debate to come to Germany as well. We, at Deutsche Bank, remain committed to the universal banking model, and we need your support in this debate.
 Third: maintaining the level playing field. We want to serve your interests across the world. To do that effectively, it’s crucial that we play by the same rules as banks from other countries, as we do now... Germany is one of the world’s largest and most successful economies. It needs and deserves to be served by a world-leading bank. If Germany’s only truly global bank cannot play on a level playing field, is that in the interest of German industry? I don’t think so.
Against these challenges, there are some opportunities as well:
 First: consolidation in, and concentration of, the banking industry. There are far fewer global banks than there were five years ago and we believe that given the difficult macro and regulatory environment, only a handful of strong global banks will exist in the future. These banks will have the best value proposition for employees, shareholders and clients. We aim to sustain our position as one of these, in order to serve you in the best possible way.
 Second: advances in technology enable us to serve you better, faster and cheaper. Last year, for our transaction banking clients, we carried out 1 billion transactions in the areas of payments, cheques and trade finance. And for private clients, our integration of Postbank enables us to create a single operating platform. That brings important technology efficiencies.
 Third: emerging market growth is an opportunity for those banks with a well-established network across key emerging markets. We seek to tailor our services to the needs of local clients.
 Finally: Germany. We believe German industry will continue to outperform. That means growth, and internationalisation. My view – and that of Jürgen Fitschen - is that we can, and want to, do more to serve you, support your growth and help you manage risks. Against this backdrop...what does a successful ‘bank of the future’ look like? I believe it will have several decisive characteristics:
 First: it should be deeply anchored in a strong home market with sound public finances. Five years ago, it seemed as though banks floated above their national roots. But it is now more important than ever, and we are lucky to have Germany as our home market.
 Second: balance sheet strength: healthy capital and liquidity levels, a robust funding base, and good risk management.
 And third: a diverse business model – geographically and across products. A bank which is both global and universal clearly has an advantage. Earnings streams are more stable. The business is more balanced. The offering to clients is stronger. Now, finally, a few words about Deutsche Bank. As Jürgen Fitschen and I go about preparing for the future, we do so with a keen appreciation of the Bank’s history. Our predecessors built a bank with the essential foundations of the ‘bank of the future’. They acted globally, long before the word ‘globalisation’ was ever heard. Let me pay tribute to three of many:
 Hermann-Josef Abs ensured that we could support the reconstruction of German industry, and thus laid the ground for the Wirtschaftswunder of the post-war period;
 Alfred Herrhausen saw, in globalisation, the need not just for commercial but also moral leadership: helping people in developing countries. He saw that providing access to the world’s capital markets would be vital for you, our clients. To deliver this vision, he led the acquisition of Morgan Grenfell, although he never lived to see his vision completed;
 And most recently, Josef Ackermann, under whose leadership we cemented our position as a truly global bank - and who, with the acquisitions of Postbank and Sal. Oppenheim, reinforced our ‘universal’ banking business model, and anchored us more deeply in our home market. Jürgen and I feel gratitude and respect for the work of all our predecessors. Safeguarding their legacy is a responsibility we feel very deeply. However, we in the banking industry must also face up to the biggest challenge of all: renewing our contract with society. The contract between banks and society was broken during the crisis. Banks are now viewed with suspicion. That’s understandable. We have to work harder to prove our activities are safe. Put simply, banks have fallen from grace. We must restore your trust in us. Ladies and Gentlemen: let me conclude. We are committed to working with you, to face up to common challenges, and seize common opportunities. For 140 years, we have supported the success of German industry – however, and wherever, we could. We are determined to sustain that proud tradition.
Und wenn ich noch einen Satz auf Deutsch wagen darf... Herr Minister Schäuble: es war mir eine Ehre, vom gleichen Podium wie Sie zu sprechen. Lieber Professor Lauk, nochmals herzlichen Dank für diese Einladung. Meine Damen und Herren: danke für Ihre Zeit.
[And if I may venture one more sentence in German...Minister Schäuble, it was an honour to share this podium with you this evening. Dear Professor Lauk, thank you again for your kind invitation. Ladies and Gentlemen, thank you for your time.]

Wanted a Manager - HR for a MNC Client in Gurgaon (4- 5 years of Experience post MBA)

We have the following urgent requirement :-
Company : A MNC Client of "The Recruiters"
Position : Manager - HR
Location : Gurgaon
Role & Responsibilities :-
Handle the entire gamut of HR for a highly skilled team of employees from
premier institutes.
Candidate Profile :-
# An MBA HR (Regular 2 year full time only) from a good institute with 4 -
5 years of experience in all areas of HR in a good firm, preferably a small
sized reputed firm preferably an MNC.
# Local candidates from Delhi / NCR need only apply.
# Job stability a must.
# Candidates on a break at the moment need not apply.
Compensation : Attractive - Will be decided based on candidates,
qualification and experience.
Interested candidates can mail their resumes to me at
shantanu@therecruiters.net
Only shortlisted candidates will get a response from my end.

****** for the interest of all those who are looking for a change. Please reply to the email provided in the post.******

Get Hired

So you've got a job interview in your near future. Congrats! Prepared as you may be to deliver all the right answers, sometimes it's just good to get a sense of the rules. Having been through the horror of the job search process as both an applicant and as a recruiter, analyst Elisabeth Fosslien offers these helpful visual guidelines.

I was recently asked for interview advice.

1. These are guidelines and examples. Don't repeat them verbatim. Do I have to say this? Maybe. Contrary to what a lot of people seem to believe, interviews are not a time to spew a bunch of jargon and formulaic crap. Be smart, be honest, and be yourself, because those BS answers you think I (the interviewer) can't see through? Surprise! I can.
2. I am not going to cover industry specific questions. For example, consulting likes to ask additional questions like how many NOUNs are VERBed in GEOGRAPHIC LOCATION per UNIT OF TIME. iBanking likes to throw out letters like DCF and WACC, etc. For those of you "interviewing" at "hip" firms with "startup" cultures, be prepared to answer "out-of-the-box" questions like "What food would you suggest our in-house chef prepare for lunch today?"****

Have I disclaimer myself enough? Probably not.

Interview Objective: Join the 180° Club

Full size

What You Hopefully Did Months Ago

Full size

Because I GUARANTEE This Will Happen Before Your Interview

Full size

What You Should Do Leading Up to the Interview

Full size

What You Should Bring

The Suit

Full size

This is Not a Party

Full size

"Fashionably Late" Does Not Exist

Full size

The Handshake

How Enthusiastic You Should Appear

Full size

Question Category Overview: What I (the Interviewer) am Really Trying to Figure Out

Full size

Full size

Full size

Tell Me About Yourself

Full size

What are Your Strengths?

Full size

What are Your Weaknesses?

Full size

Your Phone

Describe a Time You Had Difficulty Working with a Coworker.

Full size

What Was Your Biggest Mistake?

Full size

Describe Your Ideal Workplace

Full size

What Do You Know About this Company?

Why do You Want this Job?

Full size

Do You Have Any Questions for Me?

Full size

Lunch: Price Considerations

Full size

Lunch: Limit Your Pickiness

Lunch: Appropriate BAC Level

Full size

Lunch: Very Important Additional Consideration

Full size

What to Remember Regarding a Thank You Email

Full size

We were like that only

A few Sundays ago there was a story in the Sunday Timesof India that a group of environmentally conscious Dutch people was trying to stem the culture of use and throw by opening up Repair Cafes across the Netherlands. Anyone who had a household appliance to repair, or a dress that needed a bit of darning, had to saunter in to the café where amid coffee and cookies, a few volunteers who like to fix things would do it for them, free of cost. The Repair Café even has a grant from the Dutch government. At its core is the idea of a sustainable lifestyle where things are recycled and repaired rather than thrown away and new ones bought in an endless loop of consumption.

People who read that story would have clucked their tongues and smiled, like I did. Indians are the original kings of repair and reuse. Our cramped bazaars are full of fixers of absolutely any electronic item. Their visiting cards will claim to repair anything ranging from hair dryers to DVD players and of course mobile handsets. And anyway, if they don’t know how to do it, they will learn by experimenting with your gadget. Without even realizing the benefits to the planet, Indians have always been repairing things and reusing them.

Shayamal Banerjee/Mint

The profusion of repair shops that still exist show that we’ve managed to retain that. Thank God. Because there are other sustainable ways of living that were seamlessly woven into Indian life that we’ve managed to forget.

One was the use of cloth bags for shopping, as I mentioned in the last column. The customer would set off from home, cloth bag swinging on his arm. Taking your own bag ensured that consumption itself was scaled down because the customer would buy only as much as the bag could hold. I am guessing it was in sync with the whole ethos of thrift and restraint prevalent a couple of generations ago. If someone didn’t have a bag, the shop would provide a cloth bag and that would be reused till it tore. How did that habit end, I wonder. Somewhere in the late seventies and eighties, plastic bags made an appearance and now we struggle to extricate ourselves from the mess by passing various laws.

Another aspect of the erstwhile green Indian life was the practice of using disposable plates made from leaves. In an organic spice plantation farm in Goa recently, we were served wholesome Saraswat food in beautiful, sturdy plates made of dried betel leaves stitched together. One can wash and reuse them. My husband recalls his grandmother making instant plates using the leaves of the badam tree. A guest would pop in for a meal suddenly, as would happen those days, and she would take a few dried leaves stocked in the kitchen, deftly use a few twigs to hold them together, and voila, a nice biodegradable plate was ready. The banana leaf served as a plate for every meal in south Indian homes, for generations. Eat and throw it to the cows for them to chew on and then use cow dung as fuel. A perfect cycle of returning to the earth what you got from it. Now, designers and architects have a fancy term for this—cradle to cradle design philosophy, or things should be built so that they can be taken apart and the raw materials reused. The banana leaf plate and the donna, or leaf cup, are still used, but only in temples or in roadside stalls. It has gone out of use in the daily life of middle class homes, which is a pity because you can’t get more environmentally cleaner than that.

R.D. Raj, proprietor of Annapoorna Cottage Industries in Hyderabad, has developed an indigenous technology to manufacture leaf plates and cups. A simple pedal-operated machine, using low power, can fold, trim, press and shape about 300 plates per hour. The plates fashioned by the machine are sturdier and have a better finish than the hand made ones by rural craftsmen. Raj’s customers are NGOs who train tribals and local people of Chhattisgarh, Andhra Pradesh and Orissa on the machine to make plates using the leaves procured from the abundant forests in the region. His end users are temples and railway canteens in small towns.

The proprietor of M/s Kishore Tulsidas of www.leafplates.com, whose family has been in the business of making leaf plates for 75 years, tells me on phone from Mumbai that previously his products were bought by many hotels in the city, but slowly over the years, demand has dwindled from them and his main customers are people conducting religious functions. “The hotels started to buy paper and thermocol and gave up leaf plates. They want something white and bright, I guess. Only 10% of my hotel customers remain now.” he says. Isn’t there a rise in demand with the growing environment consciousness? Apparently not. “Even educated people want only thermocol and paper,” he says.

You can’t go wrong on the trendiness scale if you’re environment-conscious. So why don’t hotels and restaurants use a bit of imagination and offer leaf plates and cups and, of course, go to town about how green they are? As individual customers, we can go green on this front, quite easily. During picnics and birthday parties, instead of those offending Styrofoam, plastic and paper disposables, we could switch to natural, bio degradable, fully recyclable eating ware. It will add character to the occasion, the kids will think it’s cool (because they are more earth aware than us) and Mother Earth will bless us. In the week of World Environment Day, it’s worth remembering that we are citizens first and consumers next.

Note: I’m not the original writer of this article. See below.

Vandana Vasudevan is a graduate from the Indian Institute of Management, Ahmedabad, and writes on mass urban consumer issues. Your comments are welcome at toughcustomer@livemint.com

8 Great Ways To Demolish Your Skepticism

Self-doubt is a natural part of human experience. Everyone has moments in which they are not sure of themselves, and for some these moments permeate into their psyche until it becomes a lifestyle. Although it is detrimental to live with complete certitude in what you do, it is equally negative to lose all confidence in your capabilities.

The question is, how do you overcome the doubt and insecurity you have? Or at the very least, what can you do to develop your self-confidence?

The fact is, self-confidence is a state of mind that requires some dedication and practice to establish. Becoming a confident person is not an instant change but rather a gradual process, just like learning to write or play tennis. With practice and dedication, you will undoubtedly notice positive results.

Here are 8 helpful tips for getting rid of your skepticism

1: Pinpoint your insecurities, and try to notice the ones that are strongest

Before you are able to overcome your doubts, you need to know what they are! Furthermore, knowing your particular weaknesses will help you designate what you should be spending more of your mental energy conquering.

2: Find a hobby or a lot more time for a hobby you already have in place

Take a class or join a club. If you are doing something you love, your life is endowed with purpose and meaning, which inevitably leads to a love of oneself. Moreover, by exhibiting your talents in a public place with likeminded people you overcome your shyness and find individuals who could potentially become lifelong friends!

3: Identify your accomplishments

Now, you don’t have to have a Nobel Prize and an Oscar to consider yourself successful. Try to find the hidden, small successes in life. For example, if you read a thick book or cleaned the house instead of watching television, you can say that you are trying to improve yourself and your environment. Not to mention it illustrates that you have great discipline. Ultimately, confidence is all about your outlook on life!

4: Help other people

Being altruistic has been shown to be a cure for self-doubt by many scientific studies. Whether you are helping a friend move or donating some money to a homeless person you come across, you are making a difference in someone’s life. Thus, your action has made you matter to the other person, a feeling which brings with it a certain level of fulfillment.

5: Face your fears

Try doing what you are most afraid of. You’ll find out it wasn’t as bad as you thought. By doing something you never thought you would, you will make all of your other insecurities seem relatively insignificant.

6: Take a different view on failure

Don’t treat mistakes as a reflection of your incompetence, but as an opportunity to improve yourself. If you find this difficult use the internet as a source of inspiration- you can always Google a story about a college dropout becoming a billionaire. Clearly there are some ways to bounce back from failure.

7: Talk to someone

Unload your fears and insecurities and get an objective opinion. When you built something up in your head, you often perceive a scenario to be worse than it is.

8: Be thankful for what you have!

You are an accomplished person in one way or another and there are plenty of positive qualities in you. What’s more, by reading about ways to gain self-confidence you are a proactive person who is taking active steps to improve yourself!

10 Salary Negotiating Mistakes to Avoid

By Alison Green

Not much makes job-seekers more anxious than negotiating—or even discussing—salary. After all, you might ask for too much, ask for too little, or otherwise sabotage your own chances of getting the best possible salary. Negotiation will go more smoothly if you know what landmines to avoid.

When it comes time to negotiate salary for a new job, make sure that you don't make these 10 key errors:

1. Being unprepared. At some point, employers are likely to ask what salary range you're looking for, possibly as soon as their first contact with you. If you're caught off-guard, you risk low-balling yourself or otherwise saying something that will harm you in salary negotiations later. It's crucial to do your homework ahead of time so that you're ready when the question comes up.

2. Negotiating before you have an offer. There's no point trying to negotiate before you have a job offer; after all, the employer still hasn't even decided if they want to hire you. Your leverage will be far stronger once someone is certain that you're the one they want.

3. Relying on online salary sites to give accurate information. While salary sites might seem like the most obvious way to figure out what to ask for, these sites are frequently unreliable, in part because the job titles they list often represent wildly different scopes of responsibility. Professional associations in your industry might do more reliable salary surveys, but even then, you're more likely to get the right range by talking to people in your field.

4. Discussing salary in your cover letter. Some candidates announce their salary requirements in their cover letters without being asked, and some even include their salary history on their resumes. There's no reason to talk money at this stage, and doing it unprompted at the application stage can come across as naive.

5. Citing your finances. Salary conversations should be solely about your value to the company, not about your own finances. Employers don't pay people based on financial need, so don't cite your mortgage or your kid's college tuition as a reason you're asking for more money.

6. Asking for too long to respond to an offer. It's normal to request a few days to consider an offer, and sometimes employers will give you a week or so. But if you ask for much time beyond that, you risk signaling that you're not excited about the job, but might settle for it if you don't get any other offers. That's a good way to lessen the hiring manager's enthusiasm and bring into question your own.

7. Not factoring in the benefits package. Salary is only one part of a compensation package; you also need to factor in benefits like healthcare, retirement contributions, and paid leave. After all, if you'll be paying significantly more for healthcare or receiving fewer paid vacation days than you're used to, that might cancel out part of any salary gains you hope to make. On the other hand, being able to work from home or having an on-site day care might be benefits that make it worth it to you to take a slightly lower salary.

8. Underestimating happiness as a factor. A higher salary generally won't make up for a job where you'll be miserable, so think carefully about factors other than money: the work you'll be doing, the people with whom you'll be working, the company culture, and even the length of your commute. It might be worth giving up a bit of extra pay to ensure that you're happy going to work every day.

9. Listening to bad advice. Negotiation advice that worked a few decades ago isn't always effective now. In fact, some of it can hurt your chances. For instance, delaying the salary conversation as long as you can or refusing to name a figure first—common advice in previous generations—can backfire today by turning the employer off and making you look like you're playing games.

10. Not negotiating. Whatever you do, negotiate. If you simply take the first salary you're offered, you'll never know if you could have received more by simply asking.

Hedging at negative cost?

I have been reading the transcript of the conference call in which JPMorgan Chase reported a $2 billion loss on a position that was intended to hedge tail risk (h/t for the transcript to Deus Ex Macchiato). Much has been written about the hedge that JPM Chairman, Jamie Dimon, himself described as “a bad strategy ... badly executed ... poorly monitored.” I want to focus instead on another interesting statement that he made about the hedge:

It was there to deliver a positive result in a quite stressed environment and we feel we can do that and make some net income

Note the tense of that verb “feel”: he does not say “felt”, he says “feel” – after that $2 billion loss, he still thinks, that you can set up a hedge which makes money! The Chairman of one of the largest banks in the world – a bank which is still well respected for highly sophisticated risk management thinks that a tail risk hedge need not cost money, but can actually make money. In other words, there are negative cost hedges out there that can protect you against tail risk.

If you believe in the Efficient Markets Hypothesis (EMH), you know that this is not possible – there is no free lunch. Sure, you can hedge against tail risk, but that will cost you money, and in turbulent markets, it will cost you a good deal of money. The global financial crisis was in a sense the revenge of the Efficient Markets Hypothesis. Those who ignored the “no free lunch” principle and chased illusory excess returns were ruined (or would have been ruined but for their successfully persuading the state to bail them out). The biggest moral hazard of the egregious bail outs of 2008 is that the financial sector has still not internalized the “no free lunch” principle of the Efficient Markets Hypothesis. That is a tragedy for which surely the taxpayer will one day have to pay once again.

In fact, the term hedge seems to have a very different meaning in the financial sector than in the corporate sector (or perhaps, I should say the old fashioned non-financialized part of the corporate sector). If you are an airline that hedges oil price risk, chances are that you are more prudent (more risk averse) than the airline that does not hedge its risk. This is because all airlines face somewhat similar oil price risks and the one that hedges is probably less risky. At least that would be the case if the airline does not use oil price hedging to justify an excessively high level of debt in its capital structure (that was why, I began by confining my remarks to the old fashioned non-financialized corporate sector).

In the financial sector (and in highly financialized industrial companies as well), things are very different. The bank that puts on a hedge does not necessarily keep its portfolio unchanged. On the contrary, it uses the hedge to take on more risks on the underlying portfolio. The total hedged portfolio is not necessarily less risky than the original unhedged portfolio. Chances are that the hedged portfolio is riskier – much riskier.

At a theoretical level, this was established more than three decades ago in a very interesting and highly readable paper by Hayne E. Leland (“Who Should Buy Portfolio Insurance?”, The Journal of Finance, 1980, 35(2), pp. 581-594.) Leland started with a very simple observation: since derivatives are zero sum games, for every buyer of portfolio insurance, there must be a seller. He then asked the obvious question – which investors would buy insurance and who would sell them.

If one were naive, one might be tempted to answer that the buyers of insurance must be either bearish on stocks or highly risk averse while the sellers must be bullish on stocks or highly risk tolerant. Leland’s answer was totally different. He showed that the bears should be selling insurance and the bulls should be buying them. The reason is that the bulls would load themselves up so heavily on stocks (possibly borrowing to buy stocks) that they need downside protection to maintain the position at all. On the other hand, if you are so bearish on stocks that you have put all your money in bonds, clearly you are not going to be buying portfolio insurance!

The situation regarding risk aversion is more complex. Everything depends on how risk tolerance increases with wealth and it will take too long to describe that argument here. The interested reader should read Leland’s original paper.

Anyway, the key point is that the hedge permits the underlying portfolio to become riskier and more toxic. It is like the old adage that the brakes make the car go faster. So when the banks argue that they need complex derivative products to hedge their risks, what they really mean is that they need these derivatives to create very risky asset portfolios while managing the downside risk up to the point where it can be palmed off to the taxpayer.

To quote another adage (this time from the world of financial trading itself), hedging in the financial world is nothing but speculation on the “basis”; it has little to do with risk reduction.