Throughout the year as Santa’s head career coach and employment specialist along with the Grinch who serves as the North Pole’s Chief Motivational Officer (CMO), we manage hiring, talent management, training, onboarding, and more for Santa, the Elves, Flying Reindeer, Toy Making Operations, Cooking Making & Baking Operations, Gift Wrapping Operations, and much more. 

Operations at the North Pole have grown exponentially over the years requiring more and more maintenance and repairs for equipment, facilities, Santa’s sled, and operations. Santa also needed more help for decorations of the North Pole including lights, holiday displays, and placing the star on the holiday tree in the center courtyard of the Campus. Over time, the team experienced many injuries as the Elves had to climb tall ladders to perform the maintenance.

Santa decided to hire a Facilities & Equipment Maintenance Manager to take over the job the Elves tried to accomplish. This would free the Elves to focus on their specific jobs of toy making, wrapping, baking, packing, and other tasks while preventing injuries. 

I spoke with Santa to develop the position description and job requisition order to place on LinkedIn and Indeed. We decided that the new Facilities & Equipment Maintenance Manager needed to be a licensed electrician and be at least six feet or much taller. We also decided that after hiring and onboarding this Facilities & Equipment Maintenance Manager we would then hire a Facilities & Equipment Maintenance team to support the new manager. 

By putting on my coaching hat I asked Santa several questions to accurately craft the perfect position description for our new Facilities & Equipment Maintenance Manager. My questions included specific position responsibilities, cultural requirements, particular qualifications, and education/certifications. 

The Grinch and I then drafted the position description and listing:

JOB VACANCY ANNOUNCEMENT / POSITION DESCRIPTION

Reference Code: Operation FIXTOY

Job Title: Facilities & Equipment Maintenance Manager 

Location: North Pole

Position Description:

Santa is seeking a Facilities & Equipment Maintenance Manager professional with a passion for overseeing large-scale and multi-faceted operations. We need a professional to keep the North Pole toy making, gift wrapping, reindeer facilities, the Campus facilities, and more running like a well-oiled machine. 

This position is on-site at the North Pole and requires a manager who appreciates cold weather, snow, and ice. The Facilities & Equipment Maintenance Manager will need to appreciate the joy of the holidays, and have a passion for on-schedule toy delivery services globally while serving thousands of Elves working at the North Pole.

Desirable Qualifications: More than 6 feet tall

Position Responsibilities

• Supervise the daily activities of multi-disciplinary teams of electricians, plumbers (HVAC) and custodial workers to maintain and repair grounds, reindeer pastures, enclosures and training facilities, Santa’s sleigh, the toy shops, baking facilities and kitchens, and other facilities. 

• Schedule and assign duties in carpentry, electrical, painting, plumbing, heating / ventilating, lighting, decorating, and roofing for the Toy Making, Gift Wrapping, Decorating, Cooking Baking, and other operations facilities.

• Routinely inspect buildings, sites, and equipment for needed repair and respond to emergency maintenance requests from Elves or Santa as required.

• Work with vendors as needed and oversee execution of contracted services.

• Maintain records and prepare reports for management review, including work orders.

Minimum Requirements

• High school diploma or equivalent. Bachelor’s degree preferred

• 5+ years of hands-on management or leadership experience in high-volume manufacturing and distribution centers

• Experience with mechanical, electrical and plumbing (MEP), landscaping, HVAC, and electrical systems

• Licensed Electrician

• Strong problem-solving and communication skills. Communicate with management team regularly (Santa, the Grinch, Rudolph, and Operational Directors)

• Manage heights and ladders well

• Appreciate extremely cold weather – below -20 Fahrenheit 

Sweet Benefits, Perks & Stocking Options

• All expenses paid Santa’s sleigh ride to home of origin for 3-month R&R from January to March

• 401(k) with 8% employer match. Multiple bonus programs, including profit sharing

• Lodging and meals including Gingerbread, Candy Canes, and Mrs. Claus’ cookies and hot cocoa

• Nightly display of colorful flickering lights dancing across the sky

• Classes in Time Travel

• Flying Reindeer Rides

• Gym membership

• One annual dental cleaning

• On-site fitness center and beautifully maintained walking paths across the frozen tundra

• Tuition Assistance Program that covers professional continuing education

We received scores of résumés including the résumé from Bumble – The Abominable Snow Monster of the North. Since we knew that he had a previous relationship with Rudolph and Rudolph recommended Bumble, we decided to interview him. His résumé was impressive and the Grinch and I asked several questions to further validate his expertise and experience. 

• Why do you want to be a Facilities & Equipment Maintenance Manager for the North Pole?

• What is your main area of expertise?

• You are currently living in a different country – are you okay with moving to the North Pole? 

• What will happen if you become the Facilities & Equipment Maintenance Manager and you do not like it or feel like you do not fit in the role?

• Are you a micromanager? Why or why not?

• How do you motivate others? Provide an example. 

• What does team player mean to you? Provide an example.

• How do you resolve conflict? Provide an example.

• Describe your ability to multi-task and meet specific deadlines. Provide an example. 

• What do you value most in a job? Provide an example.

• What do you believe makes a successful leader? Provide an example.

• What value can you bring to Santa’s operations by being the Facilities & Equipment Maintenance Manager? Provide an example.

• What questions do you have for us?

Bumble was very honest in his responses and explained that held a high level position for another company – but the company’s mission was not his passion. He believed that working with the Elves, Rudolph, and Santa to make and deliver toys to children globally and prosper the mission of goodwill would meet with his values and motivational factors. He also explained that his height and ability to bounce and be soft and fluffy would bring great value to the North Pole and the Elves. He also explained that his knowledge of maintaining highly specialized equipment like wind tunnels, arc jets, high bays, vertical motion simulators, and other similar complex, technical assets would benefit time travel and Santa’s sleigh operations. 

He did bring some Diane’s Whole-Person Theory issues to the discussions, where he described the situation where he was considered an angry monster when he had a previous run-in with Rudolph. It, however, did get resolved. (For background on The Abominable Snow Monster of the North, he was the villain in Rudolph, the Red-Nosed Reindeer, but has reformed and is a friend of Rudolph. The Abominable Snow Monster of the North is a giant yeti and the main antagonist in the 1964 Rankin/Bass special Rudolph, the Red-Nosed Reindeer. In the 2001 sequel, he is Yukon Cornielius' bumbling sidekick. Yukon calls him Bumble.)

Santa, the Grinch, and I deliberated on the hiring of Bumble and agreed he would make a wonderful new additional to the North Pole leadership team. In our offer letter to Bumble, Santa invited him to put the star on the holiday tree in the Campus courtyard as his first assignment – to demonstrate joy and team unity to the Elves. 

Best wishes for a very joyous holiday season and prosperous New Year - Diane

The Abominable Snow Monster (Bumble)

of the North | 000-222-555 | bumble@gmail.com

Target: North Pole Facilities & Equipment Maintenance Manager

QUALIFICATIONS

Licensed Electrician | HVAC | Facilities & Equipment Maintenance and Management | Sustainability | Environment Management | Planning | Budgeting | Strategic Infrastructure | Customer Satisfaction | Capital Improvements | Facility Engineering Level 2 Certification | Project Management Professional (PMP) | Building Modernization 

• Reach tall heights. Climb tall ladders. Able to place the star on the holiday tree – due to my height

• Bounce – soft and fluffy – an extra bonus when Elves fall from tall ladders

PROFESSIONAL EXPERIENCE

Chief, Facilities Engineering and Real Property Division | Mountains of Asia | forever to present

Direct a staff of 42 personnel and 500+ contractors. Manage engineering support operations. Provide oversight leadership for a Campus of 3,000 acres and 5.1 million square feet of facilities worth more than $4.5 Billion. Oversee engineering analysis, design, construction, Campus maintenance, grounds care, energy conservation, minor construction, facility planning, facility utilization, real property management, and more. Direct the development and execution of building modernization initiatives supporting energy efficiency, sustainability, and tenant satisfaction.

Maintain and repair highly specialized equipment and infrastructure that provides technical capabilities such as wind tunnels, arc jets, high bays, vertical motion simulators, and other similar complex, technical assets. 

Key Leadership Initiatives & Accomplishments 

• Chaired the Research Center Facility Utilization Review Board. Revised the format and instituted an action tracker that held leaders and project officers accountable for meeting their deadlines and tracking progress on initiatives. 

• Led major initiatives including multi-million-dollar renovations of historic buildings, relocation of the motor pool, and identifying the location for the new multi-million-dollar Engineering Services Building.

• Constantly look for new and innovative ways to make facilities management more efficient, cost effective and satisfactory to customers. Introduce industry best practices to improve management practices. 

• Led the planning and execution of the Lean Six Sigma Kaizen Blitz Week. Led teams to introduce improvement and savings including a 40% reduction in set up time for water cooled test articles and 50% reduction in set up time for non-water-cooled test articles for the Aerodynamic Heating Facility (AHF) model installation and alignment.

• Engaged staff in a way that empowered them and created a culture of innovation and individual ownership that will have long range benefits for the future wellbeing of the complex.

• Changed the way shipping containers were purchased and placed on the Campus preventing them from becoming habitable space. The resulting inventories identified and disposed of hazardous materials that were being improperly stored in the containers. 

EDUCATION & PROFESSIONAL DEVELOPMENT

• BS in Engineering 

• Licensed Electrician 

• Project Management Professional (PMP)

• Facility Engineering Level 2 Certification

Keeping up with the times, I reimagined and updated the Certified Professional Career Coach (CPCC) program, including the videos, written materials, and case studies. Of course, I included some legacy videos beloved by the more than 2,700 CPCC participants and credentialed CPCCs from more than 40 countries worldwide who have already engaged in the CPCC program.

The updated materials include an expanded section on salary negotiations, a specific section on workplace and group coaching, additional coaching scenarios and career transition requirements, more career coaching questions with expanded coaching proficiencies, executive leadership competencies and coaching, coaching for COVID-related/other emergent issues, including working from home, and more. There are several new résumé samples, two new case studies with résumés, and a review of job announcements and résumés for gathering keywords and messages for résumé and LinkedIn profile development. 

Beginning in 2025, I will include a live component to the CPCC program for students who desire to engage in live coaching sessions by delving into the coaching proficiencies, practicing the coaching proficiencies with Diane and other participants, preparing career management action plans for clients, and developing a coaching program. This live component will be offered quarterly – so students can begin the CPCC program at any time and join the quarterly calls as their schedules permit during the 12-month completion time.  The live practice coaching sessions will help career coaches build confidence as they learn the career coaching proficiencies, skills, strategies, and tools.  

The live sessions will allow participants to ask questions focused on client scenarios and current client issues, and enable participants to engage and practice career coaching skills. 

We will also include time for Q&A to cover some of the most often asked questions from CPCC participants including:

• My client did not complete his homework. What can I do to get him to complete his homework?

• There are a couple of things you can do to prompt a client to complete homework. Begin the sessions with a service agreement whereby the client agrees to submit homework promptly. Try to obtain an upfront commitment to begin the coaching sessions. 

• If the client does not respond to completing homework after a 3-strike or other rule you determine, you can move that client to the sidelines until he agrees to follow the program. 

• Hold a coaching session to ask the client what is preventing him from completing homework and try to create a solution together (e.g., if the homework is too overwhelming, perhaps ask for less response initially; if the homework involves completing worksheets and the client does not like that type exercise, ask him the questions directly and keep notes; if the client does not understand how to edit his LinkedIn profile, consider screen-sharing and walking the client through the process in a live session). 

• I feel like I am more of a consultant; I speak too much. How can I focus more on listening and not providing guidance? 

• Listening is a key career coaching competency. We do not make decisions for our clients, so we must pose open-ended questions to engage them in making decisions independently.

• Remove all distractors, e.g., phone and texts, email, and background noises.

• Ask the client for permission to brainstorm ideas. 

• Recap and clarify what you heard – to ensure clarity. 

• Take notes. 

• I finished the CPCC materials but am not confident yet. How can I feel more confident in leading coaching sessions?

• The CPCC program has many resources and tools that you can use to manage career coaching sessions. The coaching log and Diane’s Query Piece are two essential tools that you can use to begin coaching sessions. 

• The beloved GearBox also has many resources and templates you can customize and use with your client populations.

• By outlining a career coaching program and leading a client or two through the program, you will learn to adjust your coaching program and processes – and after a few clients – you will be much more confident and create a program that works well for you and your client population. For example, if you coach executives, you may need a complete 6- or 12-week program. You may only need to work with young adults for 4 or 6 weeks. Some coaches who work with the military only get to coach them for two or three sessions. You will adjust as you understand what sessions work well and which sessions need adjusting. Determine the greatest needs of your clients and focus the coaching sessions on these needs. 

• Create easy-to-use checklists and tip sheets for your clients. 

• How do I charge for my career coaching services?

• You can charge hourly or as a bundle program for your coaching services. 

• Determine how many deliverables your coaching package will include, e.g., determining direction and a career management action plan, assessment tool, résumé, LinkedIn profile, interview preparation, salary negotiations, onboarding, and basic research.

• Determine the number of hours it will take to work with a client (including face-time hours and back-end work). 

• Determine your hourly rate and multiply it by the hours it will take to coach a client through XX sessions and deliverables. 

• Our colleagues charge anywhere from $100 to $450+ per hour. 

• How can I build my career coaching business? 

• To build a career coaching practice, be credible, and be visible from day one. 

• If you work a day job and plan to open a career coaching practice in the next 3 to 5 years, get credible and visible now. 

• Launch a small website, monitor your LinkedIn profile, write blogs, and build relationships with stakeholders now (e.g., if you coach engineers, offer to write blogs or career coaching/career management tips for an engineering organization) – so that when you open your business, you are established as an expert for your population. 

In the new live CPCC sessions, we will discuss these questions and many more based on specific client scenarios. I have learned that no one client is like the next. They each approach a career coach at a different stage in their job search process, and we must understand the career coaching proficiencies and the entire career management process from A to Z to coach our clients to become Job-Search-Proofed.

In March 2020 – much of the workforce was sent home to work via government-mandated work-from-home orders. Companies scrambled to move employees out of offices and into their homes. Many employees did not have the capability to work from home. They did not have dedicated office space, internet or robust enough internet, a computer, or other required equipment. Previously, many people required to now work from home only used or had access to a company computer at the office site and a personal cell phone. Many did not have printers or large/external computer screens. Even if the company provided a laptop for the employee to use at home, the company often did not provide internet or cellular access. The employees absorbed these expenses. Laptops and computer equipment became scarce in retail stores and at Amazon. 

Many of my clients began working from their kitchen tables, bedrooms, and basements. 

Many employees lost their jobs – either temporarily or long-term. They feared losing their paycheck and medical insurance benefits. 

Children were sent home from school to begin education from home via laptops – which meant, in many cases, parents had to remain home to be with their children and manage their education. Many parents of younger children were forced to work around the children’s schedules, waking early to work for hours before their children attended online classes, and they again worked later in the evening. 

Many elementary-aged children experienced a lack of socialization. 

Many youths experienced canceled graduations, proms, and other educational and life milestone events. These same youths experienced loneliness, frustration, and heartache. 

Some workers never worked from home – those in emergency medicine, grocery retail, and other critical/essential sectors. Many of these workers became burned out and left their professions. I have spoken with many nurses who quit nursing after a year of working through the COVID-19 time.   

These events describe Diane’s Whole-Person Theory to a T. Grief permeated the experience, which lasted two or more years.

As a career coach, I worked with my clients to embrace working from home and finding workarounds to the disruption of working from home. Parents unaccustomed to working from home experienced upheaval in many cases, for example, trying to work from home with a new infant or holding office Teams or Zoom meetings in the kitchen with the TV blaring in the background. I heard many of my clients shouting at their spouses: “Be quiet. I need an hour for this meeting. I will help you when I am done.”

I coached these clients to create systems for working from home by requesting equipment from their employers, creatively finding space in their homes to work quietly (one client set up an office in a large closet), and sharing responsibilities with a spouse who worked and cared for children attending school at home.

I also coached managers and supervisors of personnel who became frustrated with their employees who they believed were underperforming. I asked questions like, “How did John perform before he was sent home to work?” If the answer was very good, one of the highest performers. I then coached the manager to adjust to the work-from-order mandate and learn to coach his employee to make his performance just as successful from home. The manager had to change his mind set and accommodate the employees.

Some companies and government agencies did not renew leases to save money and shrink their footprint. Some employees moved away from the office they once worked in.  

Everyone was “retrained” in their thinking of productivity and work-from-home styles, schedules, and accommodations. Many people learned to work effectively from home or remotely. Even basic medicine, e.g., doctors treated medical conditions via Telehealth platforms (my doctor asked me if I had a thermometer and blood pressure machine at my house for one telehealth appointment I experienced). 

In a flip-the-switch, many companies have mandated that employees return to the office in the last two years. According to a ResumeBuilder article from 2023, 90% of employers planned to return to the office during 2024, and 28% of those companies said they would fire employees who do not return. 

Companies requiring employees to return to the office include JP Morgan Chase, Google, Apple, law firms, Tesla, SpaceX, Citigroup, AMX, and many government agencies. 

Employers have stated that collaboration, employee engagement, knowledge sharing, and mentorship suffer when employees work from home. Ideas are shared easily in an office/team environment. Those working from home state they are just as productive and create as many new ideas as possible in virtual meetings. 

Some companies have required employees to return to the office one or more days a week, up to five days a week. Interestingly, I have coached some companies that brought employees back to the office one day a week as a show of support to the rest of the team, who are required to work five days a week; the managers want camaraderie and knowledge sharing. Yet, the one-day-a-week-in-the-office employees do not have a designated office space/cubicle and are, in fact, working isolated in a conference room. It begs the question, is that motivational to any of the staff?

I work with some clients who have to register in advance to secure a cubicle to work in the office, and some days the cubicles are unavailable. Some employees try to book cubicles as many days in a row in advance as possible. This also means that the same team members are not always in the office for collaboration and knowledge sharing. 

Some employers that employ remote workers also ask employees to sign waivers indicating why they work remotely, how many remote days a week, and the number of remote hours. These waivers include statements like: “The company is not liable or responsible for providing internet or a cell phone; the company is not liable in the case of an accident at the employee’s worksite (home), and the company expects any equipment provided to the employee to be returned immediately upon employment termination for any reason, or the employee can expect a fine or lawsuit.” 

I always say that if such a statement is required to be sent to employees and signed, something evidently happened that made the company liable for something that happened at an employee’s home—the employee’s place of work.

When I coach an employee who is upset about having to return to work, I ask them to prioritize the pros and cons of working at home over working in the office. They must decide what is most important: working from home or having no job and finding new employment. 

For those who are insistent about working remotely, and if they know of some personnel in their company who are allowed to work from home, I coach them to prepare an accomplishment resume to justify their work-from-home productivity to present to their company’s management. Sometimes, managers can request notable exceptions for exceptional personnel to allow them to work remotely. 

The past few years have been a time of considerable and complex career transition for many in the workforce. Changes are continuing to permeate the workplace. How we respond, adapt, and move forward is vital for ourselves, our families, and our clients.

As a career coach, I teach that the average person begins to speak about 17 seconds after listening to a friend, colleague, or family member. This means that, in many cases, the listener will interrupt the speaker. As humans, most want to be heard, share their stories, and interject in a conversation. 

However, listening and observing may benefit job search and career management. Those who observe learn a lot about the job search (e.g., the key players, who lands jobs and why, how to strengthen a résumé and LinkedIn profile, how to identify keywords and messages for résumé development, interviewing practice, and much more), and the key players (e.g., interviewers, networking opportunities, career coach, the boss, interaction with family, and mentor relationships). 

Observing

Observing involves paying attention to others' behaviors. For example, if someone is laid off or fired for poor performance, one can observe the poor behaviors that caused the person to be let go. Observing and learning how to avoid these poor behaviors will help the observer excel in jobs in the future. 

Observing means paying attention to surroundings, team members, bosses, and other external factors in the job search. For example, as this is an election year, job seekers interested in government and contractor positions should be extra vigilant to news surrounding new jobs right after the election.  People moving to new communities should observe local job postings and job boards to identify shifts with employers, e.g., a new hospital or wing may open, there may be a surge of new construction, or a large company may open a new office/division (like Amazon or Microsoft). Company expansions often present many new job opportunities.

Observing means learning about behavior and body language. If an employee’s boss or colleague is in a bad mood or frustrated, observing and listening rather than speaking may help the employee avoid conflict. This allows the employee to learn how to react or manage in a similar situation. By studying a boss, the employee can learn to adjust the conversation by addressing topics the employee knows the boss likes to discuss and avoiding other issues. 

Observing also means paying attention. It is an opportunity to pay attention to what the boss or colleagues like to do. For example, the Zoom meeting may have pictures of golf tournaments, snow skiing, or children in the background. This may be an opportunity to initiate positive conversations, e.g., “I see you like golf. Where is that picture from?” Or, “I see that you snow ski. Where is your favorite ski location?” 

Notice that by asking questions, the employee does not monopolize the conversation. Instead, the employee leads the conversation. The difference would be if the employee said, “Oh, I see you like snow skiing. I take a winter ski trip to Colorado and Austria every couple of years. I once fell off the lift and ….”  It is better to be more interested in what others are saying than in yourself.

After observing people and situations, ask your client to write notes and identify his observations and “the rules.” For example, my boss seems most energetic and happy Monday through Wednesday. He seems to get quiet and frustrated at the end of the week. I will try to bring the necessary issues to his attention only on Thursdays and Fridays or wait until Monday if possible. I will be most engaging with my boss early in the week. 

Listening

Listening is important. It is important to engage others in conversation rather than speaking. By listening and observing, the employee can learn. Listening may come in the form of performance feedback (formal or informal), a general discussion, training/webinars/podcasts, group activities, and more.

Performance feedback may be difficult to hear, and a defensive attitude will not help the situation. Employees should be coached to listen openly, take notes, respond with reflective questions, return later with more questions, and plan to correct issues. Those who interject or act defensive initially will not make a good impression, and the opportunity to actively listen to the feedback will be lost. 

An employee who actively listens to his boss’s feedback, for example, will list the comments, seek to resolve any issues or gaps, and focus on areas of strength. This may require follow-up conversations.  A key to active listening is reflecting on what was said. For example, an employee might ask his boss, “Okay, so I heard you say that I must turn my reports in by Thursday of each week by COB Eastern time. Is that correct?”  This reflective response allows the boss to agree or provide further clarification.

Active listening includes paying attention to tone, body language, and nonverbal cues and asking open-ended questions. It means being present for the conversation rather than distracted by technology, family needs, or other concerns. 

Using reflective listening and asking for feedback validates the speaker's instructions for the listener. 

A career coach who is actively listening will use the same coaching technique to validate the job seeker’s plans. “I heard you say you will send me your LinkedIn profile by next Friday for me to review before you post it. Is that correct? If that is correct, then I will hold you accountable.”

Practice Listening

Listening is a critical skill in career coaching and may require practice. Truly listening to our clients without interrupting or jumping to conclusions ensures we better understand their needs, goals, values, motivations, and career plans, creating a stronger connection and more effective coaching.

Interviewing for a new job can be fun, exciting, and encouraging. Or, it can be nerve-wracking and challenging. The key, either way, is preparation. The number one reason recruiters and hiring managers I speak with do not select a candidate is the lack of preparation. 

These are comments I received from recruiters and hiring managers concerning interviewing: 

• Hiring manager for an employee seeking a promotion: I expect my employees to take the afternoon off before an interview the next day – it demonstrates devotion and preparation.

• Recruiter: A candidate should prepare for 40 hours for one interview.

• Interview panelist: The candidate should always have a question or two for the interview panel. We rarely select a candidate who does not ask the panel a question.

• Hiring manager: The candidate should know about the company, its mission, competitors, and the position's duties from the vacancy announcement.

• Recruiter: I negotiate salary on behalf of my client and instruct my clients not to discuss salary before it is appropriate. 

• Interview panel: Candidates should tell me what they can do for me—not what I can do for them. For example, some ask questions like, “How many vacation days will I receive?” “Will I be required to work overtime?” “What is the starting salary?” The unfortunate thing is we have just started the interview. I do not know yet if the candidate is a good fit. 

• Interviewer and hiring official to a candidate: “It's all about practice. Practice your responses to be much snappier in your cadence. Sometimes, I felt like there were long pauses in the way that you provided your answer. You know what your scenarios are. Please take advantage of the opportunity to practice them, get them right, and get a nice, crisp cadence. I would also shorten them up. Avoid providing unnecessary details. Remember, the panels are all human beings. We are in interview after interview, so we get mentally tired, and it's hard for us to stay focused on the person's responses all the time. The longer you go on, the less focused the panel becomes. You want to be more crisp and to the point.”

One of my coaching techniques is to invite other interviewers to my clients’ interview preparation sessions. I do this mainly for executive clients. This technique ensures my client receives a more realistic picture of experiencing an executive panel interview. I also learn a lot each time I work with other experts.

Recently, I coached a client seeking a transition from industry to Senior Executive Service in the federal sector—from the private to the public sector. She had never engaged in a panel interview before and wanted to experience it before the actual interview. 

To begin, I provided an interview prep session for the two of us. I posed some general questions:

• “Tell Me About Yourself (TMAY).”

• “What is your greatest weakness?”

• “Why should we hire you?” 

• “What is your greatest strength?”

I also posed some multi-part, specific questions about the position and questions about leadership style and communications. I asked the client if she had questions for me. 

Overall, the client performed well. However, as I timed each response – some ran into 8+ minutes. The client sometimes spoke a bit too fast, and her eye contact moved around. 

I coached her to reframe some responses – so that she could incorporate more specific information; I made suggestions for changing some responses to ensure she did not offend any particular population – e.g., Baby Boomers or Millennials and other changes.

The following interview prep session included two other interviewers in her field of expertise. I served as the HR specialist during the interview prep session with two other interviewers. I opened the interview by introducing the interviewers and explaining that we would be taking notes and timing responses. I asked the first couple of questions:

• “Tell us about yourself.”

• “Why do you want to move from the private sector to the public sector?”

I then asked the other interviewers to ask questions. We were listening for the candidate to tell accomplishment stories in the CPR (Context, Process, Results) format. 

I always tell my clients that they can prepare for 1,000 questions, and they will get asked 1,001—the one they did not prepare for—and my theory was proved in this panel interview.

In one question, a panelist asked the candidate to describe the theoretical framework that undergirds her programs.

The candidate delivered a story about her programs and projects with good actions and results. She named programs and projects. However, she never stated the theoretical framework she used to build her programs. 

She also failed to fully answer a question posed by the other panelist.

In this round of interview preparation – the candidate seemed nervous, and her voice cracked sometimes, and she used more “Ums.” She still spoke a bit fast.

At the end, I asked her if she had questions for the panel, and she asked the following:

• One question was very specific to the organization and internal requirements

• The other question was: “What will be considered success for the person hired within six months on the job?”

As a panel, after the interview, we then provided constructive feedback and coaching:

• Too many Ums

• Try to speak a bit slower

• Listen carefully and use a pen and paper to write the questions or ask the panelist to repeat the question to ensure you answer the question thoroughly and do not miss any part or element of the question

• Do not speak to Presidential Administrations by name (e.g., President XXX or President XXX) – instead, refer to it as “the Administration.” The interview needs to remain completely bi-partisan

• Sharpen the response to TMAY

• Avoid negative references to generational differences

• Keep responses to 4 to 6 minutes max

• Continue to respond to questions in the CPR format. Questions that are posed as “Tell me about a time” or “Describe your experience as…” signify a story response

• Look at the camera

Interview coaching is part of the career coaching package. After I coached my client to develop her accomplishments and leadership stories and build her senior executive service resume portfolio, I used the stories to prepare for the interview. The accomplishment stories are her “crib notes.”

She is now well-prepared to engage in subsequent interviews, but she still requests more interview coaching. She wants to be as well-prepared as possible – and able to manage zinger question 1,002.

Many of my CPCC coaches ask me, “How do I control my clients, schedule, and set boundaries?”

These coaches inform me that some of their clients do not complete homework, do not follow through on assignments, procrastinate on delivering edits on a résumé review, or do not show up for sessions. These missteps cascade through the coaches’ schedules – causing wasted time, lost fees, and frustration.

Time is valuable. Self-care is critical. Preventing burnout is necessary. Setting boundaries and rules is important.

Coaches can implement some strategies to help control schedules and better manage clients.

First, to control your own schedule and take charge of the hours during your work week – I recommend conducting a time management study of your activities. Use a notebook, smartphone, or computer and log everything you do and when you do it for two weeks to one month.

This means everything. Do you work on the weekend? Include that time. Below is a sample of the exercise:

8:00 AM – Arrive at work

8:00 – 8:15 AM – Visit with colleagues

8:15 – 8:45 AM – Respond to emails

8:45 – 8:50 AM – Use the restroom and grab a cup of coffee

8:45 – 9:00 AM – Review 9 am Client’s (Susan Smith) materials and prepare for the meeting

9:00 – 9:55 AM – Conduct intake session with a new client (Susan Smith)

9:55 – 10:15 AM – Check emails and call spouse to check on the weekend schedule with kids

10:15 – 10:45 AM – Open the Smith file and begin outlining the resume

10:45 – 10:50 AM – Refresh  coffee

10:50 – 11:00 AM – Review 11 am Client’s (John Jones) materials and prepare for the 11 am meeting

11:00 AM – Receive email from Client Jones – he cannot meet until 11:30 am

11:00 – 11:30 PM – Work on Client Smith’s resume and review her LI profile

11:35 – 12:20 PM – Meet with Client Jones to review his D.I.S.C. report and develop goals. The meeting was originally scheduled for one hour – it was cut to 45 minutes – because the client was late

12:20 – 12:50 PM – Lunch at desk

12:50 – 1:00 PM – Prepare for the meeting at 1 PM with the bookkeeper. Email the bookkeeper files

1:00 – 2:00 PM – Zoom meeting with bookkeeper. Make a list of additional files and receipts needed to prepare taxes – send it to the bookkeeper over the next week

2:00 – 2:30 PM – Responded to emails, put out fires (a client who began a coaching project two months earlier and dropped off – now suddenly needs a completed résumé by tomorrow and an impromptu coaching session for interview preparation), and delivered service proposals

2:30 – 2:45 PM – Restroom break. Grab a snack and soda or water

2:45 – 3:00 PM – Prepare for 3 PM meeting with client 3

3:00 – 3:55 PM – Met with Client 3 (Mike Miles). Mike did not finish his research on companies or return his résumé edits. He was not prepared for the session. I moved ahead with a coaching session focused on goal development and career interests – thinking outside the box. I asked Mike to return homework by xx date

3:55 – 4:10 PM – Took a call from a potential client. Then sent a proposal.

4:10 – 5:00 PM – Tried to finish outlining 3 résumés, reviewing 2 LI profiles, and preparing goals and values exercises for new clients for meetings scheduled for the next few days

If you work from home – your schedule may include things like walking the dog, doing laundry, picking kids up from school, or preparing meals. The idea is to be as detailed as possible and track where you spend your time.

I realize this coaching exercise will take some time and effort – however, it reaps great rewards for your schedule and work.

If you log the details of each client, e.g., when you review their file and old résumés or assessment tool report, speak to them, email them, review their LinkedIn profile, send them a draft résumé to review, etc., you will be able to determine how many hours you spend with each client. This will help you understand if you charge enough per hour, lose fees due to no-show appointments, or take longer to work with a client not part of your normal niche clientele.

Then ask yourself – what needs to change? Consider the following options:

• Are you working more than 40 hours a week?

   

• How many hours do you spend on an average per client?

   

• Are you engaging in unproductive activities?

   

• Should you refer clients outside of your niche clientele to another practitioner – because you found you lost money on your hourly rate?

   

• Should you schedule a client prep session where you review intake materials, then move to the client call and exercises, and then work on the client’s résumé or assessment tool – all at the same time? Perhaps a 2- to 3-hour block of time to focus on one client? Then most of the work is done – rather than working on a client assignment across a week or two. This may save time – you do not have to refresh yourself each time you begin working on the client’s project again.

   

• Do you need to schedule times to manage bookkeeping, marketing, web development, article or blog writing, or other business-related activities?

   

• What activities are most productive?

   

• What do you like to do the most?

   

• What do you like to do the least? What burns you out?

   

• What activities or services are the most revenue-generating?

   

• What activities or services are the least revenue-generating?

How can you adjust your schedule to ensure maximum productivity, the greatest return on investment, the least burnout, and the most enjoyment?

This coaching exercise will help you set boundaries for yourself, create a workable schedule, and ensure time for play and relaxation.

Taking control and creating a new schedule is the beginning of setting boundaries and self-care.

With a new schedule, you can block off time for client and business assignments; monitor no-shows and lack of accountability with clients, and decide to let the client go or move the client to the bottom of your client list and begin again—even though the client may be in a hurry.

After creating a new schedule and controlling your client load, think about things that you enjoy doing: exercise, cooking, reading, sewing, golfing, gardening, visiting friends or family, traveling, and so forth. If your schedule is controlled, you can find time to enjoy these activities.

When you feel yourself getting frustrated or burned out – step back – identify the root cause – adjust your schedule, take control, and take care of yourself.

When we think of salary negotiations, we often think of an executive. However, anyone at any level can negotiate a salary. Even a one-dollar-an-hour salary increase can significantly affect the long-term for a candidate. 

I interviewed several recruiters, hiring managers, employment specialists, and compensation managers to learn about today’s salary negotiation requirements. It has evolved over the years and things have changed.

Some changes: 

There is a difference between negotiating with a large company and a small company; a recruiter; or a human resources specialist:

• A small company may not have a salary range. It may only have a set salary – take it or leave it. However, smaller companies may offer other perks including paying for the candidate to complete a degree or certification; attend conferences; or include a gas allowance. 

• Larger companies typically have a salary range. The range may need to be negotiated between the candidate, the hiring manager, and the accounting department. Typically, the salary number/offer will be below the salary of the staff already onboard, and typically, the offer is below the top of the salary range so that the candidate has room for salary growth. The candidate’s goal is to negotiate the salary closer to the top of the range – to maximize the salary, 401K match, top 35 years of social security, promotion potential, bonuses and commissions, and future negotiations as the candidate moves up the career ladder at the same company or other companies

• A recruiter typically negotiates the salary between the candidate and the company. The salary number is usually transparent at the outset for the candidate. The recruiter will determine a salary target based on the candidate’s years of experience, education, credentials, and other skill sets compared to the other candidates. A recruiter works for the company – not the candidate. One recruiter told me that he can tell by looking at a candidate’s résumé – what he is worth – so the résumé should be in strong shape (résumé can refer to a résumé, CV, LinkedIn profile, or other written career marketing document). 

• A human resources specialist typically will not offer a position to a candidate if the candidate does not meet the minimum posted qualifications – or fear reprisal from the EEOC or other regulatory institution. For example, if an announcement states, “must have 2 years of experience as an accountant” and the candidate only has 18 months of experience as an accountant – he is not qualified. If the HR specialist were to offer the applicant with only 18 months of experience the position – and an applicant with more than 2 years of experience found out – the applicant with more than 2 years of required experience may have a viable lawsuit. I would coach the applicant with 18 months of experience to gain 6 more months of experience and then apply for the position. 

Pay Transparency Laws

Pay transparency was created to reduce pay inequities and prevent possible pay discrimination by sexual orientation, gender, age, race, religion, and more. According to February 2023 research published in the Harvard Business Review, “If you know the range an employer is willing to pay for a job, then you know how much you can expect to earn. That knowledge could help existing employees and new hires during salary negotiations.” Also, a SHRM survey found that 73% of U.S. workers are more likely to trust organizations that provide pay ranges, and about the same number are less interested in applying to jobs without pay ranges listed.

Federal, state, and military government jobs have listed salary ranges for years – they are easy to find, typically on the announcement – or for federal for example, on the Office of Personnel Management website – under pay tables. As tax papers, we pay these salaries and they are public knowledge. 

The new pay transparency laws include requiring employers to disclose wage rates and salary ranges upon request by a job candidate or employee; employers must list pay ranges internally to existing employees and externally in job postings; and employers must file annual reports that disclose salary and wage compensation. The states adopting pay transparency laws/requirements include Colorado, California, New York, Connecticut, Nevada, Maryland, Washington, and Rhode Island. And more are joining.

Salary Negotiation Career Coaching

Your clients have options when they are negotiating salary and benefits. They need to decide their bottom-line salary figure, e.g., what number will they accept as a minimum? 

Then engage your clients in coaching questions to help them determine what is most important to them for a positive work-life balance:

• What is most important – a high salary or a better work-life balance? 

• Does this job suit you? Is it a good fit?

• Does this job risk your “whole-person” well-being? (Diane’s Whole-Person Theory)

• Where will you be in five years?

They also need to consider the negotiating options. Some companies will offer many other perks to entice a candidate. All or any of these options can be negotiated at the time of the initial negotiations and the employment contract. Some of these items are more for executives, but many work for any level of candidate:  

• Base Salary

• Bonuses / Commissions

• Transportation/Relocation

• Leave Time

• Work Schedule / Work-from-home / Virtual or Hybrid Schedule / Work hours: 4/10s or 3/12s

• Mid-year and year-end raises

• Promotions

• Position Title and Position Description

• Medical/Dental/Vision packages

• Education / Degrees

• Certifications and CEUs

• Professional Conferences 

• Gym membership, cell phone, car or car/gas/mileage allowance

• Childcare

• Milestone events (finish degree, obtain requisite experience in xx years required)

• 401K Contributions

• Severance Packages and Job Search Assistance / Outplacement

• Stock Options

• Non-disclosures / Non-competes 

• Bring Pet to work

• Other perks (Corner office with window) 

The one tip I provide my clients – is to ask for a salary range. The first person that names a number – loses in the negotiations. For example, if a candidate says her salary range is $50K to $60K – and the company was going to offer $75K – at a minimum, she lost $15K. I coach my clients on salary negotiations by conducting interview sessions to ensure they are comfortable with the piece about dancing around the salary question. 

The most effective salary negotiations happen after the candidate has been offered the position and has reviewed the offer package. I always coach my clients to review the offer package in-depth, and discuss it with a spouse/significant other if needed, think about it, write a list of things to negotiate – and draft a letter requesting the increased salary and other perks. I ensure my client’s letter is positive and indicates that he will accept the position even if the negotiations are not in his favor. He can always decline if the company comes back with a negative offer. 

If the candidate has multiple offers flowing in at the same time, I coach my client to request a few extra days to return his decisions. This provides him time to compare offers, make decisions, and negotiate the best offer. 

Finally, I coach my client to consider the interview tactics used by the company, any “gut” feelings about the company or potential boss and team members, and the negotiation process. The candidate does not have to take the job – if she feels uncomfortable – she can decline the offer and continue her career management campaign action plan.

A big part of delivering career coaching to my clients is discovering what my clients “want to do when they grow up.”  I hear that comment from even some of my most senior clients who are getting ready for an encore career or want to change their career trajectory.  I coach my clients to fulfill their potential. 

Some of my clients want to work fewer hours and engage in a career that provides more interest or passion. For example, one of my clients wanted to transition from a many-hours-a-week long-term executive career to working on Boards focused on non-profit organizations. This type of position would create opportunities for many fewer hours of work across the year, and provide time for family needs, all while meeting my client’s need to “give back” in some capacity. 

One of my clients wanted to transition from working full-time to part-time by becoming an adjunct professor for an online college. This opportunity provided my client the opportunity to work remotely and mostly create his own hours (the teaching time was set hours; however, developing lesson plans, grading papers, and interacting with students were not at set hours). 

My CPCC program includes an exercise on “Thinking Outside of The Box” – and of course, the exercise is inside a box. The idea is to brainstorm with our career management clients and coach them to explore new opportunities. This got me thinking, as there are many interesting jobs in the market today. 

I recently worked with a college graduate who was struggling to gain experience, as his résumé seemed to go into a “black hole” as he said. His requests to meet with connections on LinkedIn fell flat as many said they had so many requests for meetings – they could only manage so many. His undergraduate degree was in business development. He desperately wanted to make money and gain some experience, any experience. We performed a rather extensive look at open job postings on various job boards. His degree was in business development, but he did not actually have a job in mind. He told me that business development sounded like a solid degree focus when he started university.

As he continued to network, apply for jobs, and join community networking meetings, he noticed that his local Panda Express was paying $100K a year for managers. He was not necessarily interested in fast food, but after we discussed the pros and cons – he decided to apply using his new degree, as the basis for the application. 

I coached him on comparing the pros and cons of accepting this type of position. Because he did not yet have any experience – he would most likely be hired as an assistant manager initially – which would provide more than three weeks of leadership training by the company. By gaining one or two years of training and experience in supervision, restaurant/business management, and leadership, his résumé could be rewritten and rebranded into a document that offered value to other employers with a degree in business and experience in business operations. 

He would have documented experience, a good income for a year or two starting at $50K and he would enjoy many benefits including free meals while working; bonus opportunities; discounts at theme parks, gym memberships; full medical and dental insurance; 401K with company match; paid time off and paid holidays; on-going career and leadership development, including comprehensive training; continuous education assistance and scholarships; lucrative associate referral bonus; income protection including Disability and Life insurance; pre-Tax Dependent Care Flexible Spending Account.

I revised his résumé. He applied, interviewed for, and accepted the position of assistant manager. He gained the experience and leadership training offered, saved money, applied for graduate school, and is prepared to apply for higher-level management positions in business development. He never considered fast food; but when he saw the opportunities and training, he decided to make the jump. That jump was the stepping stone for him to the next levels in his career trajectory. 

Below are lists of interesting jobs with various salary ranges that may help you to get your clients to think about what direction they may want to pursue for a job search and a longer-term career trajectory. 

Interesting Opportunities:

• International Pet Sitter or International House Sitter (Free room and board; stipend, opportunity for travel)

• Cake Decorator ($50K and $1000 sign-on bonus)

• Disney Social Media Customer Support ($28 per hour – remote)

• Microsoft Customer Support ($31 per hour – remote)

• FedEx Data Entry ($25 per hour – remote)

• Song Reviewer ($28 per hour – remote)

• Apple at Home Support ($31 per hour)

• UPS Data Entry ($29 per hour – remote)

• Panda Express – (Counter: $15+ per hour; Cook: $18+ per hour; Assistant Manager: $50K per year; Manager: $70-100K)

• McDonalds ($15 per hour to start)

• Orthodontist ($282 per year)

• Commercial Pilot ($134K per year)

• Tattoo Artist ($82K per year)

• Massage Therapist ($58K per year)

• Political Speechwriter ($58K per year)

• Interior Designer ($54K per year)

• Underwater Welder ($47K per year)

• Life Coach ($43K per year)

• Freelance Photographer ($100+ per hour)

• Book reader ($200 a day – remote)

• Call Center Positions for retired seniors ($23 an hour)

• Diesel Mechanic / Mine Equipment ($38+ per hour)

• Construction Foreman ($40 per hour)

• Meat Cutters ($20-$26 per hour)

• Associate Veterinarian ($100 - $130K)

• Wind Turbine Technicians ($20+ per hour – will train)

• Production Manager – Robotics (Competitive salary and good benefits)

USAJOBS.GOV: 

USAJOBS is the Federal Government’s main job board and lists many of the openings in the Federal government. However, some excepted agencies or excepted positions may be also listed directly on the agency’s website or aggregate job boards like LinkedIn, ClearedJobs.com, and Indeed. So, it makes sense to monitor all of the different sites for federal jobs. For example, the Astronaut announcement was described on NASA and other job boards, but the application link went back to USAJOBS.GOV.

There are several ways to search for positions on USAJOBS – including using the keywords of interest – or if the client wants a job fast – they can use the Direct Hire Authority; if they want a sign-on bonus they can type in sign-on bonus and see what comes up; if they want a job in a specific functional area of expertise (e.g., nurse, attorney, accountant, etc.), they can type on the job title; if they want to work in a specific agency or region, they can type in or use the filters to narrow down region and agency; and if they are seeking a specific salary range, there is a filter for that as well. 

• Astronaut (It closed on April 16 and the next opening will be in 2028) (Salary ~$152K)

• Surgeon (Orthopedic, general, GYN, dental, and plastic; Salaries from $181K to $350K+)

• Swim Instructor ($17.50 per hour)

• Psychiatrist ($115K per year)

• Physical Therapist Assistant ($51K)

• Anesthesiologist ($250K)

• Nurse (Transplant, mental health, RN, anesthesiologist; Salaries from $115K+)

• Supervisory Nuclear Materials Courier ($103K)

• Nuclear Engineer or Health Physicist ($115K)

• Teacher / Elementary – Bureau of Indian Education ($32 per hour)

• Lock and Dam Equipment Mechanic ($30 per hour)

• Locksmith ($29 per hour)

• Consumer Safety Inspector ($39 to $63K; many with sign-on bonuses)

• Clandestine Case Officers ($67K to 102K to start)

Jobs that require a security clearance:

• Part-time Satellite Operator ($27 per hour)

• Atmospheric Scientist ($84K)

• Commercial Drone Pilot ($20 to $30 per hour)

• Farm Ambassador ($40 per hour)

• Staff Photographer / Real Estate ($65-$75K)

There are scores of job types available in the workforce. Think outside of the box and coach your clients to generate novel ideas and research jobs of passion or interest.

All job seekers engaged in transition are focused on exploration and discovery. Each job seeker experiences different transition requirements, as each person comes from a different background. Career transitions range from seeking a promotion to securing retirement, to landing a new job, or accepting a first-ever job. 

The transition scenarios range from military to industry, mom to work, student to work, mid-career to senior career, senior career to executive, disabled to work, incarcerated to work, laid-off to work, fired to work, those seeking to transition to self-employment / owning a business, those seeking only virtual work, those seeking an encore career, those who believe they are being discriminated against (50 and ups), and others. 

As a career coach, I plan to engage each career seeker in exploration, discovery, goal development, and action planning to support important career path decision-making. I focus on identifying relatable skills. There are some general questions I may use for most populations:

• What salary are you seeking?

• What do you expect from a career coach?

• Why this job search now?

• What are your short-term and long-term goals?

Then, I focus on exploration for each client population. Let’s look at a few career transition scenarios and just a couple of specific questions used for each population, as each has different requirements and specific needs:

Military to Industry or Federal: The transition from the military to corporate/industry is two-fold: there is the job search part and the lifestyle change part. Military personnel leave a culture when they transition to non-military. They may be writing a résumé for the first time ever, they may engage in an interview for the first time ever, and they may onboard with a new company outside the military for the first time ever. 

Also, they are making a lifestyle change; they are accustomed to wearing a uniform, speaking military time, titles, and jargon, and living on a military base. To coach them to make a positive transition, I speak to them like a “civilian” by calling them Mr. or Ms. instead of a military rank; I speak their language by asking for military documents by their names, e.g., DD214 (military discharge document), their MOS (military occupational specialty), and focusing on their strengths. To get them started on exploration I ask many questions that include:

• Have you written a résumé before?

• When was the last time you engaged in an interview?

• What job(s) will you target in the industry? Why?

• What is your greatest concern/discomfort in making this transition? 

• What is your MOS? Versus, what did you do on the job? – let’s explore both and identify the transferable skill sets. 

• Of course there are many other targeted questions that I ask like, Do we need to prepare a budget as you transition? Where are you moving to? 

Mom or Dad to Work: Moms or Dads must explore their transferable skill sets and gain confidence. Many feel inadequate due to a long gap in employment. We must explore jobs, industries, interests, and long-term goals. I coach them to explore and drill into transferable skill sets:

• Tell me about volunteer positions you held in the past 10-plus years.

• What is your dream job? What do you want to do?

• Do you need to consider education or a credential to reach your goals?

• What is your biggest concern in this new job search?

• Have you written a résumé?

Fired to Work: This can be a difficult population to coach, as oftentimes there are preconceived ideas of what type of performer this person may be on the next job. I collaborate with this client population to explore why they were fired and how we can discover a path to new employment by overcoming the negative feelings and circumstances of being fired. These clients need confidence-building – and a bit of Diane’s Chief Motivational Officer (CMO).

• Why were you fired? Explain the circumstances. 

• If the firing was due to poor performance: What can you do to turn around this performance issue?

• If the firing was due to a disagreement with supervisors: How can we prevent this from happening at a new workplace? 

• Do you have a positive reference? If not, how can you get a positive reference?

Work to Self-employment: Those seeking to leave corporate America to own a business need to understand that it may take years of concerted effort to make a business thrive. I coach them through building a business plan and monitoring progress. 

• What is prompting this decision to become self-employed?

• Have you prepared a business plan?

• Do you have any capital funds to launch a business?

• Will you keep your day job until you launch your business?

• How can I help you best to meet your endeavor? 

Mid-Career to Senior-Career Promotion: Seeking a promotion requires determination and knowledge of the job and company. The promotion should be sought in the best interest of the candidate (rather than – trying to overtake a colleague, or does not like the boss, etc.). I will coach this client to work the requirements to obtain a promotion – and or seek new employment elsewhere if the promotion does not materialize. 

• Why are you seeking a promotion? Why now? 

• What are the benefits and rewards of the promotion?

• What are the obstacles that are preventing you from getting the promotion?

• What are your greatest strengths against the backdrop of the higher position?

• Do you need an updated résumé?

• What gaps do you identify that may prevent you from obtaining this promotion? How can we course-correct the gaps? Are there detail assignments available to fill the gaps? 

• Who do you need to speak to internally about the promotion?

Work to Retirement: Awesome! Congratulations as your client prepares to retire. These individuals have spent a lifetime working – 30, 40, 50+ years. Some have already engaged in an encore career. I coach these clients to prepare a budget, identify opportunities to contribute to the community, or make plans and develop goals for travel or other hobbies. Retirement is a major life transition and it affects my clients differently.

• Why are you wanting to retire now?

• What will you do in retirement?

• Are you prepared financially – do we need to prepare a retirement budget? (e.g., is your mortgage paid off? What debts do you have (credit cards, car loans, other loans)? 

• Have you spoken to your financial advisor about 401K or IRA withdrawals? 

• Have you signed up for Social Security and Medicare per the required deadlines to prevent penalties?

• Will you draw any income from side gigs?

• Will you volunteer your expertise and time in the community when you retire? 

These are just a few client transition scenarios and the associated questions to coach them to explore their options and discover opportunities for future employment. I coach my clients to make wise employment and career path decisions as they explore and discover new and exciting career opportunities that will meet their passions, bring them a sense of self-worth, and adequately compensate them to meet their needs.

A lot of what I learned in my different positions was learned on-the-job – by osmosis. I hired a few professional coaches over the years, I worked with a mentor for two years, and I engaged in a lot of self-help studies. I read a lot. I used the library, bought used books at college, and I also invested in building my own library of books over time. I did obtain a degree in journalism – so, I learned the foundational premises for writing and building a story at university. Many of the technical skills are no longer useful, e.g., reading copy with an exacto knife. 

When our clients are looking to get a promotion, climb the ladder, or decide if they want to learn a new discipline, there are many activities and learning opportunities they can pursue. 

They can 

• Learn on the job

• Learn with a mentor

• Learn with a coach

• Learn on their own – self-help studies (many billionaires credit their success to reading. In the past 30 years, Steve Siebold interviewed 1,200 of the richest people in the world. The one common thread is “they bypassed tabloids and magazines for knowledge-enhancing books”)

• Learn with training and upskilling

• Learn in school (university, college, vocational setting, or via a credential program)

Coaching clients to make decisions, I use the query system and engage the clients with many questions. I help them understand their professional development needs. For example, I find out where the gaps are which may include a lack of/or problems with:

• Interpersonal skills

• Budgeting/Finance

• Technology

• Organizational knowledge

• Time management

• Organizational culture

• Political Savvy

• Negotiating abilities

• Vision

• Diversity & Inclusion

• Procrastination

• Delegation

• Multi-tasking

• Self-starting

• Tolerance

• Leadership

• Supervision

• Public Speaking

• Many more. 

I then inquire about what my client wants – What makes them happy? What makes them satisfied on the job? What skill sets would they like to improve? I ask questions like:

• Do you need more experience? 

• Why do you think you are weak in some areas? If so, what?

• Are you patient enough to learn? 

• What are any barriers to your learning?

• Do you know your learning style?

Then we brainstorm learning opportunities:

• Would receiving feedback from your boss/other leaders/human resources provide you with enough insights to move forward in your career at your company? Could you create a succession plan together? This can include a list of gaps that need to be filled. The client can ask his boss to provide detail and acting assignments to fill the skill gaps. 

• Is there a mentor with whom you have a special relationship who would like to see you succeed? These individuals typically are not in the chain of command, and you can be more open and transparent. You can share your frustrations and anger. Mentor relationships can also go two ways – like a buddy system. 

• Is there a customer who likes your work and might provide feedback to further improve your customer service or management skills, or provide upskilling?

• Our clients may also learn by interviewing others – informational interviews. The client can ask the interviewee what he likes or does not like about his job and progression and why. Taking it to the next level, the client can ask to shadow the interviewee for a day or week on the job to see if it might be a good profession or not for the client. I coached a client once who went to nursing school, got through the bookwork, and when he got on the job on the hospital floor for hands-on instruction, he decided almost immediately that nursing was not for him. A day shadowing a nurse before the schooling and bookwork could have helped.

• Another way to help make decisions and learn about learning styles is to engage in a 360-degree or DISC assessment tool to determine personality type and communication styles. This also lends itself to selecting jobs that may be a good fit or not. 

Overused skills cause burnout. So, this needs to be a consideration. An expert in a discipline/function/industry can easily become burned out if he does not absolutely love the job. 

For a coaching client to learn on her own, she can work with you, her coach, to set goals with milestones. Her action plan must include realistic goals with a timeline and accountability partners for support. She needs to be able and willing to juggle multiple activities, e.g., her work, family, and the learning. 

Skills-based hiring is becoming more and more prominent in the workforce

Oftentimes, recruiters and hiring managers/supervisors inform me they are willing to take a chance on a candidate without specific education – but they must be trainable. The federal government in 2020 made plans to change the requirements for bachelor's and master's degrees for some positions – and replace the education requirements for skills and ability to apply the skills. This means some positions will require a skills-based test/assessment rather than a degree to secure some positions. This new executive order that addressed degree-based hiring practices, will require the government to reduce the number of minimum education requirements for some federal jobs—in other words: prioritizing skills over degrees. This does not include jobs that require a degree or certification by state or federal law, e.g., attorney, doctor, engineer, accountant, etc.  

The skills-based hiring in theory may prevent employers from excluding well-qualified candidates, minus the degree. This is important for jobs in emerging industries and technologies. Also, the skill-based hiring option helps candidates who are not able to afford to attend universities and/or elect to not carry the financial burden of student loans. 

Interestingly, after I graduated from university, I engaged in scores of interviews – I met the requirement for the degree; but I did not yet have any experience, except for a six-month internship, which did not qualify me for the 1-2 years of experience that was required of most entry-level jobs. 

Job searches and the requirements to obtain a job certainly sometimes feels like a catch-22. 

I coach my clients to learn, read, study, and work hard. I personally mentor others in my industry to learn about résumé writing and career coaching. Also, I volunteer my services and expertise at high schools, colleges, military bases, and shelters to help develop the next generations of professionals in the workforce.

Oftentimes our clients reflect on their career direction. They are not sure how to advance in their field or career. 

One client informed me that at age 38, she did not know what she wanted to be when she grew up. 

Another client told me that he was retiring from the military at age 42, and he had no clue what to do next. He felt lost.

And, still, another client informed me that she could not figure out what skills she gained in her previous jobs that might add up to anything for a new career/job. She felt like she was stuck in a career field/industry for most of her work life – and she did not know how to make a change. 

Another told me that she really hated her boss and felt stifled and demeaned. 

This reflection begs the questions: Where is my career headed? Can I find a job that I enjoy? Did I choose the right path – or do I need to make a change? What is my purpose? How can I align my values with a decent job and a good living?

The good news is, as a career coach, I bring insight and help my clients illuminate their values, purpose, needs, wants, and motivational factors. I also focus on action planning to meet set goals, obtain professional growth, and move forward to attain a meaningful career. I offer empowerment. 

Those who completed the Certified Professional Career Coach certification know that I believe in Diane’s Whole-Person Theory. Life affects work. Life circumstances sometimes dictate career decisions. And since Covid, the boundaries between life and work are even more fuzzy. People who used to work in offices, many are now working from home. Or some only work from an office part-time/certain days a week. Remote and virtual work is common. Those who work from home may work different hours (nights and weekends; they often set their own hours).

As a career coach, I focus on helping my clients define their career goals and then develop the plan, infuse confidence, and motivate them to reach their goals. 

Some of my clients lack the confidence to make a career change. If we draw up an action plan that includes completing a degree, some find excuses to avoid returning to school. If the career action plan includes networking at live events or conferences, some are too shy to engage with others and fall behind on their action plan and associated goals. 

When coaching a client to make decisions, I begin by gathering intelligence. I need to know as much about my client as possible including what motivates them, what they value most, and their purpose for a career track. I also need to know some personal information like their age and salary requirements. I must build trust and rapport with my client to obtain the personal information. I motivate my clients to share their thoughts, concerns, or perspectives with me. I may use an assessment tool like D.I.S.C.

Next, defining their career goals, I ask them to list and prioritize their goals. Their goals need to be tied to a purpose, value, or motivational factor. I ask them to explore options to meet their goals. We strategize.

We then begin the exploration phase and research. We explore functional areas of expertise, industries, and companies, and we look at sample target jobs. We also look at educational opportunities and or industry certifications. As they make decisions – I ask many questions to help them gain awareness of the professional development opportunities available to them which may include things like promotions and upskilling, and any associated challenges and obstacles associated with exploration. I ask them what it will take to develop the knowledge and skills required to take the next steps in their career journey. I coach my clients to become aware of their abilities, skills, and level of knowledge. Many people are unaware of their skill sets and the value they offer a potential employer. 

I encourage networking, the building of relationships, and informational interviews. Networking – “the proverbial perception of working a room” – seems quite easy and fun to some job seekers and very difficult to others. For those who find it fun and engaging, I challenge them to set goals and commitments to quickly grow their networking contacts; I challenge them to attend in-person events and virtual events. I also ask them to commit to meeting and connecting with people on LinkedIn and other platforms. For those who find it difficult, I encourage baby steps and small commitments. I ask them to commit to attending one job fair or community meeting and report back. We then discuss the positives and stressors of the event and adjust the plan for subsequent engagements. 

My clients need to do the heavy lifting.

As my clients tick off their action plans toward seeking new employment, securing a promotion, or making tough decisions about their employment opportunities, I ask them to describe their discoveries. For example, if a client conducts an informational interview – I will ask him how he liked hearing about a specific industry or discipline. If he says – I really enjoyed it and it sounded interesting, then I encourage additional exploration. If he said that hearing about a specific function, industry, or company sounded uninteresting or too challenging, then I asked the client to reconsider the direction and focus on researching a different industry/function/discipline. I demonstrate an interest in their goals, ideas, plans, and trajectory shifts. 

Delivering positive feedback, I encourage my client no matter the direction she chooses. It is not my decision to make concerning a career choice or direction. My client needs to appreciate her decision, and her chosen profession. She needs to feel comfortable in her job. As a carer coach, I help my clients gain the confidence they need to manage their career action plans independently. My coaching techniques, questions, and confidence-building empower and encourage my clients. 

Sometimes I must wear my consultant/trainer hat. I always look for teaching situations and provide guidance and information when requested or needed to keep my client on target. For example, if he informs me that he has never engaged in a job interview, I will explain what to expect, and the types of interviews, and offer to engage him in interview preparation and scripting. 

Expecting progress, I ask for progress reports and updates to ensure accountability and for me and my client to know that commitments are on target and being met. 

Throughout the career coaching program with a client, I encourage self-reflection and discovery by asking open-ended and guiding questions. I structure my questions to be targeted and focused on obtaining detailed information from my clients. As a team, we break the barrier to career success. 

There is nothing better than a client calling, texting, or emailing with information about landing a new job, an interview opportunity, or a promotion or promotion opportunity. 

Santa is always looking for new innovative opportunities to promote the holiday season and create new     jobs at the north pole. 

As you remember – the Grinch is Santa’s Chief Motivational Officer (CMO) and together we provide career coaching programs to support the thousands of workers, Elves, Flying Reindeer, and others at the North Pole. 

After discussions with Santa and the Grinch, Santa decided to launch a new Gingerbread Division at the North Pole. Santa wanted to build a Gingerbread House manufacturing facility for baking Gingerbread men and Gingerbread houses. Santa wanted to hire a Gingerbread Man Project Manager for construction Gingerbread House manufacturing facility and a General Manager to stand up the new Gingerbread making facility and programs. 

As the lead for talent management, I drafted a position description for the General Manager and suggested to Santa and the Grinch that we post the position on social media and recruitment platforms including Indeed and LinkedIn to recruit a Gingerbread Man Project Manager. 

We ran the following ad for a Gingerbread Man Manufacturing Facility General Manager

Location: North Pole

Position Title: Gingerbread Man Manufacturing Facility General Manager / Senior Engineer

Duties and Responsibilities:

• Possesses in-depth process technology and continuous improvement skill sets helping to establish credibility with the operations team. Detailed knowledge of material properties, testing methods, and process equipment.

• Drives knowledge exchange with technology experts to increase awareness of potential improvement opportunities for the technology.

• Partners with experts to develop and implement a Plant Specific Technology Plan (PTSP) to deliver positive continuous improvement while meeting the plant level HSES improvement goals. Serves as a project manager for capital and operational projects.

• Leads and/or supports plant continuous improvement activities and supports the capital plan for the facility.

• Champions and act as a resource for process safety activities and concerns. Partner with operations and maintenance to identify technology gaps, track performance indicators, and continuous improvement opportunities.

• Provides advice to manufacturing operations to resolve process, product, and quality related issues.

• Leads Root Cause Analysis (RCA) and/or Failure Mode Effects Analyses (FMEA) using established tools to identify solutions, implement corrective actions to reduce risks and minimize challenges.

• Adheres to the management of change (MOC) process to ensure documentation is complete, risks are adequately assessed / controlled, personnel are trained, changes are approved prior to implementation.

• Experienced in process equipment qualification and validation (IQ/OQ/PQ).

Technical and Project Management Requirements:

• Fundamental principles (mass and energy balances, process parameters, governing equations)

• Plant unit operations knowledge and the ability to develop/read PFDs, P&IDs, EOLs, trace lines, specify equipment and process control technology).

• Acts as advisor and coach concerning manufacturing-related issues to facilitate teamwork and continuous improvement.

• Prepares and reviews operating results in accordance with organizational and customer requirements. Responsible for achieving all key performance indicators.

• Possess technology and process safety knowledge. Experienced in process hazard assessments (PHA) and pre-startup safety reviews (PSSR).

• Knowledge of key continuous improvement systems (Six Sigma, LEAN)

• Knowledge and adherence to the core Work Processes for the plant.

• Demonstrated project management and organizational skills.

• Ability to prioritize and complete multiple projects simultaneously in a fast-paced environment.

• Financial acumen.

• Prior experience training operators, technicians, and other colleagues.

Educational Requirements

• Minimum eight (8) years’ engineering experience in a manufacturing environment. 

• BS in Engineering or equivalent – preferred / not required based on skills assessment and 10 years of experience

A brief history of the gingerbread house

The witch’s house in the two-centuries-old tale of Hansel and Gretel is today inspiring ever more extravagant gingerbread creations and constructions across Europe and the US

Antonia Wilson

Sat 22 Dec 2018 04.00 EST

Then …

The tradition of decorated gingerbread houses began in Germany in the early 1800s, supposedly popularized after the not-so-Christmassy fairytale of Hansel and Gretel was published in 1812. The Grimms’ original fairy tale includes the line: “When they came nearer they saw that the house was built of bread, and roofed with cakes, and the window was of transparent sugar.” (In later versions it became gingerbread, rather than just bread.) Inspired by the story, German bakers began to craft small decorated houses from lebkuchen, spiced honey biscuits.

Sweet Benefits, Perks & Stocking Options:

• All expenses paid Santa’s sleigh ride to home of origin for 3-month R&R from January to March  

• Lodging and meals including Gingerbread dorm house, Candy Canes, and Mrs. Claus’ cookies and hot cocoa 

• Nightly display of colorful flickering lights dancing across the sky

• Classes in Time Travel

• Flying Reindeer Rides

• Gym membership 

• One annual dental cleaning

GINGERBREAD MAN

555 Spice Lane

The North Pole

Key Leadership Strengths

• Does not Crumble Under Pressure

• Runs Very Fast

• Perfectly Sweet with a Little Spice

Director, Manufacturing Operations

Gingerbread World, Inc., Santa’s Village, Arrowhead, CA

Management Scope: Manage and implement all standard operating procedures for all production operations ▪ Monitor lock-out tag-out procedures ▪ Coordinate with Maintenance and the Planner to perform planned maintenance (PM) and equipment repairs ▪ Monitor Quality Control Checks ▪ Forklift trained and certified by 

Production & Operations Management: Operate and manage an Autobake production line making desserts (cakes) for major retailers; and oversee the production of the Pie line, Bagel Line, and Gingerbread Line. Manage a mixing team of 400 and a pack team of 1000 for each line. Effectively direct and run each line and adjust for changeovers from product to product. Document all production operations. Consistent with paperwork. 

• Conduct Research & Development for the company. Develop and make special samples, properly documenting ingredients, flavors, and temperatures. Present samples to management for selection into the product line.  

• Manage on-the-spot production requirements or special projects; quickly coordinate with machinery, adjust production demands, ensure GMP Requirements, and lead teams to produce more than one product in a shift. 

• Adjust production and communicate with cleaning, maintenance, QA, production and packing to produce 2 products simultaneously, carefully monitoring allergen ingredients and preventing cross contamination.

• Develop and track improvements in reduction of down time. Track performance against schedule to continuously improve revenue per employee hour worked. Drive continuous improvement through implementation of change management processes and best practices. 

• Perform traceability exercises and make necessary changes to the recall procedures. 

Sanitation & Equipment Management: Direct staff in operating, cleaning, maintaining, adjusting, and calibrating equipment and machines ranging from ovens, mixers, slabbers, folding machines, labelers, metal detectors, air compressor pumps, fryers, proof boxes, coolers, glazers / icers, sorters, sprinkles, depositors, sprayers, heat tunnel, shrink wrap, and more. 

• Maintain excellent rapport with maintenance team; clearly communicate tools needed for maintenance issues to keep production on schedule. Anticipate issues and work proactively to resolve problems. 

• Monitor temperature control equipment, metal detectors, and ensure scales are accurate. 

• Monitor cleaning practices. Ensure production line workers clean as they go. 

• Enforce adherence to allergen program. Ensure adherence to GMP, SOP, and SSOP standards.

• Manage monthly inspection requirements; report corrective actions taken. 

• Ensure that QA receives retained samples of all products run during every shift. 

Supervision: Document all employee related issues and incident reports. Resolve conflicts, respond to EEO complaints, and work with HR to track employee performance issues. Enforce discipline. 

• Motivate team members and evaluate employees encouraging high performance.  

• Read and adjust production schedules based on employee changes and production plan changes.

• Perform line inspection and ensure in-process checks are properly conducted by supervisors.

• Monitor waste. Make ongoing improvements to the production process to reduce ingredient, packaging, and finished goods waste.

EDUCATION AND CERTIFICATIONS

BS in Engineering

MBA

PMP

Food Safety Regulation Essentials, FSIS, 2017

Training: HACCP

Sanitation Standard Operating Procedures (SSOP)

Inspection Methods

Food Safety Fundamentals Sanitation Performance Standards (SPS)

Food Preparation

GMP

QA

CQ

I recently coached a client to apply for a Dean position for his alma mater. He had not written a résumé in 27 years. In this case, I completed a full intake session with him, gleaning information about his background, major accomplishments, and plans for a new position. I thoroughly reviewed the target position and the universities’ mission statement, vision, and other activities. 

I wrote his detailed résumé – more like a CV, letter of intent based on three specific criteria, and a list of references. 

Too Many Cooks in the Kitchen

He was selected as one of six for the interview from 36 original applicants. Because he had not interviewed in 27 years, he was nervous and inquisitive. He reached out to 11 friends, colleagues, and the recruiters who monitored his application. He asked their advice on the interview process, what would be asked, how he should respond, what the interviews would focus on, and so on.  

The problem with this situation is – he received 11 different responses. Each suggested a different potential list of questions, each provided a list of questions he should pose to the interview panel, and each suggested a potential focus for the interview. 

Even though we were scheduled to meet to discuss the interview – due to his busy schedule, he relied on his friends and colleagues to prepare him for the interview. 

So – he spent the next week – juggling all the suggestions and writing scripts/responses to potential interview questions. 

The Day of the Interview 

At the last minute – an hour or so before the interview – he decided to use his wife’s computer for the Zoom meeting, as she suggested that it had a better camera and was easier to use. He was not familiar with the computer – so he sat it on the desk and did his best. He did not elevate the laptop and as such – his eye contact was looking down on the interview panel and they were looking up into his nostrils and at his double chins. He tried to adjust the computer camera, which made him look unprepared. 

He admitted to me that he used his notes – and relied on them during the interview. He took his notes and shifted the paperwork to find his responses to the various questions. 

When it was time for him to ask the interview panel questions, he then again relied on his notes and shuffled his paperwork on his desk to find his list of questions. 

The Outcome

Even though he was eminently qualified for the position, he was not selected to move to the next round of interviews. Two candidates of six were selected for the next round of interviews with faculty, staff, students, and donors. 

Proper Preparation

My client admitted that despite obtaining recommendations from 11+ colleagues and friends, he was not properly prepared for this high-level important interview. Sometimes gaining too much information and well-intentioned direction can be a deterrent to performing well in an interview. He was so desperate to impress the interview panel, in his quest, he did just the opposite. He was too reliant on his notes and his last minute changes to his computer created a poor impression. 

He further admitted that his scripts were “too scripted” as his stories were not well developed. 

I explained that for subsequent interviews he might be better served by working with me, as planned. We can practice the Zoom meeting and I can evaluate the background, camera and audio quality, as well as his attire and how it all looks on camera.

I suggested that we move forward to build his stories, as originally planned and practice interviewing without using notes. As an executive, he should be able to answer questions from an interview panel without notes or prompting.

Certainly, he should seek advice from any recruiters or people who might know what questions would be asked in the interview – so we can use that information as a baseline for interview preparation. I also recommended that we practice his delivery of responses based on time – I use a stopwatch when I provide interview coaching to my clients. I take detailed notes as they respond, and I provide a detailed report of how to rephrase their responses – especially if a response is too short, too long, too narrow, or off base. 

I coach my clients to be themselves. At the end of the day – they are selected based on who they are and what they represent. Their résumé speaks to their qualifications, the interview is about communications and delivery. 

It would have been good for him to say to the interview panel, “I have not interviewed in 27 years – so I am a bit nervous. This is new for me, being I am retiring from the military.”

Another mistake my client made was not spending enough time on preparation. He was busy working and as such – he did not spend adequate time to prepare. He took all the suggestions from friends and colleagues and made lists and notes and scripts, but he did not actually engage in an interview, nor did he take a few hours off from work to focus on the interview preparation. Most of the recruiters and hiring managers I speak to about job interviews say that their number one concern for most interviewees is lack of preparation.  As such, my client was reliant on his written notes. Also, he did not test his computer and camera in advance.

So, sometimes, even the most well-meaning friends and colleagues can overwhelm a job seeker and derail his/her career management planning. Gaining advice from 11+ people is a lot – and each person will provide different advice. Interviewing is something that should be controlled and managed purposefully. As a career coach, I will continue to educate my clients to help them successfully navigate the interview realm and keep them safe from the “I mean well” influential factor. 

Decisions, decisions, decisions. One of the things I coach my clients about is making decisions. Some decisions are painful to make. Some clients debate for a while before they make a decision. Some clients ask the “if”, “what if”, and “what will” questions:

• If I take this job what will happen to my income?

• If I take that job, what will happen to my family / work-life balance?

• What if my income goes down?

• What if I work virtually?

• What will happen if I go back to the office?

• What if I do not like the new boss?

• What if I apply for the promotion and I do not get it?

• What if my boss will not speak to me about the promotion opportunity?

• My performance rating was low – that has never happened before – what do I do now?

• How can you help me find the perfect job?

• What should my career future look like?

• I really thought I would like engineering, but I prefer nursing. What do I do now? 

• What if I move across the country to the other office and I do not like the city?

• What will happen if I must go back to the office?

• What if I change my major? I already paid for three years of college. 

• What will happen if I quit my job and go back to school?

• What if I get laid off?

• Should I accept this position or that position?

There are many more questions that clients ask when considering career decisions and career paths. 

Client Scenario

I coach my clients to compare the pros and cons of decision making. For example, I have coached a client through his career progression for about 15 years. He completed a military career as a senior officer and moved to education as a professor at a prominent university. He also pursued an encore career beyond the military and moved through a few very senior and prominent positions with the federal government. He is a scientist at the core. 

Recently he called me to discuss a new position – it would certainly be the pinnacle position of his career if he were to receive the offer. His boss, his bosses’ boss, and others in his career field encouraged him to apply for this position. When he called me, he explained that we would need to update his resume – the last update was in 2018. Since this was a senior executive position, it would require 10 pages of leadership essays, about six to eight pages of specific scientific technical qualification essays, and the five page executive resume. Since his most recent position was high level, we would need to replace several essays from his portfolio from 2018 and develop new accomplishment/leadership stories that would be targeted to the new position. 

I reviewed his materials from 2018 and redlined the documents, suggesting areas for new stories targeted to specific competencies for the position – so we could get started on preparing for the new application.

However, in the meantime, he called me to say that he was not certain about the decision to apply for the position. So, I asked him to consider the pros and cons of applying for and accepting the position. I asked him to list the pros and cons, and compare the two positions (his current position and the potential new position), and then prioritize the comparisons. 

COMPARISONS

Considerations

I asked my client to analyze prioritize the pros and cons, and comparisons:

• What is the most important aspect to you? Pay? Family / work-life balance? Decision-making authority? Prestige? 

He told me that he agonized about the decision for several weeks. He made the list above, he discussed the pros and cons with his wife, and he prepared a financial statement to compare his current salary and benefits with the potential new job.

He also informed me that if he decided not to apply for the job, he knew he would be disappointing his bosses. That caused him to have some sleepless nights. 

In the end – he called me to say that he would not be applying for the position. He likes his current position very much and he likes the science part of it. He likes the vacation time he has built up and wants to retain the freedom to take time off. He knows his current bosses, staff, and colleagues and he is comfortable in his role. 

HOLD-ON – LET ME OVERTHINK THIS…

He did ask me: “Diane, do you think I am making the right decision?” He asked me that a couple times during our conversation. 

I told him, “I coach my clients to make decisions based on a thorough review of the potential position, work-life balance pros/cons/considerations, financial considerations, and priorities about the role, e.g., prestige, authority, the job’s focus, level of responsibility, and other factors important to the client and his/her family. When you make a decision based on these factors and considerations, for good or bad, then, OWN THE DECISION.”

So, I said, “It sounds like a great decision for you and your family – so now, own it. Believe it. Do not look back.”

Since April 22, 2023, my life has been turned upside down. My daughter, age 21, became so ill, she coded (in Germany), was revived, put on life support, and spent eight weeks in an ICU in Germany. We were able to get her stable enough to bring her back to the USA and we flew to Boise via an air ambulance on June 19, and she spent nearly another month on life support in an ICU in Boise. Teaching her body to breath, she came off the respirator on July 12 and the trach tube was removed on July 18. She was moved to a rehabilitation hospital on July 30 – where she is trying to learn to eat and move/walk/sit. 

I tell you all this because I learned a lot about business from this situation. I always wondered, what would happen if I were ill or incapacitated? However, I never thought about what would happen with my business if I needed to care for a family member for an extended period.

So, I am breaking this into two sections – one for those of you who are self-employed and those working for a company.

SELF-EMPLOYED

To be able to manage your business when absent there are many things to consider:

• Draft a Standard Operations Procedure (SOP) Manual. This needs to be user-friendly – so anyone, including a spouse, friend, significant other, or high school or college age person could review and put it into place. It needs to include:

• List of people to call / email / text and inform of the situation (web manager, colleague, business partner, attorney, accountant or bookkeeper, any 1099 or W2 employees, clients, others).

• Passwords / access to computer and accounts (it may not be the list of passwords, but it does need to tell the person where to access the passwords). Accounts may include LinkedIn / social media, website, QuickBooks, etc.).

• If your business is sole proprietor you may have a person signed onto your bank accounts in the event of an emergency. If you are an LLC, then you need an officer assigned to the company to be a signer on the bank accounts. 

• List of bank accounts, billing sites (PayPal for example), bills to be paid, insurance, and more. Provide access to the checkbook if necessary.

• List of and description of any employees and their job descriptions, e.g., resume writer, career coach, assessment specialist, other. The agent will need to find out where these people are at in terms of project status.

• Provide instructions for refunding any pre-paid monies if the projects are not able to be completed. 

• Provide instructions for where to find things in the office, e.g., specific files, checkbooks, equipment, printers, utilities, and so forth. Provide passwords for wi-fi. 

• Provide instructions for finding files on the computer. 

• Provide instructions for making IRS quarterly payments. 

• Provide information / access to snail mail. I received a jury summons in the mail and my husband was able to call the POC on the summons and get my jury duty week postponed by 90 days. If mail is collected by the post office for a period of time – it is recommended to have informed delivery mail – so you can see daily what letters are arriving. This will help you be able to respond to any surprise bills, jury summons, regular bills, and other surprise requirements. 

• Provide any other requirements specific to the business type. 

LLC

• If you are an LLC, ensure someone else is named as a company officer. For example, when I was in Germany, I needed to respond to an IRS requirement for an overpayment of taxes based on recently introducing a new billing software. I was able to communicate with my CPA via email, however, the documents needed to be “wet” signed, which I was not able to do at the time, being overseas and not having access to a printer, fax, etc. I asked my husband to call the Point of Contact on the paperwork and inquire. When she asked his company title, he said, “Official Coffee-boy.” Fortunately, she laughed. She said she could not provide specifics, but she could answer his questions because he had my IRS letter with the appropriate code number, and he knew my personal information, full name, address, social security number, date of birth, and such. With my accountant’s help in guiding my husband through the requirements, we were able to resolve the issue. 

• In general, you may want to consider things like life insurance, disability insurance, omissions and errors insurance, and umbrella policies for liability at your home or office. 

• Make sure your will / trust is up-to-date and that someone that you believe to be trustworthy has a Medical Power of Attorney (POA) and a Durable General Power of Attorney for you. 

Company Employee

If you work for a company – and you are not able to return to your computer/work for a while, you will want to have a colleague, boss, or team lead on alert to redistribute your workload. You need to have the phone numbers of your team lead or boss handy to ensure you can reach someone outside of work hours. 

• Provide a list of projects with deadlines and clients with contact information.

• Provide contact for you and a spouse/significant other. 

In my case, since I had to fly to Germany to be with my daughter, I was not able to take one of my laptops that I use for a specific contract, due to the VPN and the company rules that that state that the company computers cannot leave the United States. As such, I was not able to access the company email and I had to rely on texting my colleagues to plan once I left the country. 

I was able to send my projects to my team lead before I closed the computer and signed off and I met with my team lead to explain the workload before I left. As a follow up – we used text messaging. 

I also recommend that everyone has an up-to-date will/trust and POAs – not just the self-employed.

Summary

My husband said, “This is the sort of thing that you hear about happening to other people. We are other people now.”

To ensure continuity of operations for a business or employer, certainly, we hope and pray that nothing bad will ever happen in life – however, if it does, you and those around you will be prepared and able to manage your business and execute your plans seamlessly if you are prepared. 

As we continue the discussion of Quiet Happenings – this month we will discuss Quiet Promotions. We have already discussed Quiet Quitting and Quiet Firing. 

Quiet Promotions happen when a company or supervisor adds responsibilities to an employee’s role without official notification or increase in pay or stature. 

When I was in high school I worked at a fast food restaurant part-time. I was good at my job and I was named the unofficial drive-thru queen at the restaurant. There was a problem though, to work in the drive-thru an employee was required to receive special training, watch specific videos, pass a test, and receive a raise. I never received the specific training or watched the videos; however, I was assigned to work in the drive-thru every shift. I learned the job quickly by osmosis. 

When I found out about the raise/extra money per hour and the drive-thru title/status I was supposed to receive by working at the drive-thru, I asked my supervisor about it. I was informed that there was no time to train me officially – and just do the job. 

After a few days of ‘just doing the job’, I realized how much money I was losing per hour by working in the drive-thru without the extra pay. I decided I wanted the extra pay and retro-active pay. So, the next day when I arrived, my supervisor assigned me to the drive-thru and I refused. I informed her that I would only work at the walk up counter until I was trained, certified, and would receive the extra pay to work the drive-thru like the previous certified drive-thru employees received. 

Since I was the only person on that shift who knew how to work the drive-thru, she was desperate and told me that she needed me to work the drive-thru. I watched her sign off in my personnel file that I was drive-thru certified and she would give me the raise and title. I did not receive retro-active pay, however, I did receive the extra pay going forward for each shift. As a 17 year-old, I did not have enough influence yet to insist on retro-active pay. Weeks later, they showed me the videos for the drive-thru.

I was quietly promoted. They received many hours and weeks of work from me that should have been at a higher rate of pay and title. 

In college, I worked at an amusement park in Anaheim, California. They had employee levels – that ranged from A (Full-time, full benefits), B (Part-time, full benefits), and C (Casual, no benefits). The policy was that anyone working Casual who worked 40 hours per week for more than three months straight was promoted to a B status employee. I was a server in a restaurant and I was good at my job after four years and I was frequently scheduled to work many hours. After three months of working 40+ hours a week consecutively, I asked my boss about being promoted to B status. She said no. She continued to schedule me 40+ hours per week. 

I was quietly promoted without the extra pay, benefits, or status. 

As a union employee I called my union representative to inquire. The next day, when I arrived for my shift, I was a B employee with full benefits. I also received five months of retroactive pay. My boss did not like me after that. It was her fault and, since she cost the company extra money in hourly pay and benefits for me, she was reprimanded by her management, which she took out on me. Nevertheless, I stood my ground and requested my proper promotion and associated benefits including back pay. 

Quiet Promotions is a tactic that some employers use intentionally to obtain additional work from employees without having to increase the pay, benefits, or title. Quiet Promotions increase an employee’s workload without increased compensation. 

Many employees take on additional work to make an impression on their superiors with the hope of being noticed for doing extra work and obtaining a promotion. Sometimes what happens in reality is the superior then recognizes that the employee is capable of carrying a greater workload and the supervisor continues to pile on more work. 

Quiet Promotions contribute to employee burnout. How do we coach our clients who may be experiencing Quiet Promotions?

If my client is seeking a promotion – and/or feels like he/she is feeling overworked, I ask the following questions:

• How much work are you doing outside of your position description? When a position description says “other duties as assigned” it creates gray areas in what is considered additional workload. Candidates/applicants should make sure that “other duties as assigned” are spelled out on an employment contract to try to prevent Quiet Promotions or workload increases.

• Do you do more work than others with the same title – or different types of work? 

• Have you taken on work for employees that left the company?

• What would happen to your employer if you only did the work stated on your position description/contract? 

• Does your boss or the company make you feel taken advantage of or manipulated if you do not take on the extra workload?

Working on a plan based on the responses, we determine if it is possible to approach the boss with a request for an official promotion. To request a promotion, I coach my client to prepare a list of the specific additional work that is being performed and the associated accomplishments/achievements. The request for the promotion needs to indicate to the employer how much money is being brought into the company based from this work. The promotion request needs to be justified. 

If the coachee is not comfortable asking for a promotion or the promotion request is denied, then the next thing to do is begin preparing a career management plan, documenting all the extra and specialized work being performed, preparing a new resume, updating the LinkedIn profile, and activating a new job search. I do not recommend that my clients quit their jobs until they have landed a new position. Promotions and raises can and should be written into any new employment contracts. 

All employees deserve to be compensated appropriately, respected by leadership and the company, and rewarded properly and accordingly. No employee should be Quietly Promoted.

Quiet Happenings is a series of articles on how we, as career coaches, can coach our clients through the “Quiet” – and sometimes, “not so Quiet” Happenings in the workplace. As part of my Quiet Happenings series, this month I am addressing Quiet Firing.

In the past months, there have a been a lot of “not so quiet” firings. Elon Musk fired some of his employees via email and Twitter. He fired executives at Twitter to avoid paying severance packages; laid off thousands more, then rehired some to help meet specific deliverables. He told his Tesla employees to return to the office or find other jobs in Fall 2022. Other companies that mandated that employees return to the office for a specific number of days or fulltime each week included: Amazon, Disney, JPMorgan, Salesforce, and others. Even the federal government has called employees back to the office within certain agencies. Post Covid and post stay-at-home orders, the past year has been tumultuous.

Quiet Firings

Companies can use different approaches to push out employees without conducting layoffs. If a company can push out an employee “quietly” and the employee quits voluntarily, it saves the company a lot of money in unemployment and other expenses (legal, psychological, organizational, morale). There are several ways a company can try to quietly fire an employee including (quiet firing tactics):

• Reassign important job responsibilities to other employees
• Demote employee or change their job description
• No longer assign promising / interesting new opportunities
• Introduce unreasonable / unattainable performance targets
• Give employee responsibilities that are undesirable or misaligned with the role
• Prevent an employee from receiving a well-deserved promotion
• No overtime / take overtime away
• Change work hours
• Pay cut
• Remove benefits/perks/commissions/bonuses
• Not discuss career pathing / curtail career advancement / do not grant access to professional development opportunities
• Give credit for work done to other employees
• Ghosting – cancelling meetings repeatedly / not responding to emails or calls
• Exclude employee from meetings
• Ask employee to draft/present list of duties

By creating a toxic hostile working environment, employees may voluntarily quit, preventing the company from the legal and expense battle of laying off or firing an employee.

The main reasons that employees leave their jobs include low pay, they do not like the supervisor (micromanager, demeaning, not allowing for innovation), they feel disrespected, they are not in line for a promotion or raise. If an employee is inundated with quiet firing approaches, it just may be enough to influence an employee to quit.

Career Coaching

When a client approaches me who is experiencing quiet firing, I coach them to determine what is happening and how they want to manage the situation. I ask them about the above behaviors of their employer and workplace.

Of the list above of ‘quiet firing tactics’ I ask them what bothers them the most.

I also ask the following questions:

• Why do you think you are being pushed out? What intentional hostile tactics is your employer using to make you feel like quitting?
• How long has this behavior been going on? When did it start for you?
• Is the hostile behavior only targeted at you – or others? Describe it.
• Is there something going on in the company?
• How is your mental health? Is this something you can work through?
• If you have not been promoted, do you have documentation indicating why, compared to your contract that states when you will receive a promotion?
• Can you speak to your superior? Why or why not? Before you quit – can you negotiate or renegotiate the terms of your contract? Or, can you negotiate the terms of leaving – perhaps a severance package for several months if you find out the company is trying to push people out.
• Does your company have an ombudsman or mediator you can speak to?

I coach these clients to keep a log of the good and the bad. I ask them to write an accomplishments list and keep the resume up-to-date.

Quiet firing is not good leadership; it is not a good role model. It is not productive for the workforce and it is not fair or right. So, employees need to keep a trail of emails, documents, conversations, and examples of hostile behavior if legal advice is needed.

All our clients deserve to be valued, appreciated, respected, and properly rewarded for their work. If they are feeling pushed out, and they think they may quit, they need to prepare to seek new employment. They will need a refreshed/updated resume, refreshed LinkedIn profile, and refresh on interviewing. They will also need a career management action plan with goals.

This may be the opportunity to consider other industries and disciplines including education or credentials; it is a time to review the family budget to determine how long they could manage being unemployed; and a time to consider what types of jobs they do not want in the future to try to prevent quiet firing from happening again.

Quiet firing is very unfair and may create tremendous stress, angst, and burnout for the employee. Career coaching is a positive step forward to help an employee walk away from quiet hiring with dignity.

Quiet Quitting, Quiet Firing, Quiet Promoting/ Hiring – I am calling all of this…Quiet Happenings in the Workplace. Quiet Happenings will be a series of articles on how we, as career coaches, can coach our clients through the “Quiet” – and sometimes, “Not So Quiet” Happenings. 

Quiet Quitting is a term that was coined to describe employees who only put in the basic work requirements. They are slowing down and no longer willing to work late, come in early, or take on any special projects. They do not want to attend non-mandatory meetings or non-mandatory events. They are “quitting” the concept of having to work overtime / having to meet demands beyond the position description. 

Many quiet quitters decided to shift to a more satisfactory work-life balance in response to circumstances caused from the COVID-19 pandemic. COVID-19 created stress in life and work; many workers were laid off or demoted; some became ill, some experienced illness with family members. 

For those given the opportunity to work from home/virtually, many learned to appreciate working virtually – there was no longer a commute – shaving off up to two to four hours of commute time per work per day for some commuters and saving the money in gas or other transportation costs (subway, train, bus, other). Shortening the commute meant more sleep and more time for family activities, or even just rest. 

On the flip side, working from home created virtual meeting burnout, never-leaving-the-home burnout, and caused stress for employees not well equipped to work from home, e.g., an employee without a designated spare room/office space, children and/or spouse at home, etc. It also caused physical and psychological issues as some employees experienced isolation and loneliness. I read a billboard recently that stated, “loneliness is more deadly than smoking.” When employees were sent home, restaurants closed, shopping malls closed, and even families were not allowed to visit seniors in the hospital or nursing care facilities – it took a large emotional toll on mental status. 

Most quiet quitters aren't actually leaving their jobs – rather – they are setting boundaries and working at the level of the position description and nothing more (that makes it challenging when a position description says: “Other duties as assigned”). Quiet quitting helps some employees prevent burnout. Those overachieving employees who worked extra hours and answered emails in the evenings and weekends, often felt overwhelmed and burned out. To prevent the burnout, many joined the quiet quitting initiative. According to a Gallup survey of workers aged 18 and older taken in June 2022, QUIET QUITTERS make up at least 50% of the U.S. workforce—probably more. The question is: Is it quiet quitting or is it dissatisfaction with the job? 

The Not-So-Quiet-Response is from C-Suite executives; many have stated that if they find out an employee is quietly quitting, the employee may not be employed much longer. Those identified as quiet quitters within the workforce are often seen in a negative light – they cause the rest of the workforce to work harder to pick up the slack of the quiet quitters who are doing only the bare minimum. Those who are not willing to take the extra steps put a burden on their colleagues – which also decreases production, which may lead to decreased revenue. 

As we have seen in the past eight or so months, many employers are now requiring personnel to return to the office space, either full-time or for a certain number of days per week. This has also caused consternation with employees – particularly those who moved during the pandemic, sold their car, or just decided they did not want to commute any longer.

There are two sides to the coin – some employees desire the work-life balance by working virtually. Most employees believed that they performed as well or even better and were as productive or even more productive working from home. 

Many employers desire that employees work in the office for collaboration, brainstorming, team building, and knowledge transfer. There is something to be said for early career employees working alongside senior employees with years of experience and industry knowledge. These employers believe that employees are more productive working together under one roof. 

So, how do we coach these quiet quitters? 

First, when coaching a client, during intake and subsequent sessions, I pay attention to the “red flags” and I listen and “read” between the lines. I listen for comments related to burnout, dissatisfaction on the job, work-life balance, and other frustrations (e.g., unfocused, work does not align with goals/values, working too many hours, not receiving a promotion, etc.). Some clients have informed me – they are only doing the minimum. These are all signs of quiet quitters. 

I ask the following questions: 

• Why do you feel that you are not fully engaged at work? 

• When did the dissatisfaction begin? 

• What will make you happy at work? (Working 3/12s? Having guaranteed days off – not rotating? Not being expected to respond to emails on your phone after hours and on weekends? Fewer Zoom meetings? Other?) This is outside the scope of not liking a supervisor or troubles with other employees. 

• Do we need to be looking at a new career field? Discipline? Function? If so – let’s explore. 

• What can be done to transform your work environment? 

• What does your perfect job look like? 

• How will your quiet quitting affect your raises, bonuses, commissions, and promotions? 

• How does that matter to you? 

• How can I best help you? 

As we begin to explore these issues, I coach my client to prepare an action plan that includes identifying new career paths, new jobs, or new opportunities, e.g., education and degrees, credentials, or career change. I engage the client to determine their work habits before quiet quitting and pinpoint what triggered the change. Identifying that pinpoint / root cause is the key to understanding – can we adjust to the current job with a bit more enthusiasm – or do we need to find an alternative career path or new position? 

We discuss things like salary and budgeting: If you were let go from your position, would you be able to manage your budget? How much income do you need to get by if you decide to make a career change? 

I also ask the client if there is just one thing that could be changed with the current position that would help make the job more amenable and mitigate the quiet quitting attitude, what would it be? I ask them, “Is it feasible to speak to your manager/supervisor about making some adjustment on the job?” 

Employers will find reasons to let an employee go if they are not performing well – and a quiet quitter may be on that target list. I coach my clients to make decisions to prevent that scenario. 

As a career coach, I seek to focus on the positive and coach my clients to make decisions to identify a position or career with satisfactory work-life balance to meet their needs.

What do you do for work?

The Merriam Webster Dictionary defines CAREER as a profession for which one trains and which is undertaken as a permanent calling, e.g., a career in medicine, or, a career diplomat; a field for or pursuit of consecutive progressive achievement especially in public, professional, or business life, e.g., Washington's career as a soldier; a course or passage; an occupation undertaken for a significant period of a person's life and with opportunities for progress, "he seemed destined for a career as an engineer like his father.” Similar words include profession, occupation, vocation. 

The definition of a JOB – according to the Oxford Dictionaries, is a paid position of regular employment, a part-time job, position of employment, post, situation, place; task, chore, assignment; casual or occasional work (she jobbed as a waitress until her first role in a movie); a piece of work; a duty or responsibility. 

The Merriam Webster Dictionary adds: “She quit her job.” A specific duty; odd jobs; an undertaking that requires unusual exertion; a miscellaneous piece of work; a piece of work for hire. 

Jobs and careers both provide income. Some jobs are physically intense, some are boring, some just fill the gaps, some are short term. Many college students take jobs to pay the bills, e.g., food server, dog walker, retail services, or lawn mower. Other jobs are more intellectually intense, e.g., grade papers for a professor, conduct research for a think tank, provide emergency response in time of need like a natural disaster – perhaps by working for a nonprofit and building houses or serving food. 

All jobs are learning experiences and opportunities for networking. Food service and retail jobs often develop skills in managing money, customer service, and conflict resolution. These “basic” or under-recognized skills can be especially important when building a transferable-skills-based-resume or social media profile. 

Careers often are based on a field of expertise/discipline, for example, doctor, lawyer, engineer, accountant, nurse, technology specialist, astronaut, airplane pilot, ship captain, logistics manager, security or law enforcement manager, and many more.

Can a Job Become a Career? Sometimes, a job leads to a career – intentionally or unintentionally. A person who works part time as a bookkeeper for a friend’s small business could lead to the person seeking a degree in accounting, leading to a bachelor’s degree in accounting, sitting for the Certified Professional Accountant (CPA) exam, completing a master’s in business administration (MBA) or Executive MBA, and later becoming a Chief Financial Officer for a corporation. 

Another example is a person who was a cook in high school and college. He used the job to pay the bills. He enjoyed cooking and decided to pursue a career as a chef. He saved enough money to pay for a degree in food science, followed by a culinary course, followed by training by a notable chef. He now works as a chef in high-scale hotel restaurants. He set out to turn his job into a career that he was enthusiastic about. 

Sometimes seeking a career is very intentional – like setting out on a long-term professional journey: A student that enjoys science and math may intentionally seek a career as a surgeon. This individual will need a pre-med degree, medical degree, and many years of specialized internships and residencies to attain the end-goal of surgeon. The type of surgery also matters – training is different for a general surgeon, ear nose and throat surgeon, brain surgeon, or obstetrics surgeon. 

Sometimes a job remains a job forever. My good friend retired from Disneyland after 35 years. She sought a career in medical coding, while she was a server at a restaurant at Disneyland. However, the medical coding job did not pay near as well as the server position, so over time, she just remained at Disney. She moved from food service to retail – all customer service facing positions. She did not want to pursue management. She retired with excellent medical benefits and a pension (and passes to Disneyland for life). 

A client (we will call him Carl) recently informed me that he did not know if he wanted a career or a job. He said he was 52 years old, seeking employment after retirement from a law enforcement career that forced him to retire based on his age. 

He said that he was not sure if he wanted a job just to keep him busy, or if he wanted to pursue another career and apply for and accept a position that would lead to his second career. 

Based on the definitions of Job and Career, I posed several questions to Carl:

• Do you have a specific salary that you need to attain for this encore position?

• Are you willing to commute to work?

• How many hours a week are you willing to work? (His previous position required him to work 55 to 65 hours a week)

• Do you need medical insurance?

• Of the disciplines that you worked in during your law enforcement career, which did you enjoy the most? 

• Which did you like least? What jobs/functions do you know that you do not want to do?

• What is your key area of expertise?

• What are your passions? 

• Can we tie your passions to your areas of expertise?

• What is your inclination – Job or Career? Why? 

I learned that Carl is an expert in money laundering. He could easily land a career in money laundering as a consultant for companies or federal agencies seeking his expertise. These positions will require him to commute to work and may require him to work more than 40 hours a week. 

I also learned that one of Carl’s passions is a nonprofit organization that he has supported for 20 years. He loves donating to the nonprofit; he donates his time, resources, and money. 

So, I asked Carl if he considered working for the nonprofit. He could fit in by pursuing a career as an executive in security management, or he could target a job working part- or full-time as a security guard, working with the clients in the field (delivering supplies), coordinating/organizing food or supply drives or funding initiatives, building houses, or other. 

Carl and I are still exploring his options and I am writing his resume and LinkedIn profile. We are focusing on security management and money laundering, and we will adjust with other versions of his resume as options become available to Carl. 

When my clients are seeking a career, I create a Career Management Action Plan that details the steps to reach their career goals – that may range from college graduation to attaining an executive position some 20 or 30 years later. The Career Management Action Plan includes the steps required from my clients to attain their goals, approximate milestone dates, education and credentials required, promotions, mentorship and coaching, types of jobs and industries, and more. The goal plan may reach out to retirement. 

Job or Career – both are great and can lead to positive outcomes. The good news is we are all different – and we can decide if we want a Job or a Career and which will be most fulfilling in our lives. That is what makes the world go round – we have choices. Our goal as Career Coaches is to help our clients outline their options and make career-defining decisions. 

It is easy – or well, easier to prepare a résumé, social media profiles, and just apply for jobs online than it is to attend networking events in the community or online/virtually. Building relationships is challenging work and in some cases considerably stressful for some job seekers.

It is easier to dream about getting the perfect job than going out and getting it. It is easier to create a one-size-fits-all résumé and never change it for specific positions, disciplines, or companies. It is easier to think about buying a nice interview outfit than to act on it. It is easier to wonder about interviewing for a specific type of company than conducting research to determine the company’s culture.

It is easier to dream, wonder, and ponder than it is to act. It is easier to think about preparing a career management plan than it is to actually draft the career management plan and assign action steps and commitments.

One of the requests I receive from many of my clients is – “can you just make me a résumé that I do not have to change each time I apply for a job?”  I say, “Well, in most cases a résumé needs to be modified for each job for which you apply – there may be different qualifications or competencies that need to be addressed differently.”

Another concern that I have and that I hear from my recruiter colleagues is that many job seekers do not change the header on a covering letter. This means the job seekers are copying and pasting the same cover letter from job application to the next. They often do not change the Point of Contact’s name, company name, or even the job title. Human Resources, recruiters, and hiring managers are not impressed. This comes down to detail-oriented… and job seekers need to be detail oriented… or they will not be selected for an interview. However, it is a lot easier to NOT change the contact information on a cover letter and just reuse it from job application to the next.

It is a lot easier to NOT maintain a spreadsheet or career management file. Some of my clients will contact me when they have received an invitation for an interview. They are excited for the interview – however, they cannot remember what the job is for or with which company. If they have been actively working with me – I typically have a copy of the jobs for which they applied, and I can pull up the job vacancy posting. If they did not pass the job vacancy to me – I cannot help them. They may have to go back to the POC from the interview invite and ask about the position – which demonstrates lack of detail and lack of preparedness.

So, for the job seeker, it is easier to engage with a career coach, as we manage these “not so easy” job search requirements, e.g., we

§  Guide them through career exploration and decision-making processes

§  Update the résumés for each and every job application

§  Draft new or revised cover letters for each job vacancy

§  Write the LinkedIn profiles

§  Conduct research for our clients

§  Maintain their career management file

§  Retain job applications / postings

§  Prepare our clients for the interview, salary negotiations, and onboarding processes

§  Work with our clients to build relationships and network

§  Review employment offer packages

§  Advise concerning references

§  Help them manage Diane’s Whole-Person Theory issues (navigate divorce, new marriage, moves including international, retirement, culture change from military to corporate, unemployed spouse, family death, new baby, job burn out, frustration with the boss, long commute, lay-off, fired, university student child, elderly parents, and so much more)

It is a lot easier to prepare, think, ponder, wonder, and plan than act. Acting in job search and career management is hard work. It sometimes is like navigating a whole new world – something scary, new, never done before.

Sometimes it is challenging for me as a career coach, to watch some of my clients not act. They talk a lot – they have plans, but they do not act. They are afraid of meeting new people – they wonder “What will they think of me?”

One left a picture off of LI because he did not like his appearance.

Some draft short one-page or less résumés, because they heard from someone – that it is best to only have a one-page résumé – it cannot be longer than 1 page. Yet, I often coach them, that with 15+ years of experience – they need to demonstrate more accomplishments on the résumé.

Or, the résumé is void of accomplishments and only expresses duties.

To get my clients to act, I ask them to set commitments, deadlines, and monitor the action plan that corresponds to the career management plan that we prepared together. I ask my clients if they can commit to a date to return homework to me, e.g., research, edits on a résumé, a list of accountability partners (Board of Directors), applying for a job, attending networking events, and more.

If the date I request is too stressful for my client, then I ask them to tell me when they think they can get it done – it puts the responsibility back into their ball court. Most often, by securing that commitment, even if the entire homework project is not completed, they will at least contact me with some portion of it – and indicate when they can complete the rest of the assignment.

We have all heard the saying, “It takes a job to get a job.” That is 40 hours a week – and it must go beyond preparing – it must be engaging and acting to make a career management plan work.

One of the questions I ask my clients in their intake homework is: On a scale of 1 to 10 – 10 being the highest – how committed are you to this career management coaching program?

It is easier to prepare than act.

Employees that are satisfied on the job are less likely to experience burnout. Burnout may certainly be experienced by overwork and over stress – long hours and a demanding job. Those who feel overwhelmed on the job experience burnout. 

Some people experience burnout by being bored or not challenged – being in a job for too many years or a job with no new opportunities. A lack of recognition and rewards may also cause burnout. 

Some workers experience burnout based on their leadership; micromanagers and pushy bosses may cause burnout for employees. 

Some workers experience burnout from continual new learning curves in software, on-line requirements, or ever-changing systems (e.g., Windows 10 to 11; Office 365, QuickBooks online, and so forth), as well as new procedures or changes in company policy.  

The COVID pandemic has also contributed to work burnout and stress; some employees were sent home to work who did not have the office space or equipment to manage from home; others lost their jobs or were demoted to remain employed. There was considerable uncertainty during the past three years. 

Work burnout may negatively impact work-life balance, make an employee feel out of control, be in conflict against values or motivational factors, and/or create health issues including anxiety, weight loss or gain, lack of sleep, angst with spouse or family members, and other stressors. Employees that experience burnout may call in sick often, be much less productive, experience performance issues, or quit their jobs without having a job replacement. 

So, how do we as career coaches coach our clients to overcome work burnout?

First, much of the work burnout comes from the work culture – the attitudes, beliefs, and atmosphere (fast-paced, many hours, very directive, non-rewarding, frequent rewards, bring or do not bring pets and babies to work, work in an office), work environment (small cubicle, only virtual or in-person or hybrid, disorganized), and leadership (micromanager, does not provide recognition or rewards, no promotions, no feedback) – and we cannot change that. However, we can coach our clients to understand the circumstances. 

Our clients may also experience burnout from the commute, rising expenses of gas, food, babysitters, and other external factors. 

• If the work culture is one of work overtime including weekends and nights to get the job done – the client needs to identify a work culture that values working within the confines of 40 hours a week. The client may need to learn to say no to lower-level work and set boundaries. 

• I coach my client by asking the following questions: 

• How many hours are you willing to work?

• What kind of boundaries can you set?

• What is the worst thing that will happen if you set boundaries and stop working 60+ hours per week?

• What will happen if you do not answer the telephone from your boss at nights or weekends? 

• What are the pros and cons of keeping this job versus seeking new employment?

• If the work environment is not congruent with the client’s values and motivational factors, the client needs to find a company or industry that shares the same values as the client. 

• I coach my client by asking the following questions: 

• What do you value in a job?

• What do you value in a boss / leadership?

• What about the job / company is not in alignment with your values? Explain. 

• What motivates you to work hard? Why? 

• What motivates you to not work hard? Why?

• What kind of company or industry would align with your values and motivations?

• If leadership causes burnout and stress – the client needs to examine the circumstances and determine if he needs to find a new employer or if he has options to make changes on the job. 

• I coach my client by asking the following questions: 

• Are there options within your organization to switch teams? Why or why not?

• Is your boss approachable? Can you set a meeting and present your concerns? Why or why not? 

• Can you bring this issue up to human resources, an ombudsman, or union representative? Why or why not?

• What does your boss do that you do not like / want to be changed?

• Would it help if you worked from home? Is that a possibility?

• Can you apply for other positions within your company? Why or why not? 

• How much longer can you work for this person without cracking?

I also ask my clients general questions in this process:

• What are you doing to alleviate stress?

• What can you do to help alleviate stress?

• How are you sleeping?

• What are your biggest concerns, e.g., losing your job and having no income, getting a poor reference if you quit, receiving a poor performance rating, other?

• Do you want to put a career management plan in action – so you can look for other jobs, while you are still employed? Why or why not? 

We cannot tell our clients what to do to relieve work burnout, however, we can make general suggestions to help alleviate the misery until they have made decisions concerning their career trajectory:

• Count blessings and think positive

• Smile

• Exercise – get outside – take breaks from the desk to stretch, walk, move. Work with a trainer

• Eat well (veggies and high nutrient foods)

• Learn to set boundaries

• Meditate / Yoga / Pilates / Journaling

• Sleep – get proper rest

• Create a schedule and set boundaries

• Work with a counselor if needed

• Limit social media if possible

• Develop a career management action plan including an accountability Board of Directors support system

• Decide to make career path decisions

• Return to college to obtain a degree; or arrange to obtain a certification

Burnout is unfortunately going to be experienced by many workers at some point in their careers / jobs. We can, however, provide encouragement and support and lead them on a journey to make decisions, develop a career management plan, and help them on a path to restore health, happiness, work-life balance, and job contentment. 

Career coaching is a noble profession – it is a helping profession. In 2022 – about 100 PARW/CC members who took the Certified Professional Career Coach (CPCC) program completed their testing and became credentialed CPCCs. Another 177 people registered for the CPCC program. We now have more than 2,000 CPCC participants from 39 countries in the program!

A recent CPCC stated: “Thank you Diane Hudson! I’ve been following you for years and now it’s here! This is a dream come true and a long time coming! I appreciate your program, guidance, coaching zoom calls, support, and expertise! I respect your contribution to transforming lives!!!! This is better than anything I’ve ever done! What a mighty purpose come true! I never knew what to call this! Now I do! Thank you again and again!”

Another said: “You’re very different than most professional, successful people in this world. I’ve been blessed to work with many high-level VP and SVPs in my corporate career. While many of them had good intentions, ultimately, they didn’t have true servant leadership hearts. I would attribute your success to your authenticity, in general, (there is no facade coming from you) and your genuine desire to want to help others . You truly care about people. You love what you do, and it shines through you. The epitome of a great (female) role model. One I hope to emulate as the years go by. Thank you so very much. You are making a huge difference in people’s lives.”

Another said: “Diane’s “Whole Person Theory” reinforced my experience, education, and personal beliefs. Diane is a dynamic presenter.  This noble profession of career coaching involves people’s lives, futures, and success, not to mention those of their families. I expected the test to be a challenge and it definitely proved to be. Career professionals like Diane, continue to set industry standards and pioneer beyond the frontiers of the known job search realm. In my view, the CPCC program is the national standard for all career coaches.”

I deliver services and coaching to my CPCCs to help them be the best they can be for their clients and in their businesses. I joined PARW/CC in 1995, became certified as a CPRW in 1998, CEIP (CIC) in 2001, and CPCC in early 2005. I also obtained eight other industry credentials and attended scores of conferences to remain current over the years. I have written a monthly Spotlight article/column since 2003 consecutively (240 monthly articles!) – and several articles for years before that (just not consecutively). I love hearing about the successes of CPCCs and how they change the lives of their clients!!

I share these comments, as it demonstrates the positive power of the profession of career coaching. Our clients’ lives, happiness, relationships, income, ego, and more are often dependent on satisfying careers. Less satisfying careers can lead to burnout, discontentment, frustration, stress, anxiety, and other negative impacts. 

As a career coach, I lead my clients to determine and accept the value they offer an employer, I coach them to understand what motivates them, and I guide them in determining their purpose – purpose for the type of job they are seeking. Our coaching helps our clients discover purposeful and fulfilling work – what we do matters in others’ lives! Oh, yea, I already said that.

COACHING CASE STUDY

A client recently said to me, “I am seeking a support position in which I can provide individuals with information or a service via email or phone. I am unsure of what that is or how I should target my search.” This individual already makes $90K in his current position – so coaching him to find satisfying work in a job for which he does not know what he wants to do, and increase his salary, may not be easy.  

This is a full-on career coaching opportunity to guide him in understanding what is motivating him to seek new employment, understanding what he values in a job, and what his purpose is as an employee and for himself. Additionally, he needs direction for identifying companies of interest and jobs / job titles of interest. He needs a new resume – and since he has worked for the same employer for many years, he also needs interviewing coaching. 

As we begin to work together, I will ask him to take the D.I.S.C. assessment tool so I can better understand what his behaviors are like. The tool will help me understand his likes and dislikes, it will help me to understand his communication styles with others (a boss, employee, etc.), and it will help me communicate with him better. I will also ask him to complete the values exercise and the motivations exercise (from the CPCC program). 

Of course, I will ask numerous questions so I can drill down to the root cause of why he is seeking new employment, even though at this point, he does not really have any direction:

• What is causing you to seek new employment? Or, Why do you want new employment?

• From your comments about seeking a job where you communicate with people via email and phone – are you seeking a virtual-only position?

• Do you have a need for a virtual-only job?

• Do you have the office space and equipment to work only from home? 

• Are you disciplined enough to work only virtually?

• Are you willing to work in an office? If so, how many days a week?

• Do you like people? (meaning – working with people in-person?)

• What type of work do you like doing? 

• What type of work do you not like doing? 

• If you could work for a dream employer, what would it be?

• If you could work in a dream job – what would it be?

• Is keeping the $90K salary important?

• Are you willing to take a lesser salary initially if needed to make a career transition? 

• Do you have a salary target? 

After obtaining responses to these and more questions, I will guide my client in preparing a career purpose statement, conducting research to look at different types of jobs, job titles and employers, and developing a career management plan. I will talk to him about the results of his D.I.S.C., values, and motivational assessments, and help him understand his communication and work styles when communicating with a boss, colleague, or employee. We will explore the decision to work only from home/virtually and how that will work in reality.

The career management action plan will need to include his budgeting requirements because he is making a career transition and he may need to adjust his budget. The career management plan will also include the following:

• Résumé development including development of strong accomplishment stories

• LinkedIn profile development

• Networking via LinkedIn

• Research from job boards like LI, Indeed, Career Builder; and specific niche job boards after we discover his target industry / jobs

• Résumé circulation plan

• Informational interview plan

• In-person networking activities

• Interview preparation

• Salary negotiations

• A list of accountability partners (Board of Directors)

• Commitment dates for completing job search tasks

• Onboarding plans

• Plans for getting the first promotion and raise

With a strong career agreement action plan in place and the practical tools needed to conduct a job search, this client’s dreams and goals for new employment are possible. He will have direction and his ability to make career decisions will be enhanced.

We make a difference in our clients’ (job seekers) lives!

Can you believe that it is 2023! The past three years have flown by! It is time to make New Year’s Resolutions! Or maybe, a New Year’s Resolution.

I find that when I start the year with… I will decide to …

• Exercise

• Complete the picture scanning project (This is a massive project by the way / I am scanning all of my parent’s pictures from their 62-year marriage including scrapbooks, family history documents, bible family pages, etc. Each family member will then receive a USB – and the pictures will be preserved. Then, when done, each family member can take whatever hard copy pictures they like – and I will no longer have stacks of boxes with photo albums in my house.)

• Replace all boxes in the garage from cardboard to plastic

• Lose weight

• Get a new credential

• Learn a new technology product

• And more…

I feel somewhat deflated when I don’t hit the mark. It is much better if I pick one or two items on the list – and work them at the best pace possible. 

I am a typical – if I leave my home desk and head to the laundry room to put in a load of laundry, and take the current load to the garage to hang dry, I will get busy reorganizing the garage, but not finish. On the way back to the office I may stop in the kitchen and decide on what to make for dinner, leaving an empty crockpot on the counter. I will pass by the spare bedroom and prepare a gift bag for the birthday party this weekend, and so on. 

When I focus, I focus on one project at a time and get it done – rather than starting many projects. 

And, I have to split my time between business projects and personal projects. 

• This year, I was forced to secure a new bookkeeper and CPA, as my bookkeeper and CPA retired on December 31, 2022. I will focus on getting the bookkeeping and filing organized with a new bookkeeper. She sent me list of things she needs, and I am focusing on getting her the required documents. This will require me to learn a new bookkeeping software program. 

• I typically review my advertising and marketing avenues each year to determine what needs to be adjusted. If I drew lots of clients from a specific marketing campaign, then I will continue and enhance; if I find that a specific marketing campaign did not provide return on investment, then I discontinue it. 

• My office is new – as I moved in August – so I am working on setting up three workstations – one specific to Zoom/Teams platforms with a clean background, and perhaps a green screen for recordings; one for emailing and working; and one for my NASA contract (a specific computer with a VPN). I also have another computer for my USDA contract with a VPN. 

So, life and work are busy. 

As a career coach, I would ask you, 

• What are you planning to do this year to enhance your business or improve your client interactions? 

• How long is your list? 

• Is it manageable? 

• How can you make it manageable?

• If you prioritized your list – what project(s) would float to the top? 

• Are there projects that you have to manage/take on? (like me with my bookkeeper and CPA)

• Can you put projects off until the next calendar year? 

• What are your current pain points? What steps are necessary to fix / overcome them? 

• If you could select one thing to focus on for the next 30 days, what would it be? Why did you select that one thing?

• Did you compare your work and revenue from 2021 and 2022? What were the results?

• Did you conduct a survey of your clients to determine how valuable the work is that you provide as a career coach and resume writer?

• What do you need to improve based on the survey? (Customer service, time management, integrating a new service or product, other?)

• What would you like to work on from the personal side (e.g., more sleep, exercise regime, diet, education/credentials, introduce date night, not answer emails from the cell phone, play with the grand-kiddos more, travel, travel to a bucket-list destination, turn off the devices by 5 PM, make more money, walk barefoot through the grass, sit on the beach and meditate, learn a new skill set (for work or personal, e.g., surf, water ski, snow ski, knit, focus on a hobby (sew, garden, scrapbook, motorcycles, cars, boating, fishing)) other?

Instead of focusing on many goals at once, select a few high-priority goals/resolutions, make them viable, and prioritize them. Enlist the support of a friend, spouse, or expert to walk the journey with you. We all deserve motivation. Since I moved this summer – I am still under boxes – due to some family emergencies that I had to navigate while in the midst of the move – and I have realized – the boxes will stay put. Being with family and friends matters more than unpacking boxes. It is still easier to unpack when my friends visit and talk and laugh while I am unpacking the boxes – even if they are just sitting nearby. It seems easy to unpack the boxes when someone else is hanging out with me – versus unpacking alone. A support system is a wonderful thing! And accountability partners are great when you are seeking a goal like exercising regularly, dieting, or building a business. 

Make 2023 a great year – play more, stress less, laugh much more, and think positive. Keep a positivity journal and mark the good things that happen each day, week, or month. Appreciate the goodness around you – even in the midst of trials. It snowed the other day – and I relished every snowflake – and the next day the blue sky and white mountain tops were exquisite. Last month, I soaked up the blue ocean in Hawaii while celebrating my “big birthday” and in California near the San Diego Bay. I try to find the best in everything around me. 

A most happy and prosperous 2023!! I am an advocate for your career success, always! Don’t forget to join me on the monthly Coaching Insights with Diane webinars to discuss happenings in career coaching, business development, career services, specific client populations, and more. If you would like to be a guest coach on one of the webinars, please email me at diane@cpcc-careercoach.com. 

Well, the Flying Reindeer were at it again. Rudolph was being discriminated against, harassed, and bullied. The other Flying Reindeer laughed and called him names and they would not let Rudolph play in any Flying Reindeer games.

Rudolph’s nose was shiny and bright and if you saw it, you would say it glowed. Even his dad was embarrassed by Rudolph’s nose, and he tried to cover the red nose with a black nose using a rubber black cap. The black cap would pop off if Rudolph sneezed or when he was playing. 

This harassment and discrimination was negatively affecting morale and teamwork at the North Pole. Santa was upset and The Grinch (Santa’s Chief Motivational Officer / CMO) were called in to help manage the situation and provide coaching.

Santa, The Grinch, and I looked into discrimination, harassment in the workplace, and bias laws and policies. Collectively, we decided to resolve the issues and turnaround the workforce. We spoke to the Flying Reindeer Team Lead and we interviewed Rudolph.

After conducting our due diligence, we organized team building activities for the Flying Reindeer. We established the teams – rather than letting the Flying Reindeer choose their own teams. We then rotated the team members over time to ensure that all Flying Reindeer were on different teams. We created team building and survival exercises for the Flying Reindeer to engage with each other.

Next, we organized town hall meetings for all team members at the North Pole including the thousands of Elves, as there were rumors of other conflict and discrimination in different Divisions.

We brought in expert guest speakers on Equal Employment Opportunity (EEO) and Diversity and Inclusion (D&I). The topics covered unconscious bias, gender discrimination, harassment, bullying, age discrimination, Reasonable Accommodations, and more. We learned that everyone is created unique, each member of the team brings cultural and talent differences, and collectively the differences create a strong productive workforce.

As the larger team at the North Pole including the Flying Reindeer began to work together and appreciate each other’s differences, The Grinch and Cirdan (the Chief Flying Reindeer trainer and Epidemiologist), introduced even more team building and talent management activities to encourage the exchange of cultural and other differences. Activities included an all-North Pole football game, other sporting events, and food truck events with vendors from every country in the world. 

As the toy delivery night approached, the weather turned. Santa needed a beacon to lead the sleigh. On that foggy Christmas Eve, Santa came to say, “Rudolph with your nose so bright, won’t you guide my sleigh tonight?”

With Santa’s acceptance and confidence in Rudolph, and as the culture evolved and became more inclusive, the Flying Reindeer team accepted Rudolph. Then all the Flying Reindeer loved him and they shouted out with glee, Rudolph the red-nosed reindeer, you will go down in history!

Happy Holidays!

Diane

Track my flight path this year with NORAD (North American Aero Space Defense Command) at:

http://www.noradsanta.org/

SANTA TWO

How am I flying?

Complement or Concern

Call: 1-800-NORTH-POLE

NPDOT

To ensure long-term D&I at the North Pole, Santa, The Grinch, and I decided to hire an Equity, Diversity & Inclusion Manager.

I defined the roles and responsibilities of the Equity, Diversity & Inclusion Manager position and then drafted the Equity, Diversity & Inclusion Manager Position Description: 

JOB VACANCY ANNOUNCEMENT / POSITION DESCRIPTION

Reference Code: Red Nose

Job Title: Equity, Diversity & Inclusion Manager

Location: North Pole

Position Description:

• Report directly to Santa and the Grinch (CMO)

• Lead by example and possess the energy and enthusiasm to match Santa’s excitement 

• Knowledge about the various Departments at the North Pole 

• Create an environment that promotes Elf and Flying Reindeer engagement and retention

• Develop, implement, and evolve organization-wide diversity and inclusion (D&I) strategies in partnership with key stakeholders and in alignment with Santa’s strategic plan and organizational values

• Execute on the vision and strategy to strengthen the North Pole’s diversity, inclusion, and culture building efforts

• Collaborate across all departments to cultivate and integrate inclusive practices that strengthen the cultural competence of the organization

• Champion the importance and value of a diverse, inclusive work culture

• Actively engage employees and leaders within the organization in developing behaviors, attitudes, and practices that ultimately attract, develop, and retain a highly engaged, diverse workforce and create a workplace culture in which everyone can thrive

• Cultivate an “It can be done” attitude when it comes to overcoming challenges

• Possess strong communication skills and the ability to build relationships with staff

• Manage and plan the daily and weekly workload to deliver on goals

• Assist Santa with team onboarding and learning

• Continuously direct and coach team members

• Infuse diversity and inclusion concepts across all management processes and practices (e.g., recruiting and hiring, assessment, performance management, employee development, succession, etc.), providing expertise, training and support around inclusive practices

• Establish EDI accountability measures and metrics and implement feedback mechanisms for tracking progress, celebrating, and communicating successes and identifying and addressing areas of concern

• Provide guidance and leadership to all levels of the organization in creating a culture of trust and respect; courageously urge leaders (formal and informal) to seek out and embrace new situations, thinking, ideas and environments to expand their perspectives

• Plan or develop and deliver training programs that teach diversity, equity & inclusion, anti-harassment principles and practices

• Create formal and informal opportunities/activities for staff to engage with one another, get to know each other, learn, share stories, and have fun

• Proactively research and stay up to date on social issues and changing language that impacts our work and our relationships with our various communities 

• Manage and support employee relations issues as needed

Qualifications:

• Demonstrated commitment to valuing diversity and contributing to an inclusive working and learning environment

• 3 to 5 years’ experience working with organizational diversity and inclusion initiatives; required experience with/understanding of employment/management practices through an EDI lens

• Deep functional knowledge of EDI and anti-harassment best practices and current research; working knowledge of U.S. laws and guidelines related to diversity

• Experience developing, implementing, and measuring EDI and employee engagement strategies and initiatives

• Experience designing and delivering EDI-specific training and assessing the effectiveness of such training

• Experience coaching all levels of management with successful outcomes

• Demonstrated skill in understanding of cultural differences

• Strong facilitation and presentation skills; proficient with technology and social media platforms, presentation tools, and other systems and online tools as necessary

• Strong interpersonal skills; outstanding verbal and written communication skills

• Experience working with employees in multiple locations

• Prepare performance evaluations

• Ability to manage schedules, onboarding, and retention

• Ability to counsel Elf and Flying Reindeer team members

• Ability to multitask in a high-energy, fast-paced environment that includes Flying Reindeer, toy making, cooking baking, candy cane making, gift wrapping productions, and more

• Dependable and flexible to changes as we work our way through the pandemic

• Strong time management skills (organization, prioritization, multitasking)

• Ability to work independently and as part of a multidisciplinary team

Knowledge, Skills, and Abilities: 

• Familiarity with Elves, Flying Reindeer and all of the Divisions: toy making, gift wrapping, toy delivery and remote location operations, the ‘Naughty & Nice’ list, cookie baking and candy cane production facilities, gift wrapping, and more

Sweet Benefits, Perks & Stocking Options:

• All expenses paid Santa’s sleigh ride to home of origin for 3-month R&R from January to March  

• Lodging and meals including Gingerbread dorm house, Candy Canes, and Mrs. Claus’ cookies and hot cocoa 

• Nightly display of colorful flickering lights dancing across the sky

• Classes in Time Travel

• Flying Reindeer Rides

• Gym membership 

• One annual dental cleaning

I was thinking about the opportunities I have had throughout my career to give back. One of my credentials required me to log pro bono work each renewal cycle. It is a true blessing to give back and be generous.

It does not always mean giving money – often it is time or time and resources.

When my dad retired at 75, my parents stopped tithing at the same level they had tithed when he worked. So, instead of giving money, he volunteered at the men’s breakfast each week. He was a butcher in his early years, so he donated nice knives and utensils to the kitchen. He also contributed to the men’s shelter in Orange County – he donated socks. Every time we passed by Big Lots, he picked up a package of socks to donate. Sometimes, I had to remind him to take the stack of socks in the back of his car to the men’s breakfast and drop them off.

My mother loved the library – and she volunteered at the library until her mid-seventies.

My grandmother baked cakes and took them to the “old folks home” to sing happy birthday to the residents – up until she was 90 years old.

During my career, I provided resume writing, interviewing, and career management classes to wounded warriors at the Naval Hospital in San Diego, the emergency overnight shelter in Boise, students at high schools and business associations, unemployed persons via different organizations, and others. I coached women at women’s’ association conferences; I volunteered as a judge for debate and congress for the high school; I donated business 

clothes to women’s shelters; and I coordinated business conferences.                   

Many of the conferences I spoke at gifted me with a note that said, on my behalf, they donated to a local or national charity.

When I lived overseas, I donated thousands of hours to the military spouses and military members via an Army-chartered organization in Army-Europe. I coordinated four major conferences with up to 700 participants each conference, served as president of local and regional chapters, and taught leadership classes in Washington, DC to the up-and-coming volunteer leaders of the organization.

During the Gulf War – I volunteered with Red Cross and met with wounded soldiers returning from the Middle East. I got them toiletries, books from the library, and mostly just sat with them to be a friend and listen to their stories.

I invited two girls to live with me – one lived with me for about three years; another a little over two years. They would have otherwise struggled or even possibly been homeless.

There is probably much more that I have forgotten – including caring for both of my parents when they were on hospice at the same time in the same house. They wanted to be together and die peacefully in their home of 48 years. I made that possible for them.

I share all of this – because it has been a blessing to me. It warms my heart to give back – and these examples just show the variety of ways we can give back. It falls under self-care.

A potential CPCC student called the other day – and told me he retired after 44 years of work – he was 73. He now wanted to become a career coach and provide free coaching to people in his industry to help the next generation of leaders. I applauded him!

When my clients are burned out, bored, frustrated, or unemployed or underemployed, I recommend that they volunteer their time to a cause for which they are passionate. This also provides them with opportunities to meet other people – network in the community and ‘rub elbows’ with business persons. These business persons are often in jeans and t-shirts, e.g., building a house for Habitat for Humanity; jogging in a marathon for charity; walking dogs from a shelter; sorting clothes for an emergency shelter; working at a food bank; serving at a food kitchen; and more.

I met CEOs and other business persons in my volunteer work that led to paying engagements and new clients.

I coach my clients to volunteer when they are frustrated or burned out with their jobs – as a way to burn stress and focus on a hobby or passion. If my client is lonely or sad, I encourage them to engage in volunteering. A potential client called me the other day – he was terribly frustrated with the resume and job search process. He wanted to know why it took so long to hear back on applications and why he needed a separate/ modified resume for each application. He was

bored at home. He most likely will not become my client, as he does not want to spend money on coaching services, however, I did recommend that he volunteer until he obtains a new job.

The volunteer work will also look good on his resume and demonstrate that he is proactive.

Another way to burn stress is to exercise. I used to swim 100 laps in the high school pool – just to burn stress. Now, I either swim or walk three miles.

The pandemic caused enormous stress on Americans – it brought on elevated levels of depression, confusion, and stress due to unemployment. Businesses closed and scores of people were laid off. Workers that were sent home to work, many did not adapt well to working from home – they did not have a home office, the appropriate equipment, and the family was

home as well–small children, kids trying to learn at school from a computer, and spouses working from home as well. It caused chaos in many homes.

Volunteering Boosts Happiness

According to the Journal of Happiness Studies, people who had volunteered in the past year were more satisfied with their lives and rated their overall health as better. Harvard Health says that giving releases endorphins, which is called the “brain’s natural pain reliever.”

So, volunteering is good for one’s mental and emotional health.

As a career coach, my goal is to ask questions so that my clients can figure out for themselves their career trajectory. I ask a lot of questions. For those who complete the CPCC program, you gleaned the opportunity to review and use scores of questions – and learn to develop your own questions to elicit responses from your clients.

Questions should be open-ended. If a question is closed – the response will be simple – often yes or no – and it does not elicit much information. It is not very helpful to the coach or the client to receive a short, ‘yes’ or ‘no’ response. For example:

Client Scenario 1

-       Closed question: You do not like working for a micromanager, is that correct?

-    Response: No, I do not like working for a micromanager.

-       Open question: What about working for a micromanager do you not like?

-       Response: My micromanager boss stands over my desk, monitors my phone calls and emails, asks me into his office several times a day to report on progress, and asks my colleagues about my progress. He never let’s me manage a project from start to completion. He usually takes it over.…

See the difference in response? We can then surmise from this response that for this client’s next position, we need to ensure she does not work for a micromanager; she needs to work for a company and boss that allows her to be creative and think for herself.

Client Scenario 2

-       Closed question: Is your family-life suffering from the extra work and commute?

-    Response: Yes, it is suffering.

-       Open Question: How is your family life suffering from the extra workhours and commute?

-    Response: Well, my spouse is really upset that I am not home for dinner. I am spending an extra $XX is gas each month, which is cutting into the grocery budget. I am just tired. When I get home at 8 or 8:30 PM I just want to chill in front of the TV or go to bed – but my spouse wants me to help with the children. Because of the workload changes and fewer employees, I am also often asked to work on weekends, so I am missing the kid’s sporting activities…

See the difference in response? We can then surmise from this response that for this client’s next position, we need to ensure he does not work extra-long hours or commute long. The extra hours, workload, and commute are causing burn-out and strife in the family.

Client Scenario 3

-       Closed question: Why were you passed over for a promotion twice?

-    Response: I don’t know.

-       Open Question: What do you think has caused your boss to pass you over twice for a promotion?

-    Response: Well, I think for the first promotion opportunity, I had only been at the company for less than a year, and the incumbent who had been there for almost four years was selected. I just did not have enough experience yet. Now that I have more than three years of experience, I am not sure why I was passed over. I obtained a certificate and specific training in the past two years. I thought I had a good chance….

Follow-on questions: What can you do to find out why you were passed over?

Response: I am a bit nervous, but I can schedule a meeting with my boss to ask for feedback.

See the difference in response? We can then surmise from this response that that client needs coaching to gain confidence to approach his boss to ask for feedback, perhaps including a script. Other options may include approaching human resources, or speaking to those selected for the promotions to determine what skills they possess that the client needs to possess to be promoted.

By asking open-ended questions we are able to elicit much more information to guide the coachee in making decisions about the type of work they want to target or options that are available to them.

I try to use the “W” and “H” questions – What? Why? How? And follow up with

·      Tell me more about that.

·      What can you do to change it?

·      What will happen if you do not make any changes?

·      What is the worst thing that can happen in this situation?

·      What is one step you can take this week to move to meeting your goal?

·      What other options do you have?

·      Why do you feel you are stuck?

·      How can you get unstuck?

Sometimes we like to offer solutions and in that case the questions are solution-oriented or leading (using the scenarios from above):

·      Leading/Providing a solution question: Can you speak to your spouse and create a bedtime schedule for the children, perhaps move the bedtime a half hour later, so your spouse is not so upset?

Versus:

-       What options do you have for resolving the bedtime and dinner situation with your spouse and children?

·      Leading/Providing a solution question: Can you speak to your bosses’ boss about his micromanaging leadership style?

Versus:

-       What options do you have for resolving the micromanagement leadership style / situation with your current boss?

-       What drains your energy?

-       Let’s brainstorm together.

To gather more information, I follow up with:

·       Tell me more about that.

·       Expand on that.

·       What more can you tell me about that?

·       Say more.

·       Can you describe it in detail?

·       What are the next steps?

To clarify discussions, I rephrase the questions:

·       What I heard you say is that you do not like working for a micromanager – is that correct?

·       You shared that you would commit to taking one step this week to resolve the work-life balance situation – is that correct?

Keeping discussions positive, I often ask my clients to share:

·       Tell me about something positive that happened since we met last.

·       What is your top takeaway from our session today?

·       What is most important to you in the decisions you are making?

·       Are you ready to make a decision?

To initiate commitment and keep an action plan moving forward, I ask questions like these:

·       What is your plan of action?

·       What is your end goal?

·       What will you do first?

·       How can you get that started?

·       Who will be able to help you stay committed and move forward and what are their roles?

Questions are powerful. Our goal is to lead our clients to “ah ha” moments – where the lightbulb pops on! Questions may also be painful and elicit strong emotions from our clients – if we hit a nerve. So, we need to be prepared for them to “unload” or even shed a tear.

Career management is positive and yet, can also be frustrating for clients/job seekers (e.g., never hearing back from an interview or submitting a resume; not being selected for many positions over time; being passed over for promotions, and more. Fortunately, that is where we come in – career coaches – to guide our clients to new revelations and developing effective career management plans.

I am working a contract whereby I am teaching about 300 personnel how to write a resume and perform well in a Behavioral Event Interview (BEI). A BEI is an interview that predicts that behavior demonstrated in the past will mostly like be the behavior demonstrated in the future. The questions are open-ended begin with:

Describe a time when…

Tell me about a time when…

Before I prepare the materials to train the personnel, I always meet with the hiring managers, selecting officials, executives, and human resources (HR) personnel to determine the audience, the pain points of the hiring personnel and pain points of the students, identify specific problems in writing the resumes and interviewing, and find out what HR and hiring officials are looking for when they read a resume and engage a candidate in an interview.

For this contract, these are the demographics and associated situations:

A majority will be in a role that, based on positive performance, will grow them to the next levels over five to 10 years without having to apply/reapply or interview. They will reach a non-supervisory level with project management / team lead experience. Most are chemists and microbiologists.

The next group will be ready to interview for their first entry-level supervisory position. They most likely have not interviewed in more than five years or longer.

The final group are supervisors and will be interviewing for higher level positions whereby they will be in leadership roles communicating with executives.

At the time that they do submit a resume and interview – they are unprepared.

The resumes are sloppy and assume that the readers understand the technical information being conveyed.

The resumes often do not marry with the job description for the target position.

The resumes are focused on duties and not accomplishments.

The interviewees are unprepared. They are not able to articulate a story or example of their previous work.

Many ramble.

Most focus on duties and strings of keywords.

Most are not able to explain the technical nature of their jobs to non-technical audiences.

Instead of providing examples pertinent to their most recent job, they provide hypotheticals about how they would do something in the next role (e.g., if they have never supervised personnel before and the new role requires them to supervise personnel, they say, “As a supervisor, I will…”). It would be better if they said, “I have never been in a formal supervisory role. However, I was a team lead…and this is a story when I led this group…”

Many are not able to articulate results.

Many are visibly nervous.

Most join the interview – from their office – meaning, if the interview is at 10 AM – the employee works from 7:30 AM to 9:55 AM and then joins the interview. The interviewers expect the interviewee to be prepared – take off two hours before the interview. If the interview is in the afternoon – take a long lunch.

Most, if asked, “Do you have a question for the hiring panel?” say no.

Most are not prepared to wrap up the interview with a strong response to, “Why should we select you for the position?”

So, overall, the hiring panel members are not impressed. They are not able to make a hiring decision and often they must start the process over again.

I often hear from clients that they were not selected for a position following an interview, and the position is still posted on the company’s website. The reasons above, may just be the reason it takes so long to hire someone.

Powerful Resumes

What are your job-seeking clients to do? Start by developing SAR (Situation Action, Results / Beginning, Middle, End) stories for the resume, which are prep / crib notes for the interview.

I ask my clients to write at least 10 accomplishment stories in the SAR format. Each story needs to be written on one page – in three paragraphs (yes, it will take a couple hours of work):

Situation:

Actions:

Results:

If they write the full story on paper/Word document – then they can pare it down to a short two lines or so for the resume. And, they have the full story to prepare for the interview.

Another way to prepare is to take a position description from a job announcement – and turn every sentence into a question. This method covers technical skills and soft skills. I always say, “You can practice for 1,000 questions – and you will be asked question 1,001.” However, if you prepare for at least 10 questions, you most likely will be prepared to answer any question – as each story has a different competency component:

If one story is about coordinating a conference and it includes the level of people you communicate with, the budget, the documents prepared, a schedule, working with the speakers, determining logistics with the hotel representatives, drafting a final report, and briefing senior executives; then, the story can most likely be used to cover questions about written and oral communications; budgeting; managing conflict; logistics and coordination; preparing PowerPoints or briefings; coordinating events, and more. The story would simply be told for a different perspective based on the question posed.

I ask my clients to create a grid with the stories and the subsequent competencies/questions the stories would cover:

One of the students in one of the resume writing classes, also attended the BEI class. She informed me that she had not yet written her stories. She just thought about them. So, when I engaged the group in small group interviewing sessions, whereby each member had a turn to be an interviewer and an interviewee, she said she was struggling to create a story “off-the-top-of-her head.”

She followed up by saying she now understands the value in writing out the stories.

Interviewing is akin to public speaking and many people do not like to speak in public or before groups. So, preparation is key.

I teach and coach my job seekers at all levels to prepare by using video – via a Smartphone, Zoom, other online platform. I coach them on camera placement (at eyebrow level), lighting (in front of the computer – not behind the candidate), dress (solid color shirt / jacket or tie if appropriate), and background (simple bookshelf or plant / white wall – nothing distracting or busy).

Most importantly, I coach them on listening to themselves during the interview – listen for Ums, Ahs, Likes, and other issues. I coach them on body language and positive eye contact. I listen to their interviews, and I take notes. I time their responses. I guide them in revising their stories into the SAR format – so they are telling an actual full story in about four minutes. I ensure the stories include results.

Job search and interviewing should not be taken lightly. Learning to write a powerful, value-laden resume, and interviewing well, is a lesson in professional development that will help our clients reach the next levels in their careers.

Age Discrimination in Employment Act (ADEA) of 1967: Prohibits employment discrimination based on age, specifically for individuals who are 40 years of age or older.

Is ageism real? Many job seekers believe it is emphatically. Many job seekers I have spoken to or coached have shared their concerns about ageism and why it prevented them from obtaining employment.

According to a AARP (https://www.aarp.org/research/topics/economics/info-2018/multicultural-work-jobs.html), 61% of respondents over the age of 45 reported having seen or experienced age discrimination in their careers, and 38% of those believe the practice is “very common.”  Older women, African-Americans, Hispanics, and those who are unemployed were more likely to feel they were the subject of discrimination. 

According to the Special Committee on Aging, U.S. Senate, with advances in public health and medicine, Americans are living longer and working longer, resulting in unprecedented transformation of the workplace. The number of Americans over 55 in the labor force is projected to increase from 35.7 million in 2016 to 42.1 million in 2026, and by 2026, aging workers will make up nearly one quarter of the workforce (https://www.aging.senate.gov/imo/media/doc/Aging%20Workforce%20Report%20FINAL.pdf).

So, with these statistics, it makes one wonder why there is ageism.

There do seem to be some themes and misconceptions for ageism:

• Younger workers are less expensive – they can often be paid a lower / entry-level salary since they have no or little experience than someone 55 with 25+ years of experience.
• Younger workers typically pick up on technology quicker and are more adept with changes in technology compared to the 45 and up workers who were not born with the same level technology (telephone with a cord, versus a smart phone). To avoid the myth that mature workers are not tech savvy – ensure an updated LinkedIn profile, include social media links in the resume, and highlight technical expertise/skills on the resume.

• Mature workers will not report to younger workers; or younger workers are intimidated to supervise a mature worker. This is not always the case.
• Overqualified. Mature workers will only accept a high salary or will only accept a position that includes supervision. This is also not always the case – many mature workers will be content to hold a position that does not require the duties of supervision. Their knowledge base can be a great asset to the workforce.

Benefits of mature workers:

• Institutional / industry / position specific knowledge transfer
• Wisdom
• Rich, broad, and deep life and work experience
• Usually more calm-headed
• Production – they are productive – they often possess an ingrained work ethic learned at an early age

As a career coach, I coach and inform my clients that ageism is part of job search and career management; however, together there are things we can do to prevent ageism in the job search:

• Develop a powerful and value-laden resume and LinkedIn profile using a current day format and language. Typically, a 2-page resume is adequate with plenty of white space.
• It is not necessary to speak to ‘30’ or ‘40’ years of experience. Even the highest-level position typically requests 15 to 20 years of experience. The resume needs to be focused on the target job – and remove references to 40 years of experience and dates for a bachelor’s degree obtained in 1979. I recognize that many of my clients are very proud of their 30 or 40 years of experience, however, when they have that many years of experience, I streamline the resume and simply say, “more than 20 years of experience…” if the client insists on adding the number of years of experience. (Some of my clients will say – “Diane…it is 37 years of experience…” – and I have to coach them on the age discrimination factor. In fact. I had a discussion with a former client today, who wants to reengage my services, as he will be seeking a new position on a Board of Directors next year, and he reminded me that he has “27 and one half years of experience”…)
• Remove older jobs or irrelevant positions – and focus on most recent employment and those jobs that align with the target position.
• Always develop accomplishment stories – to demonstrate expertise for the target position.
• Take a professional photo/headshot with a photographer (avoid using a picture with the grandkids, cat, dog, or spouse). Have a clean fresh haircut, snappy glasses, if worn, updated make up, and a bright top – preferably one color rather than patterns. A smart photographer will have the person pose at angles which creates good-looking pictures. If the client’s hair is gray – as the coach – you may suggest brightening the natural hair color with a gray/silver dye – or streaks of darker color for gentlemen. If the client is seeking a job as a consultant for a consulting company, then a suit and tie or blouse and jacket may be appropriate; if the client is seeking a job in retail, food service, or supply chain, a shirt with collar may be perfect. Ask the client to research target companies and find out what the daily attire on the job looks like.

• Use a professional email – preferably a Gmail and not a Hotmail or AOL. List just one phone number where you can be reached easily. Also, create a professional phone message – avoid having the grandkids singing the voice mail.
• If the client is willing to take a lower salary – simply indicate such on the resume or covering letter – “Encore career; seeking an opportunity to give back and impart my knowledge to the next generation of accountants/ engineers/nurses/economists/other.”
• Check social media for any digital dirt. If the client was laid off or fired at previous positions, it could float up on social media or Google searches.

Tips for avoiding age discrimination in the interview process include:

• Most mature workers have only ever experienced interviews in-person. Coach the applicant to set up the Zoom/virtual platform meeting using a clean background, strong sound, and lighting from the front and not from behind the candidate. They may need coaching on where to position the camera – at eyebrow level, and avoid noises in the background. Practice the equipment with the client before the interview.
• Coach the client to prepare a strong “Tell Me About Yourself” response. Also, practice  talking about more recent employment activities, rather than speaking about grandchildren and hobbies.

Coach your clients to embrace their age, their experience, knowledge, and skills. Build their confidence – as the Chief Motivational Officer (CMO)! The right job will come around – and if the candidate feels age discriminated against – send them to AARP or the Equal Employment Opportunity Commission (EEOC) for advice and counsel.  

Many times, I receive phone calls from clients or prospective clients – and they have no idea what they called me for – other than I was referred and they should reach out to me. Often, these clients do not know what they want to do, they do not know what a career coach has to offer, and they are basically floundering.

Let's look at two client scenarios (names were changed to protect client confidentiality):

Client Case #1

Robert was referred to me for executive career coaching. He was laid off after 25 years of service at the same company in financial services, due to a company reorganization and appointment of a new CEO. He has been seeking new employment for six months. He has engaged in more than 20 interviews – and no offers. He believed that his resume was in good order (and it probably was – if he was receiving many interviews). I asked him why he called me and how I could best assist him.

Engaging Robert in laser coaching – I wanted to get to the root of the issue and identify some goals quickly:

Coach: Hi Robert, please tell me a bit about what is going on with your job search - take a minute

and tell me about yourself.

Client: I was let go after 25 years with one company – it was due to a reorganization and appointment of a new CEO. 20 months earlier they laid off hundreds of employees.

Coach: When was this?

Client: Six months ago.

Coach: I don’t want to be personal – but I want to fully understand how I can best support you. Do you have a severance package? Are you financially okay for a while? May I ask your age? May I ask your salary requirements for the new job?

Client: That’s fine – I want us to be honest and up front. I did receive a severance package and I will be financially okay for a while, but I admittedly am not okay emotionally. I am 58 and I want to receive about $120K to $150K in the new position. I believe there is some age discrimination taking place and my former boss was a minority who openly did not like other people in positions of leadership.

Coach: Have you engaged in an active job search in the past six months?

Client: Yes – I updated my resume and LinkedIn profile with my employer’s career services and I have completed 20 or more interviews.

This information gave me a starting point to begin drilling down with a list of specific questions to ask Robert – in laser coaching style:

What is your end-goal?

Are you targeting mostly specific companies that interest you –or are you targeting the industry/job title/discipline?

What are you doing that is working?

How do you know?

What are you doing that is not working?

How do you know?

What needs to change?

How can you make the changes that

are needed?

What type of reference does your former company provide?

How do you know?

What is the worst thing that can happen?

How can I best support you in meeting

your endeavors?

Based on Robert’s responses and our discussion – in a short 30 minutes we determined the following:

Robert’s end goal is to be employed making $120K+ in a job in the financial services industry – he has a family to support

He believes that his resume and LI profile are strong – however, he would like me to review them and provide comments/edits

He believes that his interviewing skills may

be weak – and he want coaching to prepare

for interviews

Robert assumes that his former company can only provide dates of employment and rehire status – but he does not know that for sure. So, he asked for help to determine what type of reference he is actually receiving

The worst thing that can happen – is he will not find a job at the salary range he is seeking, and he may have to accept a lesser position

He wants coaching for interviewing, resume development, and references; putting a career management plan into action; onboarding; and research of companies

Client Case #2

Jane is retiring from the military. She is an expert in Nuclear, Biological, Chemical, and Radiological (NBCR) materials. She is an expert trainer and extremely knowledgeable of hazardous materials. She does not like the word “expert” and does not want that word in her resume.

Engaging in a laser coaching session, I helped her narrow down her options:

Coach: Hi Jane, please tell me a bit about your goals for your next career.

Client: I specialize in NBCR – I am a trainer of trainers; I teach, develop curriculum, and I advise senior leaders on NBCR. I can take a job in NBCR, or my dream job is with the circus, or I would work well at a hardware store as well.

Coach: Okay – that is varied. Is there a job you do not want to do?

Client: Yes, I do not want a desk job. I want to be moving and active. I do not want to push paper.

Coach: Okay, good. The options you provided are varied, please explain what you would do for the circus or hardware store.

Client: I am mechanically inclined – I am not an engineer and I have not completed my degree yet – however, I have the skills – and I love the circus and productions.

Coach: Are you seeking a specific salary? Are you seeking employment is a specific geographical location?

Client: I am making $170K now, however, my investments are good – so I am not sure of the salary I need; and I am seeking employment at my hometown in MS.

So, based on this short discussion, I asked several more laser questions to help us move forward:

What is your end-goal?

Are you targeting mostly specific companies that interest you – or are you targeting the industry/job title/discipline?

Have you developed a resume and LI profile?

Have you prepared a career management

action plan?

How can I best support you in meeting

your endeavors?

Jane needed a resume and LI profile, she has never engaged in an interview, and she really had no idea where to begin her job search.

We determined that she may need more than one resume – something specific to NBCR and something different for mechanical engineering and hardware management.

Jane and Robert both were “lost” in determining direction for career management. I worked with them each to develop a full career management portfolio including written documents, a career management action plan, and preparation for interviewing and beyond.

They each needed direction and focus. The initial laser coaching sessions set the stage for the subsequent career coaching to guide them in setting and getting to their goals.

I was thinking about how evolved recruitment, hiring, human resources, and human capital management has become over the years.

Throughout my years as a career coach, I have heard the stories of clients who believed they were discriminated against in the employment areas. They believed they were not selected for a position based on discrimination, were terminated from a position due to discrimination, or prevented from a promotion due to discrimination. Many of these clients asked me how they could manage and make it visible that they had been discriminated against. Oftentimes I referred them to their human resources, ombudsman, the Equal Employment Opportunity Commission (EEOC), or an attorney.

Case Samples:

• One client, a male in his late 60s, told me he was discriminated against and prevented from obtaining employment because he was short (less than 5 feet). He did not believe his age was a discriminating factor, because he had so much experience.
• A woman informed me that she was discriminated against because she took of 15 years off to raise children. She said no one would hire her because she had a gap on her résumé.
• A man, Caucasian, age 58, believed he was laid off because he was too old, and a younger man, age 26 was hired in his place at half the salary.
• A woman, African-American, told me she was not promoted and was held back because she was African-American and the rest of the office were Caucasians.
• A male, age late 40s, weighed 400+ pounds, and he believed he was discriminated against because he was overweight. He was not receiving any job offers; however, he received many interviews.
• A woman who was handicapped with a sight issue, believed she was discriminated against and not offered employment because she requested a reasonable accommodation for a computer software with extra-large viewing pane and verbal subtitles.
• A man, in his mid-fifties believed that he was discriminated against because his name is unpronounceable – he is from India. He has a Ph.D. and is a very smart – go-getter – yet, he has been held back on promotions. He believed his name on his résumé is an automatic discriminator. He now uses a nickname to try to circumvent the discrimination.
• A woman who was handicapped and provided a zero gravity by her employer as a reasonable accommodation – when she got a new boss – the new boss did not like the chair in the office – and had it removed. The employee was not able to work well or concentrate and subsequently lost her job. She told me she was blatantly discriminated against by this new boss.

Several of these people filed Equal Employment Opportunity (EEO) complaints with the EEOC. One sued the agency where she worked and won the case ($1 million); one finally was promoted, and one received a reasonable accommodation to move forward in her work. Others floundered and became dejected in the job search.

Discrimination

Discrimination is considered unequal treatment of a colleague, subordinate, or customer based on their membership in one or more protected groups.

The laws that prohibit discrimination and protect former and current employees and job candidates from employment discrimination include:

Equal Pay Act (EPA) of 1963: Prohibits wage discrimination by employers based on an individual’s’ sex.

Title VII Of the Civil Rights Act of 1964: Prohibits employment discrimination based on an individual’s race, color, religion, sex including pregnancy, gender identify and sexual orientation, and national origin.

Age Discrimination in Employment Act (ADEA) of 1967: Prohibits employment discrimination based on age, specifically for individuals who are 40 years of age or older.

Section 501 of the Rehabilitation Act of 1973: Prohibits discrimination against people with disabilities. Requires the employer to provide reasonable accommodation to an employee or applicant unless doing so would cause undue hardship.

Undue Hardship: A significant difficulty, or a change that is extensive or disruptive. The emphasis is on the resources and circumstances of the agency/company as a whole and impact on the operations. A specific detailed analysis must be conducted.

Americans with Disabilities Act (ADA) Amendments Act of 2008: Revised the definition of disability to more broadly encompass impairments that substantially limit a major life activity.

Definition of Disability: Physical or mental impairment that substantially limits one or more major life activities, a record of such impairment, or being regarded as having a disability. Not everyone with a medical condition is protected by law. To be protected, a person must be qualified for the job and have a disability as defined by the Rehabilitation Act of 1973, as amended.

Title II of the Genetic Information Nondiscrimination Act (GINA) of 2008: Prohibits discrimination against job applicants or employees on the basis of genetic information. Prohibits ‘requesting/requiring’ individual or family members take a genetic test. Prohibits disclosure of an individual’s genetic information in the employer’s possession except under specific conditions. (Example: An employer cannot refuse to hire an applicant or make an employment decision based on information that the individual has or may be predisposed to have a genetic condition (e.g., cancer, depression, diabetes).

Reasonable Accommodation

A reasonable accommodation removes a workplace barrier, thereby providing an individual with an opportunity to apply for a position, perform the essential function of the position, or gain equal access to a benefit or privilege of employment.

A reasonable accommodation may include modifications to a job application process, modifications to the work environment, or modifications that allow the employee to enjoy the benefits or privileges of employment.

Benefit Types

Leave can be considered a reasonable accommodation and unpaid leave should be considered a reasonable accommodation if it does not create undue hardship on the employer. The different types of leave include sick, annual, Leave Under the Family Medical Leave Act (FMLA), and Leave without Pay (LWOP).

An employee who has a disability under the Rehabilitation Act and serious health condition under FMLA, may be entitled to leave under both statutes. Under FMLA, an “eligible” employee may take up to 12 weeks of leave during any 12-month period. FMLA also covers care for close relatives, so an FMLA covered “serious health condition” is not necessarily a disability.

It is illegal for an employer – to discriminate based on race, color, religion, sex (including gender identity, sexual orientation, and pregnancy), national origin, age (40 or older), disability or genetic information for:

• Publish a job advertisement that shows a preference for or discourages someone from applying for a job; for example, a help-wanted ad that seeks "females" or "recent college graduates" may discourage men and people over 40 from applying and may violate the law.
• Recruit new employees in a way that discriminates against them; for example, an employer's reliance on word-of-mouth recruitment by its mostly Hispanic workforce may violate the law if the result is that almost all new hires are Hispanic.
• Discriminate against a job applicant; for example, an employer may not refuse to give employment applications to people of a certain race.
• Making hiring decisions.
• Make decisions about job assignments and promotions. For example, an employer may not give preference to employees of a certain race when making shift assignments and may not segregate employees of a particular national origin from other employees or from customers.

Also,

If an employer requires job applicants to take a test, the test must be necessary and related to the job and the employer may not exclude people of a particular race, color, religion, sex, national origin, or individuals with disabilities. In addition, the employer may not use a test that excludes applicants age 40 or older if the test is not based on a reasonable factor other than age.

If a job applicant with a disability needs an accommodation (such as a sign language interpreter) to apply for a job, the employer is required to provide the accommodation, so long as the accommodation does not cause the employer significant difficulty or expense.

A job applicant can request a different type of job application, if required for a reasonable accommodation, e.g., interview questions sent in advance, a paper application versus online, etc., if they meet the requirements of Section 501 of the Rehabilitation Act of 1973.

EEO Process

A complaint may be filed by current or former employees or applicants for employment if they believe they have experienced discrimination based on race, color, sex (including pregnancy, gender stereotyping, and sexual orientation), national origin, disability (mental or physical), age (40 and over), genetic information, reprisal (prior EEO activity), religion, political beliefs (affiliation), family/parental status, or marriage status.

The Complexities

According to the EEOC, the ADA requires an employer with 15 or more employees to provide reasonable accommodation for individuals with disabilities, unless it would cause undue hardship. 

To file a discrimination charge, the employee is required to file a Charge of Discrimination with the EEOC before filing a job discrimination lawsuit against the employer. Federal employees and job applicants have similar protections, but a different complaint process.

Not all employers are covered by the laws enforced by the EEOC and not all employees are protected. This can vary depending on the type of employer, the number of employees it has, and the type of discrimination alleged. Also, there are strict time limits for filing a charge. Read the information found at EEOC.GOV and Department of Labor (DOL.GOV) to help determine your rights and what action you need to take.

Summary

This is a quick overview of information provided from the EEOC and DOL concerning discrimination in employment. I typically ask my coaching clients to reach out to EEOC or an attorney if there is an alleged discrimination. Even though this is not my areas of expertise, I try to stay informed, in the event that a coaching client informs me they have been discriminated against.

I speak to scores of hiring managers, recruiters, and human resources specialists each year. They all tell me that job seekers and interview candidates are rarely prepared for job search.

Case in point:

I was recently contacted by a potential client (we will call him Bill). He stated that he had applied for more than 100 jobs in six months with zero traction. I asked him to send me a copy of his résumé and a sample target job.

He had a MS in Adult Education and a BS in Sport Management. His experience included assistant football coach for some youth teams and more recently as a Mortgage Loan Officer and inside sales rep.  

His target job was Human Resources Specialist at a starting pay of $70K to $105K.

I recommended a phone call so we could discuss his plans. The coaching session sounded like this:

Coach, using the query system: Hi Bill. Thanks for sending me your résumé and a sample job. I would like to ask a few questions so that I better understand your career plans.

• Of the 100 résumés you submitted / applied for jobs – where are they? What sites / job boards / networking did you use?
• Did you follow up on any of the positions?
• Were you applying specifically to HR type positions?
• I see that the target sample job that you sent to me is near 6-figures – what is your target salary?

Client: I used some job boards and usajobs.gov. I only applied for HR positions. I did not follow up – I just kept applying for positions. I am looking for jobs that pay at least $70K and prefer 6-figures.

Coach: Let’s explore the types of positions you are targeting:

• Do you have another degree or certification in HR that is not on your résumé?
• Do you have experience in HR?
• Do you have a minor in HR?
• Why are you targeting HR jobs when your education is focused on adult education and sport management and football coaching, and your experience is mortgage loans and sales?
• What is driving you to apply for HR jobs?

Client: I figured if I applied for HR jobs and got in the door – then I could move around within an organization. I do not have any education or experience in HR.

Coach: If I may I would like to put on my consultant hat for a moment. Typically for HR positions candidates must hold a BA or MA in Human Resources Management (HRM). To make a 6-figure salary in HR – the candidate also needs several years of experience in HRM administration including recruiting, hiring, staffing, payroll/budgeting, training, firing, onboarding, performance evaluations, awards, working with Labor Relations, enforcing Diversity & Inclusion, Equal Employment Opportunities, and more. Also, typically, when an applicant joins a company in a specific job discipline, it is not easy to move to a new discipline. HR is on a different career ladder, than say accounting or engineering.

Client: Oh. I did not know that – I just thought HR was pushing paperwork.

Coach: Do you have a target job / function / industry?

Client: Yes, I want to get a job in intelligence. I figured HR would be easy to get into and then I could find a job in intelligence.

Coach: Ah, okay. Let’s explore this.

• I am going to conduct a quick search for intelligence jobs and see what is available. I found a number of jobs on clearancejobs.com, intelligencecareers.gov, indeed.com, fbi.gov, CACI.com, Boeing, Glassdoor, National Security Agency, Northrop, Department of Homeland Security, Adecco, law enforcement agencies/organizations, United Health Group, GigNow, and many many more. The positions ranged from business intelligence to artificial intelligence, cyber intelligence, military intelligence, and more. I looked at job boards like CareerBuilder, Indeed, and Monster, and individual company and agency websites.
• The FBI has an entry level position that includes training – and your MS degree will qualify you.
• The intelligence positions typically require your ability to secure a security clearance and poly – are you good with that?
• Are you aware of anything in your background that might prevent you from obtaining a clearance?
• Do you have any military background?

Client: Wow. I had no idea there were so many opportunities in intelligence. I guess I have been going about this all wrong.

Coach: I am going to clarify where we are at and provide some homework:

• So, if I heard you correctly, you would like to merge into a job in intelligence. As a homework assignment, please research intelligence jobs online and send me a sampling of positions that look interesting to you – so we can review them together. Please send at least five positions.
• After we review the sample target positions, we will revise your résumé and identify transferable skills. For example, do you write reports in your mortgage lending position? Who do / did you communicate with in your various jobs – and for what purpose? These types of skill sets may lend well to intelligence.
• Let’s also brainstorm and see if we can turn the football coach jobs and mortgage lending job into jobs of trust and integrity. Trust and integrity will be soft skills needed in intelligence and to pass the polygraph.

Client: Okay, I will get started.

Coach: Great, let’s meet again in 2 weeks, review the target jobs, conduct new research, draft a new résumé, and prepare a career management plan that is linear focused on the intelligence industry. We will also explore the Department of Labor, O*Net, Glassdoor, and other sources to determine appropriate salary ranges for your target positions.

The Assumption

Well, once again my assumptions are validated – this candidate was unprepared for job search. He did not have a career management plan and he was throwing his résumés into a black hole. The résumé itself had no thought to it – it was simple and void of any keywords, key messages, or accomplishment stories.

He waited one year – and hundreds of applications later to contact a career coach. If applicants would take action, identify job opportunities, and create a career management plan early in the process, the success rate would be so much higher – and recruiters/hiring managers could actually be joined with right-fit candidates.

One of my goals is to educate my clients of the importance of being job-searched-proofed and always prepared with a career management plan.

Many of my clients have “gaps” in their work experience. During career coaching sessions, and while crafting their accomplishment stories, some clients will ask me how they should “hide” the gaps of time on their resumes.

In true career coaching form, I will ask them several questions to determine the reason for the gap and determine why we should “hide the gap.”

For those of you who completed the Certified Professional Career Coach (CPCC) program, you know that I believe in “Diane’s Whole-Person Theory.” As such, a gap of time within the career progression, is part of who the person is – and most likely cannot be “hidden.”

Let’s consider some gaps:

• Stay-at-home-mom/dad / giving birth / adopting a child (maternal / paternal leave)
• Sabbatical – travel the world, complete a bucket-list item (clime a mountain, swim the Chunnel), volunteer at the Special Olympics or a missionary trip
• Illness - overcoming cancer, chemotherapy, surgery, radiation, or Covid-19 (medical leave / long-term medical care)
• Caring for an ill child, family member, or friend (caregiver / long-term medical care)
• Caring for an elderly parent on hospice (caregiver / long-term medical care)
• Incarceration
• Returning to university to obtain an MBA or EMBA (advanced education)
• Attending university / training to obtain a degree or license/credential (advanced education)
• Completing education while in the military (advanced education)
• Left job before lining up a new position
• Laid off, fired, or contract ended
• Vacation between jobs (common for military making the transition to corporate)
• Trailing spouse or dependent (military or corporate)

Recruiters and hiring managers can see quickly through gaps and red flags. For example, a candidate who omits months on a resume – sends red flags to a recruiter.

Here are sample gaps as written on resumes:

• Project Manager | 2021 – 2022: Red Flag – The question is: did the candidate work from January 2021 to January 2022 – and gain 12 months of experience? Or did the candidate work from December 2021 to January 2022 – for one month of experience?

   

• Software Manager | 2018 – 2020: Red Flag – Between this position and the above position – there is a gap of either 1 month – or 1+ year.

   

• Program Manager | 2016 – 2018

  Many of the recruiters I have spoken with state that they will typically only look at a resume with months omitted – after they have reviewed resumes with months and years included. If a job vacancy announcement states, “must have 24 months of experience in accounting…” and a resume omitted months, and it is not clear to the recruiter if the applicant has the requisite experience, other applicants will be considered first. That is even before they determine the reason for the gap of time.

  Let’s look at the same chronology with dates:

• Project Manager | 11/2021 – present

  With the months included – there is nearly a 21-month gap between the job below and the job above.

• Software Manager | 11/2018 – 01/2020

   

• Program Manager | 03/2016 – 11/2018

Most employers do not care much about a short gap of time – 2 to 6 months typically – this is usually the time it takes to secure a new position. However, longer gaps, simply deserve an explanation. Every recruiter and hiring manager I have spoken with has told me, “if the candidate would just explain the gap of time, I can usually work with it.” Recruiters and hiring managers prefer honesty and many understand the value of the “experience gained” during the gap of time.

Let’s Explore the Value of a Gap of Time:

• When my parents became ill and on hospice during the pandemic, it all happened very fast. Moving to their house, I thought I could still work while I cared for them. I learned very quickly, that caring for my parents was a full-time job – 24/7. The hospice doctor informed me that they could not release my parents to their home unless I proved that I could provide full-time / 24/7 care. I began to interview caretakers. I was provided with a number of resources via the hospital, the hospice company, and friends. I called the church, the local schools, and more. I interviewed a number of potential caretakers. What I learned was that they charged from $25 to $28 an hour – up to $35 an hour when my dad was also on hospice (2 people at the same time to look after).

   

• I learned that these care takers would not touch or administer any medications or change catheter bags. They would sit with my parents, make sandwiches, and some would do light cleaning or laundry. With round-the-clock-care it would cost: $20,000 to $30,000 per month including nights and weekends. And I would still need to be available to manage and administer the medications, some of which were administered every couple of hours.

• My point is – the experience of learning to care for the elderly and manage hospice requirements is valuable on a resume. I learned the physical requirements of caring for hospice patients: laundry (lots of laundry), preparing three meals a day, caring for wounds, catheters, bathroom schedules, bathing, oxygen machines, blood pressure and pulse OX charts, and more. I learned how to communicate with nurses and doctors and use medical terms. I became like a pharmacy technician – and I communicated with the pharmacy daily – sometimes multiple times a day. I even learned how to understand drug counter-interdictions. I became adept at figuring out how to make processes easier for the caretakers and the patients – I bought lightweight plastic plates with food dividers, toddler cups with lids and straws, and I created tooth brushing stations with red solo cups.
• The other side of hospice is the paperwork. I completed and submitted numerous forms for the hospice team, medical forms, Powers of Attorney, the trust documents, social security, and so much more. I worked with an estate attorney, CPA, and the veteran’s administration.

All of this would, in short form, make a strong entry on a resume – as a GAP of time: volunteer caretaker – Equivalent Salary: $20,000 per month.

The same can be said from gleaning the skill sets from being a stay-at-home parent, taking a sabbatical, volunteering in the community, or gaining a new degree.

Advanced Education

Recently a young adult’s (we will call the young adult John) father asked me to write a resume for his son. He completed a degree in geology. The father was skeptical if there were any jobs to be had in geology. John’s resume was a list of courses he took in college:

• ●2020 Mine Safety & Health Administration Safety Course & Certification
• ●2020 CPR Course & Certification
• ●2020 Earth Surface
• ●2020 Petrology Course
• ●2019 Principles of Sedimentology & Stratigraphy Course

He also had 6 years of experience in the Army in Military Intelligence (MI) and as a Reservist before he attended college. He did not want to work in MI or anything like that. (Side note: his father had been in the Army.)

After asking John what he wanted to do, he sent me several target positions from LinkedIn and Indeed. I asked him if he completed an internship, prepared a paper for professors, or completed research projects. As it turns out – he completed many projects, digs, and served as a paid research assistant. None of this was on his resume.

His resume now shows four years on his resume – as a Student. His “job time” / experience as a student provides several examples of his accomplishment stories while in college. John no longer has a “gap of time” on his resume. The experience he gained as a student is now valuable and understandable to potential employers.

Claim the GAP

By confidently claiming a “GAP” of time on a resume and demonstrating the importance and skill sets learned, recruiters and hiring managers will be pleased to see the honesty; they will be able to see the experience gained and understand the value. Job seekers “are who they are” – if they try to hide gaps of time, it will most likely do them a disservice in the long-term. 

We are two years into the Coronavirus Disease-19 (COVID-19) pandemic. As a result, we have experienced the ‘Great Resignation’ – where more than normal numbers of Americans retired – meaning they left the workforce.

Baby Boomers are those born between 1946 and 1964. From 2011 to 2019, about 2 million Baby Boomers left the workforce to retire annually. According to a Pew Research Center analysis of monthly labor force data, in the third quarter of 2020, about 28.6 million Baby Boomers reported that they were out of the labor force due to retirement. As companies sent people home to work and shuttered operations for some industries (tourism, hotels, retail, restaurants, and more), millions of jobs were lost and the millions of Americans eligible to retire, did just that.

As of August 2021, the U.S. Social Security Administration reported that there were about 46.9 million retired workers in the United States, making up about 14% of the total population (not counting U.S. territories or the District of Columbia).

My dad always said, “There are few things as costly and disruptive as good people walking out the door.” When he retired in 2010ish, he followed several of his colleagues – the company lost 375 years of collective knowledge within one year. They left due to new management – and they all disliked the new management (the number one reason an employee leaves a company is disliking their boss or the management). He would have kept working for many more years. Two years after the 375 years’ worth of collective knowledge left the company, the company closed.

So, with this seemingly large number of available jobs, it would appear that hiring managers would hire almost anybody to fill positions. However, that is not the case. Many companies / establishments are shortening their hours including closing their doors for one or two days a week. Some restaurants that offered lunch and dinner are only offering one meal a day instead of two.

It is expensive for employers to hire employees. It takes time to post for positions, hold a series of interviews, onboard, and train a new employee. During these hiring phases the work that needs to be done is not accomplished. If the employee does not work out for some reason, the employer may incur unemployment expenses. And the process begins again.

WORKING FROM HOME

According to the Pew Research Center survey, nearly two years into the pandemic, roughly six-in-ten U.S. workers who say their jobs can mainly be done from home (59%) are working from home all or most of the time. Previously, 64% stated they never worked from home before the stay-at-home orders were mandated. And, today, more workers say they are working from home by choice rather than necessity. Among those who have a workplace outside of their home, 61% now say they are choosing not to go into their workplace, while 38% say they’re working from home because their workplace is closed or unavailable to them. Earlier in the pandemic, just the opposite was true: 64% said they were working from home because their office was closed, and 36% said they were choosing to work from home. 

For those choosing to work from home (telework), the reasons range from they moved away from the office location, they need help with childcare (a major reason women in particular decided to work from home), and work-life balance.

For those who have made the switch to telework, their work lives have changed in some significant ways. On the plus side they say it’s easier now for them to balance work with their personal life. And many (44%) say working from home has made it easier for them to get their work done and meet deadlines, while very few (10%) say it’s been harder to do this. At the same time, 60% say they feel less connected to their co-workers.

Most (72%) say working from home hasn’t affected their ability to advance in their job. (This is a good thing – and a positive for me to consider when coaching my clients to career success.)

COACHING THOSE WHO WORK FROM HOME

To work from home, one must be self-disciplined. If the employee is also homeschooling children and caretaking for children or elderly parents – then they need to create a schedule. If the employer does not care what hours the employee works – then the schedule can work around the children’s requirements. If the employer requires the employee to be clocked onto the computer at specific hours, then the employee needs to adjust the children’s requirements.

If the employee schedules work meetings via Zoom/Teams, he may want to place a do-not-disturb sign on the office door.

To perform effectively, the employee needs to have a designated work space with the requisite equipment: desk, computer, software, Internet, phone, headset, printer, paper, and other resources (perhaps a camera and microphone for Zoom/Teams meetings, podcasts, and webinars). Spotty Internet, spotty cell coverage, or a computer on the dining room table near a Television can cause poor performance and difficulties in work, which can lead to frustration and burnout.

As a career coach, you could work with your client to develop a working schedule and pleasing and workable home office environment. In true coaching form, using the Query System, ask the following questions to help the client create the schedule:

• How many hours a week are you required to work?
• Are you required to work at designated times – or can you create your own schedule?
• Do you prefer to work from home or a workplace? Why?
• Can you work part of the time at home and part at the worksite?
• In what work environment are you most productive? How do you know?
• What time of the day are you most productive?
• What are the requirements / schedule for your children / family?
• How can you juggle working from home with children in the background? Can you focus?
• What will cause you burnout?
• Do you have a designated office space?
• What do you need to make your office work? Do you have the things you need (Internet, computer, phone, software, printer, other)?
• How can you get these items?
• Can you put a do-not-disturb sign on your door if you are in a meeting?
• What does a perfect home office environment look like to you?
• What is perfect work-life balance to you?

By gathering these responses, you can coach and guide the employee to create a workable schedule that will help them be successful in their new working environment.

NEW CAREERS

Monster, a global employment website, reported that 95 percent of employees are considering changing jobs. This number is huge – and a continued massive opportunity for career coaches to coach job seekers into learning about, preparing for, applying for, and landing new jobs in new industries.

For those employees who are seeking a new career path – use the same Query System to help them make decisions about their career:

• What were you doing?
• What did you not like about it?
• What do you want to do? Why (more autonomy, more satisfying career industry/position, promotion, more prestige, more money, other)?
• What will it take to make the transition (new degree, credential, salary decrease, move, other)?
• How committed are you to making this change?
• What is step one?

The Great Resignation, the shift to work at home, and the reshaping of the workforce, has created new opportunities for career coaches to branch out and work with scores of clients seeking new and different employment opportunities.

CPCC Musings

By Diane Hudson, Director CPCC program

The Certified Professional Career Coach (CPCC) program was launched at the end of 2005. It took me 16 months to develop the program – write the curriculum, video tape and edit the first set of videos, and prepare the materials for hard copy / snail mailing. The first CPCC students received a three-inch three-ring binder with 400 pages of reading materials, exercises, and resources including the beloved Gear Box. The notebook also included a plastic jacket with six DVDs. The packaging, printing, and mailing was nearly $100 per program. Imagine that!

As the program grew and was updated, the materials were placed into two three ring binders – ready for mailing.

As I transitioned the CPCC program from hard copy to automated (circa 2012/13), I secured a website developer who built a platform for an online version of the CPCC course. It took one year to build the site, upload the written materials and videos, check the bugs, and launch the CPCC program on an automated membership page.

The CPCC program is turn-key and easy to follow – thus transitioning to the automated program made it easier for students to manage the materials and view the videos online. There were no longer bulky three-ring binders and no more DVDs.

The CPCC students could download the PDF reading materials to their own computers and print them out of they wanted (and some did want the print materials) or read the materials online. During the next updates, we upgraded the video platform to be viewed on a cell phone, tablet, or computer. Many of my students informed me that they could watch the videos while traveling, at the gym, cooking in the kitchen, or jogging. I also arranged to have the videos provide closed captioning to meet the needs of our CPCC members who were hearing impaired.

To date we have more than 2,000 CPCC students or certified CPCCs in the program from across the globe. We have CPCCs from all 50 U.S. states and more than 38 countries including:

• Guangzhou, Asia
• Canada
• France
• Malaysia
• Taipei
• Amsterdam / Netherlands
• Switzerland
• Panama
• Auckland, New Zealand
• Japan
• Germany
• Cayman Islands
• Dubai
• Bahamas
• Trinidad and Tobago
• Saudi Arabia
• Casablanca, Morocco
• London, UK
• Australia
• El Salvador
• Kiev
• Kenya – Africa
• Brussels, Belgium
• Nabatieh, Lebanon
• Singapore
• Larnaka, Cyprus
• China
• Guam
• San Juan, Puerto Rico
• Hong Kong
• United Arab Emirates
• South Korea
• South Africa
• Marshall
• Lagos
• Italy
• Ghana

Despite the pandemic we registered 345 new CPCCs in 2020 and 2021, and 216 students completed the CPCC program and obtained their CPCC credential. In 2021 we initiated the “Difference Making …Career Coach Insights with Diane” series … that will continue in 2022.  

Students range from military career transition specialists, to Human Resources professionals, to recruiters, to outplacement specialists, to workforce development professionals, to government and state career center specialists, to university, college and vocational career center professionals, to managers and supervisors of personnel/employees in businesses, to professional resume writers, to entrepreneur career coaches, and much more.

They serve a myriad of populations and career fields including high school students, college students, graduate students, and EMBA students; medical professionals, mothers returning to the workforce, executives, mid-career, project managers, the incarcerated, those living in shelters / underprivileged; trailing military spouses, trailing CEO/international company executive spouses; minority and women populations, handicapped populations, LBGTQ populations; transitioning military and their spouses and dependents, those in federal and state government positions, manufacturing, mining, oil and gas industry, medical administration, logistics, protective services, non-profit, ministers/faith based practitioners, Senior Executive Service (SES), political appointees, PhDs, doctors, lawyers, nurses, accountants, engineers, law enforcement, and so much more. If you can think it or dream it – there is a CPCC supporting the career field or population.

In the next two months, the updated CPCC program materials will be uploaded to the PARW/CC’s Freestone platform – and ready for roll-out before the Thrive!22 Conference in Clearwater Beach, Florida. The platform will allow for ease in program updates and ease of registration for participants.

I am so please at how the CPCC participants over the years have expressed their pleasure in the value delivered to them for the CPCC program materials. Even though the CPCC program teaches how to career coach, it is designed to coach the students as they learn to coach. Many have informed me that they set personal goals to lose weight, get fit, gain more clients, make more money, travel, buy a house or car, and they set and got their goals by learning the coaching competencies and applying the exercises in the program.

If you are a CPCC and will be attending the Thrive!22 Conference – please see me there for your small gift from me.

The badges and lanyards are from just sampling of the places I have spoken at – conferences, specialized trainings, and events to impart the insights of career coaching and career management.

And – there is a picture of me with Stephanie and Vera – in Boise, Idaho – having lunch. I try to meet with CPCCs when I travel.

Positive insights about the CPCC program:

“I appreciated the wealth of knowledge and experience relative to career coaching that has been compiled and put together as part of the CPCC program. The modules are packed with information, and the presentation was well thought out and documented. Also, even though there was a lot of information included in the modules, it was presented in such a way that I didn’t get bogged down in the data and verbiage. I also appreciated Diane’s responsiveness to my emails and questions. I never had to wait more than 24 hours to get a response, and most of the time it was a lot less.”– Phil Schlesinger, CPCC

“I have learned so much about the entire career coaching process. I have been doing more executive coaching, some of which has included elements of career coaching, so what I learned in the program has been extremely helpful. I have not only gained valuable career coaching skills, but I have also gotten a lot more clarity of direction by taking the program.  I really liked the fact that the program was designed to accommodate different learning styles.  I used the videos a lot and listened to them several times.  The written materials were also very well put together and easy to follow. The tools from the program are incredibly helpful. In particular, I have used the Goals Form and the Values exercise to help me clarify the direction that I want to take my second “career.”  When I used it with my two “test” clients, they both commented (without prompting) on how clarifying the Form was for them in their job search.  The values exercise …  I used it in coaching some of the mid-level executives I work with, and it has helped them get clear on what was important to them as they build their careers.” – Christine Yamamoto, CPCC

“The CPCC program was eye opening for me. I learned more than I imagined. I learned not just about career coaching but also so much about myself. I was pushed towards building success in the same way I hope to push my own clients. I appreciated the questioning in each module that really challenged me to think deeper and more strategically. I found that the material and videos shared were both challenging and engaging. The tools provided in the Gear Box went above my expectations. These tools will help me further assist the clients I serve. I appreciated the use of examples and real-life scenarios. Your stories kept things interesting and engaging. I appreciated the added quotes in every module. I’m easily drawn and inspired by them. Diane’s whole-person theory has caused me to reflect and change the way I look at each person I work with. I believe this approach will help me be a better and more effective facilitator and coach. Diane’s whole-person approach also made me reflect on Listening between the lines and how I will pay closer attention. I am excited to adopt these practices in helping drive success. The program gave me a deeper understanding and appreciation for career coaching and the impact it can make. I enjoyed focusing on my goals and purpose while coaching and being coached. I have seen positive changes in myself and am excited to share it with others. Thank you for the fresh and new perspective. I appreciated the use of modules and videos and how easy it was to follow. The testing portion was helpful as it brought it all together. It helped to revisit the material and re-read my notes. It helped me refocus on the things I found most helpful. The testing will be a wonderful guide through my coaching career. Thank you, Diane for the opportunity. Thank you for sharing your coaching career success and expertise.” – Clara Trejo, CPCC

“The query system was very helpful to have an organized approach to questioning. This is very helpful in guiding clients to dig deep and figure out answers to some questions they really had not considered, such as the purpose for the career search and the type of career they are seeking. I learned more about the proper way to develop a resume and also the importance of having an updated/relevant resume even though I am not currently job searching. I suppose I have never really stopped to think about the fact that perhaps the reason I love my job so much is that is aligns very well with my values … I understand now, after going through this course, the importance of working in a job that provides a sense fulfillment. Prior to this course it never occurred to me to include this as part of my coaching, but I will definitely use this as a major piece. Diane Whole-Person Theory reinforced the importance of creating work-life balance. I have tried in the past to sort of stay out of the person lives of my clients, but this reminded me that all the pieces of one’s life are connected and affect one another. This statement: “Career seekers are whole people with families, finances, and lifestyle issues. Their careers are only a part of who they are and what defines them!” (– Diane Hudson).  It is a great reminder that, even though my part in their lives seems minor, it is a piece of the bigger picture. It also reminds me to approach each person and each situation with kindness because I may not know what is happening in those other areas of the person’s life.” – Kim Rawlings, CPCC

“My practice has largely been built on resume writing. I enjoy coaching and had dabbled with working with some clients through their job search and their interviews and saw the value I could add there, but I had no idea how to really put it all together. I wanted to learn best practices on how best to serve my clients in this way. The biggest thing I {learned} was validation. I didn’t really know what I was doing from a structure/packaging/organizational perspective with career coaching offerings outside of resume writing. I had an issue with a few clients not paying up front and either having to chase them down or write them off. By implementing a service agreement, pinpointing the point of sale and taking payment up front I’ve eliminated all write offs.  Diane’s Whole-Person Theory has helped me help clients narrow their focus, understand how their personal goals tie into their career goals, and vice versa. It has also allowed me to build stronger relationships with them because I get to know them on a personal level.” - Franklin Buchanan, CPCC

Spamming, scamming, phishing, vishing. These are just some of the ways “bad guys” and computer hackers try to glean your personal information.

Social engineering is the use of deception to manipulate individuals or groups into revealing personal information or sensitive information that may be used for fraudulent purposes.

Phishing is considered social engineering – an email solicitation that attempts to entice a victim to click on a link, open an attachment, or take action.

Phishers send an email or pop-up message that claims to be from a business or organization that a user deals with. Phishers often post as a user’s Internet online payment service or even a government agency. The message will usually say that the user needs to update or validate account information and may threaten some dire consequence if the user does not respond. The message directs the user to a website that looks like a legitimate site; however, it is not affiliated with the organization in any way. The purpose of the bogus site is to trick the user into divulging personal information so the operators can steal the user’s identity and run up bills or commit crimes in the user’s name. The bogus site may also install malicious code on the user’s system.

An example of phishing includes receiving an email or pop-up message that asks for personal or financial information. Legitimate companies do not ask for such information via email. One of the easiest ways to determine if an email is legitimate – is to hover the mouse over the email address.

The email may say: From Diane Hudson – and the email address may say smack@happylives.com or john@suspicious.com. Those are not my email address.

Phishers also use text messages, social media communication, and pop-up messages – they all have the same intent – to trick the user into either revealing information or installing a malicious application.

This is a common phish – an email from someone you know well:

--------------------------------------------

REQUEST

From: Diane Hudson <presidentbsn953@gmail.com>

Are you free at the moment to assist me in completing a task discretely?  I am in a meeting – so please just respond via email.

Best,

Diane Hudson

-------------------------------------------

This is not my email address. The request is not from me.

If one respond’s – typically – the next email asks the person to purchase gift cards – with assurance that the sender (someone you know) will pay you back. Gift cards are criminal’s preferred method of scam – as they cannot be traced after purchase.

Do not purchase gift cards based off an email request. If you believe the request to be honest – call the person requesting the purchase of the gift cards personally before making any purchases.

Senior citizens are particularly vulnerable. My parents called me numerous times in a panic – saying they received an email from their bank that said they did not pay a bill and they immediately owed the amount of the bill plus a fee and interest. I told them not to click such links – and if they believed it to be correct – they lived less than a mile from their bank – they could go to the bank to make the inquiry. I eventually took over their banking for them to ensure the bills were paid and there were no mistakes.

If a phisher obtains enough personal information – they can take the personal information and scam a family member / other. One of my family friends was called by a scammer who informed him that his grandson was in a foreign country, lost his passport, and needed money to return to America. The scammer had the grandson’s full name, address, birth date, and mother’s maiden name. As such, since the grandfather knew his grandson was traveling, he believed the request and went to a Western Union station to wire transfer $3,000. Once a wire transfer is completed – there is no way to get the money back. Because the scammer was successful, he requested another $3,000 the next day. Fortunately, the Western Union representative stopped the grandfather the second time and alerted him to the possible scam.

Scammers may use spamming to phish by sending multiple unsolicited emails, often of a commercial nature. They know that eventually someone will give into their scheme.

Vishing

Vishing is voice solicitation, via phone calls. Often the caller will state that there is a problem with the responder’s bank or other account and request the password, PIN, and or user name. They may also request the responder’s birthdate, address, mother’s maiden name, bank account number, and more. The more information the scammer obtains – the easier it will be for him to hack the responder’s bank account, credit card account, and more. Sometimes these scammers are clever and say something like: “Your bank reported a breach to your bank account. I need you to verify the information I have on file. Please tell me your user name, address, mother’s maiden name, ….”

Unfortunately, after the responder provides this information, it is too late to learn that the caller never had the information. He was vishing for information.

How to Stay Safe & Prevent Social Engineering

• Verify the identity of the email or caller.
• If an email looks suspicious – call the person who sent the email.
• Do not click on links or follow commands from unsolicited emails.
• Do not participate in telephone surveys.
• Do use caller ID to document any incoming phone numbers.
• Do delete unsolicited texts.
• Always request the caller’s name, title/position, and company.
• If an email seems legitimate – never click the link – instead – go the web browser and log into your account directly from the company’s website.
• If you receive emails from a friend/college that seem suspicious – do alert them to the phish.
• Do delete emails with unknown or unexpected sources.
• Do not open unsolicited attachments.
• Do check your bank accounts and credit card accounts often to identify any rogue charges or debits.

Usernames, Passwords & Pins

Maintaining passwords is challenging. You can use the Google or other computer password saver function – or you can maintain a hard copy of passwords. Some passwords must be changed at specific intervals – annually, every six months, or less.

Simple passwords that use Personally Identifiable Information can often be hacked. For example, if your birthday is March 6, 1980, and you use your birthday as a password: 03061980 or March61980 – it is much easier for a computer hacker to crack your password. Since passwords are often troubling to remember – as they are a requirement for so many accounts, a passphrase is easier to remember and harder to crack. Long passwords are recommended – and passphrases are longer. Examples include:

Summertime2121$$

This passphrase can be changed as needed when the password is required to be changed.

Falltime2121$$

Wintertime2121$$

Springtime2121$$

Using alphanumeric and phrase associations can strengthen passwords:

SummerTime2121$$

SuMMerTime2121$$

SuMmerT!me2121$@

By using these formats, you can easily change the password when needed/required in a rotating manner.

I know many people who have been scammed – they have lost money, had bank accounts drained, sent gift cards worth thousands of dollars, and more. These are educated, smart, intelligent people who simply were scammed.

Be aware – be vigilant. Fight back against these hackers.

Best wishes for a most prosperous and Happy New Year!!! – Diane

Certainly, 2021 proved to be challenging for everyone across the globe due to the COVID-19 pandemic. Even Santa’s operations were affected at the North Pole. Santa’s various production facilities were impacted, as the toy making, gift wrapping, cookie baking, review of the Naughty & Nice list, and other operations were required to remain ongoing, and each operation required close coordination from the Elves. Social distancing was nearly impossible.

To manage the virus at the North Pole, Santa asked my coaching guidance. We included the Grinch, who was hired permanently as the Chief Motivational Officer (CMO) overseeing the mental and emotional wellbeing of thousands of Elves, and Cirdan who was hired in 2020 as the North Pole’s epidemiologist to manage the initial COVID-19 outbreak requirements and who was previously the Flying Reindeer Head Veterinarian (FRHV) at the North Pole.

Together, we determined that a good approach to containing the virus was to form small team working groups within the production facilities. These groups would be required to work within enclosed areas with dividers to help prevent the contagiousness of the virus and its variants. To accomplish this requirement, we decided to promote Elves interested in leadership roles to Team Leads.

Since Santa had not created Team Lead roles in the past – rather he had oversight Director roles for his various departments: Flying Reindeer; Toy Making; Gift Wrapping; Tinsel; Cookie Baking; Naughty & Nice List; Global Transportation; Gift Delivery; Mall Santa’s, Maintenance; Engineering; and others, we needed to define the Team Lead roles and provide career coaching to promote these new positions and the associated promotions.

The Position Description

To begin, I defined the roles and responsibilities of the Team Lead position and then drafted the Team Lead Position Description:

JOB VACANCY ANNOUNCEMENT / POSITION DESCRIPTION

Reference Code: Toy Train

Job Title: Team Lead

Location: North Pole

Position Description:

• Report directly to Santa and the Grinch (CMO)
• Lead by example and possess the energy and enthusiasm to match Santa’s excitement
• Knowledge about the various Departments at the North Pole
• Bring forth exciting concepts, themes, ideas and provide everything your team may need to ensure full production
• Team Leads reinforce exceptional customer service behaviors delivered by the team through accountability, reinforcement, recognition, and praise
• Cultivate an “It can be done” attitude with your team when it comes to overcoming challenges
• Lead a team in a dynamic and fast-paced demanding environment
• Adaptable and able to manage change daily through your team as toy delivery requirements change throughout the year
• Possess strong communication skills and the ability to build relationships with your staff
• Manage and plan the daily and weekly workload to deliver on goals
• Assist Santa with team onboarding and learning
• Continuously direct and coach team members
• Team Leads work a schedule that aligns with the toy delivery requirements on December 24 (including early morning, evening, overnight shifts, and weekends)
• Team Leads are responsible for creating an environment that promotes Elf engagement and retention

Qualifications:

• Ability to lead, encourage, and motivate a small project team to ensure on-time production and delivery of products
• Prepare performance evaluations
• Ability to manage schedules, onboarding, and retention
• Ability to counsel Elf team members
• Ability to multitask in a high-energy, fast-paced environment that includes Flying Reindeer, toy making, cooking baking, candy cane making, gift wrapping productions, and more
• Dependable and flexible to changes as we work our way through the pandemic
• Strong time management skills (organization, prioritization, multitasking)
• Ability to work independently and as part of a multidisciplinary team

Knowledge, Skills, and Abilities:

• Familiarity with Elves, Flying Reindeer, toy making, gift wrapping, top delivery, and remote location operations

Education:

• Bachelor’s Degree in Management or 8+ years of management / project management experience

Physical Requirements:

• Requred to lift, push and pull up to 25lbs daily
• Responsible for cleaning and maintenance of work group area
• Climbing ladders is required to re-stock and obtain stock
• Utilization of the helium system to fulfill some orders is required

Sweet Benefits, Perks & Stocking Options:

• ÷All expenses paid Santa’s sleigh ride to home of origin for 3-month R&R from January to March
• ÷Lodging and meals including Gingerbread dorm house, Candy Canes, and Mrs. Claus’ cookies and hot cocoa
• ÷Nightly display of colorful flickering lights dancing across the sky
• ÷Classes in Time Travel
• ÷Flying Reindeer Rides
• ÷Gym membership
• ÷One annual dental cleaning

We posted the position description in the Elves’ breakrooms and on the ‘Colorful Night’ website established for the Elves working at the North Pole. The initial position description included an announcement for any interested Elves to attend a career coaching session about Team Leadership led by me and the Grinch.

The Coaching Session

The Grinch and I prepared information and a Question & Answer session for those interested in the Team Lead position. We wanted to coach them and prepare them for these Team Lead roles and possible promotions. The Team Lead roles would include additional levels of responsibility that the Elves had not experienced before in their careers at the North Pole.

We began by explaining the position and the associated responsibilities. Some Elves left the session soon after listening to the new responsibilities. For the Elves that remained, we engaged them in several group coaching exercises. I asked them to complete a goals exercise, a values exercise, and a motivational factors exercise. I also presented each Elf with a career interest activity to help them determine where their interests were most prominent. Each Elf completed a DISC assessment, and the Grinch and I agreed to review the assessment reports at a subsequent session.

I explained that any results from the exercises that indicated a lack of leadership or dislike for managing other people might indicate that the Team Lead role might not be the best fit.

The Grinch and I then posed a series of questions and asked the Elves to write their answers. This would help them formulate their responses to understanding why they might want the Team Lead role and it would also prepare them for the interview process with Santa:

• Why do you want to be a Team Lead?
• What is your main area of expertise?
• Do you want to move from your current area of production to a different area? What would it be?
• What will happen if you become a Team Lead and do not like it or feel like you do not fit in the role?
• Are you a micromanager? Why or why not?
• How do you motivate others? Give an example.
• What does team player mean to you? Give an example.
• How do you resolve conflict? Give an example.
• What do you value most in a job? Give an example.
• What do you believe makes a successful leader? Give an example.
• What value can you bring to Santa’s operations by being a Team Lead? Give an example.

Following this session, we asked the Elves to provide a résumé or bio and include a letter of interest that answered the question: “Why do you want to be a Team Lead?”

After reviewing the résumés and bios, the Grinch and I provided a list to Santa with about 300 names of potential Team Leads. We then held socially-distanced / virtual group interviews of 20. The Grinch and I scored the 15-minute interviews while Santa asked the initial interview questions. We narrowed the candidates to 150 and Santa held 30-minute interviews with smaller groups of 10.

Together as a hiring panel, Santa, the Grinch, and I selected 100 Elves as Team Leads. We offered them the Team Lead positions, brought them into an onboarding orientation session, and set them to work with their new teams – working team that we formed on a staffing matrix to ensure social distancing and prevent the spread of the virus, while ensure full production of toys, gift wrapping, cookie backing, and other requirements.

During this time, I also worked with the Elf engineers to design a “spacesuit-like” outfit that Santa and the Grinch could wear when touring the production facilities to keep them safe from potential infection. I also was able to wear the suit when needed to hole coaching sessions with the new Team Leads as they integrated into their new positions.

The North Pole experienced very few cases of Covid, and the toy delivery production was set for an on time “GO” for December 24.

Happy Holidays!

Diane

Track my flight path this year with NORAD (North American Aero Space Defense Command) at:

http://www.noradsanta.org/

SANTA TWO

How am I flying?

Complement or Concern

Call: 1-800-NORTH-POLE

NPDOT

It is said that people do not leave companies – they leave bosses. If the boss / manager / leadership is difficult to work with, an employee will leave. If the boss is a micromanager, controlling, mean, disrespectful, or otherwise difficult, an employee will leave. It can break the employee’s spirit.

Before the employee leaves, his/her quality of work-life decreases, stress and anxiety increase, and his/her performance may decrease.

The loss of an employee is expensive. It costs the employer time in recruiting for, hiring, onboarding and training a new employee (lost production and the expense of having another employee spend time training the new employee); it is disruptive (it may cause the other employees to work more hours / harder to pick up the slack for the departed employee); it costs the employer money in unemployment expenses if required; and other associated costs.

Case Study

When I worked at a fast food chain restaurant in high school, I worked for a boss who was controlling and mean. She regularly degraded her team members, and she yelled a lot. No one liked her. One morning when I was taking an order at the cash register for a customer who was a regular, I asked her “Can I help you?” My boss was nearby and yelled in a most unkind, loud, and stern voice, “It is not ‘can I help you’ it is, ‘may I help you.’” My regular customer said, “No worries – you are fine. You know my order.” She tried to ease the pain; we were both embarrassed by the boss’ behavior.

I finished the order. I locked my register, went to the back, took off my apron, handed my name badge to the more senior manager, and resigned. He asked me why and I stated that I would no longer be treated disrespectfully by my boss. I had tolerated her degrading behavior for several months and I was no longer going to work in that type of environment. He asked me to please stay. I declined and left.

He arrived at my house later that afternoon to ask me to return. Knowing that I was a strong, positive employee with an excellent work ethic and an adaptive learner, he apologized for the boss’ behavior. He offered to put me on a different shift away from the boss. However, I was in school and the change in hours was not possible. He offered me a positive reference and I was able to pick up a shift at another restaurant with the same chain at a different location within a couple of days.

I heard that she was terminated shortly after I left. She received many complaints from team members and customers.

In another example, I worked for an organization that required me to receive 30 days of training across the country, and a Top Secret security clearance. This was expensive, it was worth $15K for the training and the clearance. I drove a company car and picked it up at the office each morning. My first boss was agreeable and a good trainer. He was encouraging and positive. He reviewed my work and reports and I received positive performance evaluations. After about a year, the teams were changed up and I would now be working for the boss that everyone hated. She was a micromanager and monitored my every movement. She wanted a daily briefing with me. She complained about my work and report writing. She gave me a lower rating on my first performance evaluation with her. This was the same pattern for the other employees on her team. We all commiserated together. I was miserable and stressed.

So after two months on her team, I brushed off my resume, and found a new job with a new employer. I left on good terms and my previous boss provided a very positive reference, since I worked for him the longest time. I knew if I stayed at this employment my performance rating would go down and I would be completely anxiety ridden.

I see this type of thing happen with my military and federal clients. I see their performance evaluations as I build their resumes. Some clients have stellar performance evaluations with high marks across their career – 10, 15, or even 18 years. And, then one extremely low mark. It tarnishes their future career years. It most often is a situation of a poor manager – not the client’s sudden / out of the normal inferior performance.

Coaching for When an Employee Hates the Boss

A healthy, positive work environment is important. It lends itself to a positive outlook on life and work-life balance. There is not much worse that bringing home stress from work to a spouse or family.

To coach a client who is experiencing the “I hate my boss syndrome” begin by employing the coaching competency: Query. Ask your client a number of questions to get to the root cause of the distress:

• What bothers you about your boss?
• Is the bother something that can be overcome (e.g., he wears outdated clothes to work; or he micromanagers your every movement)?
• Do other employees experience the same dislike?
• On a scale of 1 to 10 (1 being annoying to 10 being the most toxic) how toxic is your boss? At what level are you prepared to leave?
• Let’s be certain that is a problem with the boss. Is there a possible problem with your performance – are you on time to work, do you call in sick excessively, were you late on a project, did a customer complain against your service?
• Can you have an open transparent conversation with your boss and provide a solution from your perspective?
• Who can you discuss about the issue?

This might be a time to look at the employee’s career choices overall. The employee may need to explore other opportunities that may bring happiness in work and life:

• Do you like your career field?
• What would you be doing if you could select any profession / position in any field with no encumbrances?

These situations are extremely sensitive and confidential. As a career coach you may provide some suggestions for relief of the employee’s situation:

• Ask the employee to inquire if the company/agency has an ombudsman or mediation office. Military organizations may provide a Chaplain.
• Can the employee speak with Human Resources, or a Diversity and Inclusion office representative?
• Would it be appropriate for the employee to speak to the boss’s boss?
• Can you work virtually – and would that alleviate stress?

If the employee engages in one of the above activities, then she needs to allow some time to see if any proposed solutions work and if the boss makes changes.

Decision Time

If the boss does not change and the situation becomes intolerable, the employee will need to make a decision. As I state in the CPCC program, I do not make decisions for my clients – rather, I coach them to make decisions and define direction for an appropriate career path. At this juncture, I will guide my client to prepare a list of pros and cons of remaining at the current employer or leaving. If the employee elects to move on, he will need a new resume, career management action plan, and strategy for seeking a new job in a career field that makes him happy and brings satisfaction.

A perk of becoming a newly minted Certified Professional Career Coach is the press release. After completing and passing the testing portion of the CPCC program, the new CPCCs receive a press release to use to market their new credential and businesses.

Many of the new CPCCs ask me how to use the press release. The term “Press Release” almost seems old-fashioned. Yet, a press release is as applicable as it was 100 or more years ago.  The first press release was used by Ivy Lee in 1906 to provide information concerning a railroad accident.

According to Wikipedia, a press release is an official statement delivered to members of the news media for the purpose of providing information, creating an official statement, or making an announcement directed for public release.

A really strong press release does not necessarily mean a journalist will call you to write an article; however the content of the press release will become the article. A press release may assist a journalist in researching a topic. Certainly, to further the marketing campaign, it will be helpful if the journalist or Public Relations specialist calls for additional information – or perhaps to run a second article, or conduct a television or radio interview.

Credibility & Visibility

A press release is an effective and inexpensive marketing tool.  The purpose of a press release is to bring visibility to your career coaching business, experience, and skills. The press release may validate a new credential, degree, award, promotion, or other accomplishment (book author, article author, public speaker, or bring awareness of new products and services available to a community, or announcement of an event, and more).

As a business owner, your goal is to gain traction, market your business, and sell products and services. You can spend money marketing your company or you can spend time marketing your company.

If you work for a company, your press release will further validate your skills and experience and the value your company delivers to its clients.

A press release is a valuable tool for gaining exposure within your local and extended community.

Who Receives a Press Release?

As a journalist with a background in communications and public relations (PR) I have written scores of press releases over the years. Before the Internet – press releases were the key method of sharing information. The telephone was effective for sharing information, however the press release documented key pieces of information and ensured accuracy.

The telephone can cause discrepancies in spelling, names, locations, and other pieces of information due to simply mis-hearing or mis-interpreting what the caller said. A phone call produces notes – a press release provides accurate and correctly spelled information – and it provides a point of contact if clarification or additional information is needed.

To send a press release – think wide and deep – there are no holds barred:

• Post the press release on your website’s news feed. Further integrate the content onto the website for Search Engine Optimization (SEO) purposes.
• Integrate press release content in a current blog – and tie it to your social media accounts.
• Post the press release on your LinkedIn profile as a blog or activity.
• Send the press release to local media – television and radio. Many local television and radio stations like to interview locals. These stations and news outlets want news.
• Then, circulate the press release to national media – think big: Good Morning America, CNN, Fox, and Oprah Winfrey.
• Circulate the press release to local newspapers and other periodicals. Look for periodicals that cover local neighborhood happenings at the entry to grocery and retail stores. This includes the magazines focused on local events and information about your local city/area. This can often lead to quick responses and follow-on interviews.
• Use a snippet of the press release in your email signature line with a link to the full press release.
• If you work for a company – send a press release to your boss and the media / PR department. Let them know what you have accomplished.
• If you are a member of an association, send the press release to each association for which you are a member. Offer to write an article or blog for their newsletter or website.
• Send the press release to your alma mater. Universities want to know about the accomplishments of their graduates. They may publish your press release as an article in their newsletter. Offer to be a guest blogger, article writer, or speaker for the current students.
• If you attend a faith-based organization – send them a press release.
• If you are an expert in a specific topic, function, or population – send a press release to those organizations or target their trade publications. If you are an engineer, identify engineering associations, companies, and other groups (perhaps on LinkedIn) and send them each a press release. If you specialize in military – send a press release to local military bases. Offer to become an expert blogger or Q&A expert on their website for the organizations you approach.

To send a press release, look at the target organization’s website and see if there is a media room, link to send a press release, or look for the Editor-in-Chief. If it is a large publication, they may list multiple editors based on topic. If you are not sure, call or email first and inquire for the best person to send the press release.

The Return on Investment

For minimal effort with high return on investment and high impact marketing with no cost if you write and circulate the press release yourself, you can potentially have an article written from your press release, receive a call for an interview for radio or television, be invited to speak at an event, be invited to write an article or articles, be chronicled in a magazine or other periodicals, be invited to be a guest blogger or expert for an industry site, be invited to be interviewed on a podcast, be highlighted in your university’s newsletter, and much more. Your SEO may increase because Google likes content.

If you are time constrained and want to hire a company to write and circulate your press releases, that is available. Check the Internet for such companies and ask for references.

The possibilities are endless.

It appears that just about every company out there is hiring. Carl’s Jr., Arby’s, McDonalds, Panda Express, Sizzlers, the car wash, the retail shops at the mall, restaurants everywhere; there are signs on the street that say “Hiring” – and I can’t even tell for what company. The gas station is hiring, the grocery store is hiring, the lumber company is hiring, U-Haul is hiring (and providing a $100 sign-on bonus), Uber Eats is hiring, Ulta is hiring, the school district is hiring bus drivers, the Balboa ferry in Newport Beach, California is hiring Captains, and so many more.

Most of these positions begin at $13 per hour and go up to $17 and more per hour starting pay.

I receive emails daily with opportunities for job openings – including from LinkedIn, Indeed, USAJOBS.GOV, iHire, and others.

These openings range from career coaches to trainers to curriculum developers to project managers.

The federal government is hiring, and States and counties are hiring. There are 4094 jobs available on USAJOBS.GOV – with just the keyword “Manager.”

And – on the flip side, we cannot buy a car. There are no cars available in the type we are seeking to purchase, and the prices have gone sky high. I was in Kohls this past week – and the store was half empty. Where racks are normally placed – it was thinned out. Some areas were just empty. I have seen this in other stores as well. The Boar’s Head lunch meats we like to eat – not available.

Cargo ships sit in droves outside the Long Beach, California harbor area – unable to dock and unload due to a shortage of labor.

Toilet paper is available everywhere I have seen.

One of the signs I see on the entrance door to companies that are short of staff says, “Please be kind to our staff – they are the only ones that showed up for work today.”

One restaurant we went to – it took two and a half hours for us to receive our food.

We have been told several times – that take out was not available due to the vast number of orders already in the que.

Times have changed.

The Age-Old Conundrum

One of curious things about the everyone is hiring situation is that even though everyone is hiring, they are still interested in hiring people with experience. I spoke with the manager of the Albertsons grocery store. He was hiring for stockers, cashiers, deli and bakery associates, and others. He told me he wanted to hire people with experience, he would further train them, and he wanted to hire people with a goal of longer-term employment. So, even for example, when my daughter applied for jobs this past summer, she was turned down, due to ‘no experience’.

She applied to 20 or more positions – all to be turned down – for two reasons, no experience and college student – they wanted her to be able to work any hours they wanted from her.

My daughter’s bestie who lives with me, just completed esthetician school. It cost her about $10,000 and nine months of time. She has applied at scores of salons and spas only to be turned down, because the managers want to hire someone with experience. So, rather than train her they would still rather be shorted-staffed and wait for someone with experience. It is tough out there.

I remember applying for jobs after college – receiving a BS in Journalism. I received 27 “Thank you for interviewing with us …however, we have decided to select someone with more experience…” letters … before I finally landed a job – that included upfront training.

We are also in a conundrum with those that would prefer to not work and rather continue to accept unemployment benefits. I know several people in this category. They are enjoying being unemployed. They are burned out on their previous jobs. They want to find something new when they do return to work.

When I was in Hawaii in June, the few workers at some of the events we were lucky enough to engage in, were begging for employees. The zipline guys asked my daughter if she wanted a job – they would hire her on the spot. The problem was, she does not live in Hawaii.

Career Coaching

So, what does this mean for career coaches? How can we help our clients who are either less experienced or not ready to return to the workforce yet?

• I coach them to be prepared. Even if they decide to take an extended leave and remain on unemployment, they need to keep their resume updated and fresh. If they are making a career transition – the resume needs to focus on the transferable skills.
• Even if they are not actively engaged in job search, they may consider refreshing their interviewing skills. They need to ensure their computer equipment is current and ready for virtual interviews.
• To network and stay visible, they should engage in networking on LinkedIn and other social media or in person if able. They can join an association or forum specific to their functional area of expertise.
• Research. They can target job boards that meet their functional needs, and target people with whom to network and conduct informational interviews.
• If they are considering a career change, they need to research and complete new credentials or education. They also need to get some type of experience in the new career field, even if just volunteer – this shows determination. For example, my daughter’s bestie – she took a position with a company that does a different type of facial than what she learned in school. It will be very part-time, and she will keep her food service position until she gains the experience she needs in skin care – and the transition to the type of work/salon she is targeting longer term.
• All job seekers need to keep an up-to-date career management action plan. It needs to be updated based on their plans for seeking new employment, reintegrating into the job market, and longer-term career plans – tied to salary/income and benefits. They need to consider things like:

• Do they want to only work from home/virtual and not return to a place of business?
• Do they want to work from a place of business and not virtually?
• Do they want to work in the same career field as before?
• Do they need nee credentials or education?
• Do they need a different salary structure?
• Do they have accountability partners?
• Have they developed a budget – especially if unemployed?
• What are their long-term / dream goals?
• What are their passions?
• What do they know will burn them out?
• And so much more.

You have heard me say it before – people plan to purchase a hose, a car, a dog, or refrigerator. So too should people prepare a career management action plan, update it, revise it, refine it, adjust it, and be as prepared as possible to engage in a job search if needed or desired.

 

**I am writing this piece to job seekers.

**In purple are my comments to career coaches.

Selecting and vetting a career coach is a lot like selecting a doctor for yourself or pediatrician for your child, a therapist, faith-based practitioner, accountant/financial advisor, or other trusted advisor in your life. You may work with a career coach for a few weeks, months, or long-term – for many years. (Many of my career coaching clients work with me / stay with me for 20+ years. They return when they are ready for a promotion or when they are ready for a career change. Some contact me to check in and let me know where they are at in their career trajectory.)

You will want to select a career coach that you can trust; someone that you believe will work for your best interest, encourage you, build your confidence, and hold you accountable. You need to be comfortable with your career coach. Positive chemistry is critical for success in the career coach-client relationship. Working with a career coach can be a powerful tool for developing leaders, improving communication, and determining career direction.

Collaborating with a career coach can be of great value in your career path. A career coach will coach you in determining career direction, setting and getting to goals, and preparing a career management action plan that may include career marketing tools.

To make career coaching work best, you will want to be fully honest and transparent with your career coach. Withholding information from a career coach can be detrimental, e.g., if you have been fired or laid off from a position, if you are grappling with digital dirt on social media, if you are struggling with family or work-life balance, if you received a recent poor performance rating, if you hate your boss, or other work condition issues. These situations, if not revealed to your career coach, may cause you to lose out on job opportunities. If the career coach is privy to these situations, then she can work with you to overcome them, write scripts to prepare for interviewing and networking questions, and more. She may have a tool to check references in advance of interviews – to see where you stand with certain companies or people.

Also, you will need to feel comfortable enough to disclose personal information, like your current salary and desired salary, age, and work-life situations that are driving your decision to make you secure a career coach, e.g., you need to move across country to care for elderly parents, be near your adult children, or find a new job that does not require you to commute. You will also want to share salary offer packages with your coach to prepare for salary negotiations.

A career coach is not a therapist or counselor, and if he determines that you are in need of a therapist, he will advise as such. He can listen to family/life circumstances, but if the family/life circumstances become overwhelming to the coach-client relationship or stalls the job search, the career coach may need to recommend medical treatment separate from career coaching.

Career Coaching Services

When vetting a career coach, consider the myriad services an experienced career coach can offer that may include:

• Determining career trajectory and defining career objectives
• Making career path decisions
• Designing a career management action plan
• Editing, writing, and / or providing guidance to develop a value-laden resume, covering letters, social media profiles, and other written career management documents
• Practical advice for gaining traction with your resume and cover letter
• Developing accomplishment stories – for the resume, social media profiles, and networking
• Developing the elevator pitch (infomercial)
• Conducting informational interviews
• Ideas and research for exploring professional and vocational options
• Coaching for salary negotiations
• Confidence-building and encouragement
• Preparing for an interview
• Relationship building and networking tips
• Navigating job boards
• Recovering from “rejection letters” and setbacks (lay-off, change in work hours, benefits, and more)
• Earning a promotion
• Preparing for retirement
• Learning communication skills (to communicate with leadership, direct boss, subordinates, to develop presentation skills, communicate in interviews, and more)
• Developing leadership skills
• Budgeting and finances, paying off debts
• Business development and planning for entrepreneurs (budgeting, goals, business requirements)
• Career Succession Planning

All or any of these services tied together should propel your job search forward.

Some career coaches will write the client’s resume and career marketing tools; others will provide assessment tools and develop a career management plan. Each career coach provides different services and products. Most are adept in job search strategies and guiding a client to make career management decisions.

Vet the Career Coach

Every career coach’s approach and focus are unique, which is why a job seeker needs to review their qualifications and background before enlisting their service – to determine a good-fit relationship.

To determine if a coach is right for you, you will want to ask the career coach several questions:

• What can you do for me?
• What type of services do you offer?
• Have you coached clients in my function / industry / stage in career (legal, medical, engineering, military, non-profit, recent college graduate, executive, mid-career, mom returning to work and so forth)?
• Is it necessary to have coached clients in my profession/industry/stage in career? (Speaking the language of the career seeker often seals the deal – they often will feel much more comfortable working with a career coach who specializes in a specific population. However, I tell my potential employees – that it is not necessary to work with a coach who has a background in xxx profession. The goal is for the career coach to move the client to the next stage no matter the industry or discipline. However, the more niched you are as a career coach, the more work you will receive, as you can market yourself as the expert in a specific industry / discipline.)
• What career coaching credentials do you hold?
• How do you define success?
• Will you push me outside of my comfort zone? How will you push me outside of my comfort zone?
• How will you advise me / coach me if you think I am wrong?
• Why should I select you as my career coach? (I sometimes refer potential clients to other career coaches. I prefer not to coach college graduates and attorneys typically. Making a referral to a different coach, creates great trust in you – as the client believes you have their best interest at heart – and they often send me a referral for a new client at a different time.)
• Will you write my resume and LinkedIn profile, or will you only edit/review my resume?
• How long have you been in business?
• Do you offer assessment tools? Which ones? How will they help me?
• How will you hold me accountable in my career search?
• What will be required of me when working with you?
• How will you know if I am the right fit client for you? Or not?
• What is your career coaching program / process?
• How long will we work together?
• How / why did you become a career coach?
• How do you connect with your clients? (In-person, email, virtual platform?)
• Do you offer references?
• What is your fee structure? Do you have flexible plans?

Invest in Your Career

Career Coaching is an investment in your career. Working with a career coach is a professional development exercise. Your goals should be to clarify your job search and career situation, sharpen your career management skills and tools including social media profiles and social media use, resume and career marketing tools, interviewing, succession planning, and much more; develop new perspectives to set and get to goals, pinpoint direction and create career management solutions; discern professional and personal identify; and gain a competitive edge ahead of hundreds of other applicants for the same position.

You should be comfortable with your coach to discuss concerns and setbacks; laugh a lot; cry a little; share wins and special events/situations; and debate situations – like salary negotiations. If you are determined, your career coach can be a strong advocate as you develop your career management action plan.

Doubling the Salary

When a client tells me that he wants to make a six-figure salary, I mark it as a target goal on his coaching file. I also ask him to tell me what he is making at his current salary.

If he says that his current salary is $52,000 a year, then I know that he is making $25 an hour. And, I know that he is asking me to help him increase his salary by nearly double.

A $100,000 salary per year, is $48.07 per hour based on a 40-hour work week at 52 weeks per year.

In this scenario, I will have to work with my client to determine his industry, skills, education, credentials, and figure out if they are transferable into a salary worth nearly double his current salary.

Military Scenario

Many of my military clients make a base salary and receive additional pay for benefits that include housing, food, clothing, hazard pay, deployed pay benefits, and others.

If the base pay is $45,000 per year ($21.63 an hour) and the additional benefits equal $30,000 per year, the military person is receiving $75,000 per year. Some of the benefits are not taxed, so the paycheck is generous. However, there is a glitch; when the military person leaves the military, they expect at least $75,000 in annual salary. Yet, industry may only be paying $55,000 per year for the same job/skill sets. Industry does not typically compensate for housing and other benefits.

Thus, I have to coach my military clients to prepare and manage a budget before they leave the military. If the client is retiring he/she will receive some sort of military retirement check, which may help compensate. If the military person is not retiring, he/she will not receive such benefits.

Also, we spend much time engaged in networking and organizing a career management plan to ensure we look for any possibility to land a position that pays higher to start.

Managing Expectations

Occasionally, I coach a college graduate. For example, a new graduate with a degree in nursing, has $150,000 in student loans after four years of school, and she expects to land a job starting at $100,000 or more.

A Registered Nurse in South Dakota, according to nurse.com, will make about $59,540 per year ($28.63 per hour); and an RN in Hawaii makes an average salary of $104,060 ($50.03 an hour); and an RN in California makes the most of the U.S. states at an average annual salary of $113,240 ($54.44 an hour). The other states range between South Dakota and California.

If my client wants the $100,000 salary, then I will work with her to seek employment in the higher paying states. She will have to relocate.  She will also pay higher taxes, housing, grocery, and gas costs in the higher paying states.

I may also coach her to consider a travel nurse position, to help her boost her pay, gain hands-on experience (sometimes in inner cities or other challenging assignments initially) to gain unique experiences. After she has gained hands-on experience, she will be more valuable with varied skill sets and she will be able to command the higher salaries. If she lives small and focuses on paying off her student loans, after about two to three years, she can choose where she wants to work.

I am a huge advocate for being debt-free and I will coach a person with student loans to get out of debt. I will work with them to develop a budget, focus on paying off the smaller loans first, then rolling the payments into the larger loans, until they are all paid off. I encourage them to take side jobs and live small for the time it takes to pay off the loans. I encourage them, by crunching the numbers on paper, to not take on additional student loans for graduate degrees until the current loans are paid off.

For example, if the client has $150,000 in student loans at 6% interest, over 10 years, she will pay about $77,000 in interest. So, the loan is really $227,000 in total. Student loan interest rates are extraordinarily high.

Career Coaches Building Businesses

When I am coaching coaches to build businesses – I often work with them to build a budget, crunch the numbers, determine hourly rates, determine how much money they need to stay afloat and thrive, and price services and products.

You have heard me say before – you have to pay yourself for “face time” with clients, and, the back-end work. If you fill your calendar with 40 hours of face time – there are an additional 40 to 80 hours or more of back-end work for each week (writing the resumes and LinkedIn profiles, editing, preparing progress reports, reviewing assessments, and much more). And this does not include the work required to manage your business – marketing, website content, consultations with potential clients, writing articles/blogs, bookkeeping, website maintenance, and more.

Simple Numbers

Sometimes a coach will tell me that he is charging $150 per hour, but not making a six-figure income. $150 per hour equates to $312,000 per year.

If a coach wants to make $100,000 per year, then he needs to charge at least $48 per hour. So, a coaching package that costs $500 and includes a resume, 1-hour interview prep, and career management action plan – equates to 10.4 hours of work.

The coach will need to sell 200 of the $500 packages to make $100,000.

There are 40 hours in a work week and 52 working weeks a year for a total of 2080 work hours in a year.  Thus, the coach will need to work a full-time 40/hours a week work week for 52 weeks to manage the 200 $500 packages.

Options include:

• Sell the package for $800; meaning the coach only needs to sell 125 packages a year to make the same income – only working 1300 hours instead of 2040 hours across the year (25 hours a week).
• Sell the package for $800 and still sell 200 packages a year – working 40 hours a week – with an income of $160,000 per year.

It is particularly important to determine if you can manage, prepare, complete, and deliver the services and products included in a package. If you are working 20 hours to complete the package instead of 10.4 hours, then you are in fact making about $24 an hour.

**Case in fact: A coach decided to use a coupon and offered an extremely low cost resume online to get new clients and market her business – only to get inundated with new clients who paid via the online portal. The large number of clients the ad attracted caused the coach to hire contractors to help manage the workload and complete the products, and in the end the coach lost money. She made zero income and went into debt.

**It makes wise sense to write business plans, desired income, numbers, hours, and goals against the cost of products and services. 

Summary

Money, income, and budgeting is a very real component of career coaching. It affects work-life balance, relationships, debt ratios, and work satisfaction. An underpaid employee may burn out in a job quickly and feel taken advantage of by the employer.

If we help our clients be realistic and learn to actually crunch the numbers where they can be seen on paper, it makes the decision making process better.

If people just talk numbers – the reality does not necessarily gel. Job seekers must be realistic when seeking positions and industries; they must do the research to determine potential salaries.  If clients are willing to relocate for a position, they have a better chance of obtaining a higher salary in many cases. These are all decisions that need to be made during the career management coaching process and development of a career management action plan.

I appreciate my clients. During my career, I have had the opportunity to work with so many varied clients engaged in different professions and functions. I learn a lot and I learn about things I never knew about. I have traversed the United States, Puerto Rico, Korea, Japan, and Europe to train job seekers and career coaches on career management techniques. I have driven thousands of miles and flown 750K flight miles in the past five years training on military bases, government installations, and companies. I especially enjoy meeting my clients in person. Here some of the stories:

NASA

• I am currently providing interview coaching for an astronaut candidate. I wrote his résumé in 2016 for the astronaut program. He was selected for a 15-minute interview from a stack of 18,000 applications. In 2020 I updated the résumé for the next astronaut candidate application iteration. He was selected from a stack of 12,000 applications for the interview process. He will engage in four days of interviews, physical and psychological examinations, aptitude and competency assessments, social interactions, and more. He will be observed and scored on his actions, responses, and personality. The fun thing is – when he sent me an email saying he had been selected for the interview process – and I congratulated him – he said, “No – congratulations to you Diane! for writing my résumé and coaching me this far into the selection process for the astronaut candidate program.” That was a nice compliment!

   

  Now we are working on mock interviewing, coaching for social and meal activities / engagements, memory learning, dress for success, and overall preparation.  During our first interview practice session – he blanked, forgot what to say to even respond to “Tell me about yourself” and he just cracked up – and asked if we could start over. So, we have work to do. He is very accomplished, an expert in engineering and solar energy, and he owns and operates a business with more than 100 employees. Yet, being “put on the spot” made him uneasy. 

   

• Another of my clients is an executive in heliophysics and designed a space weather program for NASA. I admit, I did not know what heliophysics meant, so I had to look it up when I started his résumé project. It is pretty interesting that he creates space weather programs and studies the solar eruptions from the sun. His résumé is very interesting.

   

• In December 2019 – at one of my last in-person trainings – I trained a group of 20 NASA executives seeking Senior Executive Service (SES) positions – (one level down from presidential appointees) at NASA Armstrong Flight Research Center in California. I spent two days training them on how to develop leadership stories focused on the Office of Personnel Management’s 28 leadership competencies, résumé development, and behavior-based interviewing. They developed “Tell Me About Yourself” responses, and responses for “Why should we hire you?” “What is your greatest strength?” and “What is your greatest weakness.”

   

  It is not easy to write 10, one-page essays – they must be clear, witty, interesting, and targeted to the specific leadership competencies. Each one-page essay has to tell a very compelling story.

   

  I then spent another two months coaching them individually to fully develop their stories, identify leadership strengths and gaps, and complete their executive résumés.

   

• I use the example of “walking on the moon” as a top achievement for a résumé or interview. I always ask my clients to provide me with their “walk on the moon” story. She replied, “I have not walked on the moon – but I have been to the International Space Station seven times – does that count?”

   

  Department of Defense

• I have enjoyed working with my military and Department of Defense clients – The Navy Ship Yard in Washington, DC; Special Forces (Army); Southern Command in Miami (Army); The Air Force Reserve Command; the Department of the Air Force Europe and in the USA, and others. I often train and coach senior military officers (Colonels, Generals, Admirals, and more). They are so appreciative of my coaching – most want to know if they have what it will take to get a job outside the military. They want to know what value they have to offer an employer. It does not seem to matter how experienced of executive-level a person is – everyone needs confidence building and positivity in the career management campaign.

   

  When I trained at the Navy Ship Yard – the senior executive who sponsored the class (the class of 30 who were from across the globe – Hawaii, Japan, Norfolk, San Diego, and other places) addressed the session at the beginning and informed them that their résumés and application materials were so poor that the HR staff and hiring panels had to cancel announcements and reissue the announcements in the hopes of soliciting better written résumés. He told them to listen to my training carefully and learn from it.

   

• One of my clients is a Nobel prize winner and holds 40+ patents in engineering and technology. He is leading the digital modernization of the U.S. Navy.

   

• I have also trained leaders at the Defense Acquisition University.

   

  Other Agencies

   

• One of my favorite classes was with the Bureau of Reclamation – they operate and maintain the national Dam system / program. I trained them on developing compelling leadership stories, managing job applications, and behavior-based interviewing. They were very serious when they described such things as “I attended the Dam meeting with the Dam supervisors. The Dam supervisors decided to spend Dam money on the renovation …” It was everything I could do to keep a straight face that week!

   

• Since 2014, I coached 42 executives in three different leadership Candidate Development Programs for the Nuclear Regulatory Commission. These leadership development programs are about 18 months. Each candidate is put through the paces and rotated through various detail assignments to strengthen their leadership skills. These executives had remarkably interesting stories about nuclear power plants.

   

• Federal Emergency Management Agency (FEMA): I trained and personally coached a cohort of leaders from FEMA across 18 months. I trained them at meetings in New York City, University of Virginia Darden School of Business, and in their Headquarters office in Washington, DC. I worked with these senior leaders to identify their strengths and skill gaps, aligned with their leadership studies.

   

• I also taught another group of leaders at FEMA at the DC office. It was a group of 12 at a large conference table for two days of training. The senior executive joined the training mid-morning. He noticed that the participants were checking their emails and responding to texts on their cell phones. He made them close their laptops and place their cell phones in the center of the table for the duration of the class. Interesting – they were adults.

   

• I trained Native Americans in Page Arizona alongside the National Park Service. These job seekers had worked at the Salt River Navajo Power Generating Station situated on the Navajo Reservation in Arizona for years, which was closing, and now needed a class in résumé development, federal résumé writing, interview coaching, and career management.

   

  USDA / FSIS (Food Safety Inspection Service): I have trained and coached more than 1,000 FSIS employees across the country who work in our meat processing plants. The trainings were scheduled at local universities – so I have been to a number of very historical universities and colleges. I train these personnel in computer labs, so they can write their résumés, learn to navigate LinkedIn, USAJOBS.GOV, job boards, and other career management services (O*Net, Department of Labor). I train them in résumé writing, behavior-based interviewing, and career management.

   

  Wounded Warriors

• While teaching Wounded Warriors at the San Diego Naval Hospital in California, one of my students answered the question: “What was your greatest achievement?” He replied, “I learned how to walk again – after losing both legs.” I then asked him how that achievement would be valuable to an employer. I continued to ask him questions, as I wrote his résumé in class on the screen for all to see. I received a giant bear hug from the class at the end of the day.

   

• At the Marine Base at Camp Pendleton, I was teaching career management, résumé writing, and federal résumés to a different group of Wounded Warriors, who were engaged in rehabilitation exercises. I had the amazing privilege of being ‘friended’ by a military service dog – Apache. Service dogs are not “pets”, and they are not to be approached or petted. The Marine students in my class informed me as class started that Apache would be sitting by his desk during our two days of training and he requested that I did not approach the dog. However, at the end of lunch on the second day, this Marine said to his dog, “Friend.” Apache left his master’s side and sat next to my leg. I was then allowed to pet Apache. What a great honor and treat!

   

• During a different class at the Naval Hospital in San Diego, I was teaching full-day sessions for another group of Wounded Warriors on career management, résumé writing, behavior-based interviewing, and federal résumés. I noticed that the class members were asking different questions – however, I could tell that they were uncomfortable – they were not coming right out and asking the questions for which they wanted answers. We took a mid-morning break – and I realized I was working with a room full of snipers. They were all special forces in some capacity. So, I pulled my personal résumé files up, found my “sniper” résumé and put it on the screen. We were then able to engage in transparent conversion and I was able to answer their questions. By the way – the “sniper” résumé that I wrote and used as a sample, was also translated to Hebrew for that client. Most of these experts take on positions in protective services and high-level security.

   

  Real-life Résumé Funnies

  I will leave you on this note – and oh, there are sooo many more over the years.

• One of my clients thinks he may have, but can’t remember, sold adoral in the dorms in college – and he wanted to know if that would impact his ability to obtain a Federal Government Top Secret security clearance and work for the FBI. Hummm. I wonder.

   

• One of my client’s résumé’s stated that he was a “stalker” at his job at the grocery market. Goodness!

Summary

The above client scenarios are just a small sampling of the opportunities I have had and the clients I have meet and coached during my career. I have written résumés and provided career coaching for doctors, lawyers, chefs, scientists, patient risk-management executives, college students, those seeking shelter at the local emergency shelter, veterinarians, information technology specialists, logistics specialists, and so many other professions.

No matter the client – no matter the job level, industry, or function – they all need a professional résumé and coaching in career management, job search, leveraging social media to manage a job search, interviewing, onboarding, salary negotiations, confidence, and more. As the mechanics of job search evolves, we will add to that array of services.

I appreciate learning from my clients – and coaching them to career success.

The Federal government employs about 2.7 million people – the largest employer in the United States, after Walmart, which employs about 1.5 million people. Approximately 150 million people are employed in the USA in 2021 according to the Department of Labor.

The landscape of jobs has shifted since the COVID-19 pandemic with jobs in certain sectors being curtailed – like food service, events (concerts, conventions, amusement parks, hotels, car rentals, airlines, and others).

Those jobs that remined included the Federal government, shipping (Amazon, UPS), Walmart, Home Depot, grocery stores, some manufacturing, and others. The housing market skyrocketed in some areas; personal recreational industries boomed (motor homes, boats, jet skis, and decking and swimming pool builders).

PARW/CC receives scores of calls each month asking about Federal resumes. These callers want to know if there is a Federal resume certification or training that they can complete to learn how to write a Federal resume or if there is a Federal resume expert – or identified Federal resume writers in the association. Many of these requests come to my attention, as I specialize in Federal resume writing and Federal resume career coaching. It is a subset of resume writing and career coaching, like being able to write for executives, English as a Second Language, college graduates, MBAs, military transitions, or other specific populations. 

Different Type of Resume

The Federal is different from the traditional industry-style resume. The reason that it is different is because it is scored. The resume is written in such a way and scored in such a way as to prevent bias. Federal resumes are to be scored based on fairness.

For Department of Defense (DoD) contractors, they often must go through a similar scoring process as the Federal government. They must be able to document why a candidate was selected ahead of another equally qualified candidate.

Industry-style resumes are read and a determination as to whether a candidate is qualified for a position can be based on the reader’s decision in many cases. In industry, a referral can recommend someone for an open position – and if the hiring official agrees, the person can be hired.

Interested in Writing Federal Resumes?

If you are interested in writing Federal resumes, this article will provide some general information and explain the hiring process, usajobs.gov, and the Federally formatted resume – as I call it.

Why Does it Take so Long to Hire?

Federal announcements include competencies, duties, Knowledge, Skills and Abilities (KSAs), and other requirements, e.g., education, credentials, and clearances, for example. Some of these position descriptions – are Purple Squirrel-like – they want the candidate to be near perfect with myriad skill sets (Unicorn). The expectations are often too high. And, to state on a Federal announcement that a GS-7 (General Schedule 07 – entry level) needs a master’s degree or PhD is very intimidating for a candidate (however, it possible that the candidate did not read the entire announcement – or look for the “ands” and “or’s”. Federal announcements have many ands/or’s – meaning if an applicant does not read the announcement very carefully – a candidate may miss an opportunity. An announcement may say: Educational requirement: Master’s Degree / or / two years of experience and 24 credit hours; / or / four years of experience and no education).  

Because a computer scores the self-assessment questionnaires in many cases, hiring managers often receive a list of candidates that are not qualified or do not meet the requirements for the position (thus, the reason that the resume needs to be a near-perfect-match with the job vacancy description). Hiring authorities receive resumes for a nurse when the job title is for an engineer.

Hiring Authorities

Hiring authorities / preferences can control the hiring process. In many cases, Veterans and disabled will go to the top of the resume pile. Candidates for Federal positions need to be persistent, resilient, and patient. They can get in eventually, however, it may take time.

Top Shoop, editor of “Government Executive” magazine in 2015 stated that “the American political and governance structure was created to be inefficient. The checks and balances from the Founding Fathers were meant to ensure that it was never too easy to do anything in government … which means the Federal personnel system will never be as efficient as world-class private sector systems.”

Why is the Federal Resume so Long?

Federal resumes are about five pages long on an average. Industry-style resumes are about one to two pages long.

A Federal resume needs to include enough information for the computer, human resources specialist, and / or hiring manager / panel to score the resume and make a hiring decision. A Federally formatted resume, ready for copy and paste from a Word document into a usajobs builder resume, is required to include such information as the full address for each employer; a supervisor’s name and phone number / contact information – or indicate that the supervisor may not be contacted for each employer; full dates for each employer with months and years; salary for each employer; a full duty description and specific accomplishments stories. The resume also needs to include education including school, major, date of graduation, credit hours, and GPA; relevant credentials, security clearance, job related training, presentations, publications, patents, and other KSAs that are relevant to the position.

Each job block within the usajobs resume builder holds 5,000 characters – or about three-quarters of a page of writing. The accomplishments stories for each job needs to validate and bring value to the target position.

All this information combined equates to a longer resume. Some announcements specify a page length for the Federal resume; others do not specify a page length. I prepare for my clients, a master Federal resume – that is more than five pages and pare it down at five pages, so that we are prepared for both types of applications.

The Federal resume should not contain any information that will cause bias, as such, the Federal job vacancy announcements often state, do not submit a photograph or any additional information like awards, evaluations, or other written documents unless requested.

How to Build a Federal Resume

Gosh, at a PARW/CC conference in Las Vegas – a long time ago – 2003, I delivered a presentation on career coaching. Part of career coaching is asking clients the right questions to draw responses to help them develop their resumes, LinkedIn profiles, develop responses for interviews and networking, and make “Ah HA” decisions.  One of my techniques is to ask my clients to list the “hats” they wear to work each day. At this conference, I brought a stack of hats – baseball hats, cowboy hats, and teatime hats. As I moved through my presentation – I changed the hats.

As a career coach and business owner I wear a lot of hats:

• Resume writer
• Career coach
• Book Author
• Presenter
• Trainer
• Article author
• CPCC Director
• Web content developer
• Bookkeeper
• So much more!

I use these hats with my clients to build their Federal resumes. For example, I develop several short topical duties paragraphs based on their hats, and then I validate the duties with accomplishments:

CPCC DIRECTOR: Developed and wrote the CPCC curriculum of 600+ pages and resources, wrote the scripts and taped six hours of video, and marketed the CPCC program. Speak with individual CPCC students, grade the CPCC tests, and certify that CPCC requirements are completed.

Accomplishment

• Grew the CPCC program to 1,700 participants globally.

  BOOK AUTHOR: Composed the content for the “The Senior Executive Service Application” with co-author. Developed case studies and drafted complete chapters. Worked with the co-author, publisher, and editors through myriad iterations across nine months.

  Accomplishments

• Published the “The New Senior Executive Service Application” in 2011 with an update, second edition in 2015. Sold 10,000 copies on the first run.
• Train the curriculum at military bases with general officers and admirals across the USA and in Europe, and at government agencies across the nation.

I used the hats for the short topical duty paragraphs; and the accomplishments to validate the duties.

USAJOBS.GOV

To learn about usajobs.gov – open an account and look at the tutorials. Explore the job vacancy announcements – read them in their entirety – and highlight key competencies and KSAs to identify themes – to be used as keywords / “hats” as you develop the resume. Prepare a resume in usajobs – just to see the requirements. Use the format above for resume content.

By going through this process – you will be prepared to answer questions for clients that may be interested in pursuing Federal jobs. The Federal government is always hiring in some capacity. The Federal government offers excellent health benefits, retirements, and other perks.

CAREER CAPSTONE

The Merriam Webster Dictionary says CAPSTONE means “the high point / the highest point or part / crowning achievement,” e.g., “her election as the state's first woman governor was a capstone of a long political career.”

The Cambridge Dictionary says CAPSTONE is the stone at the top of a wall or building. It represents someone's greatestachievement or the greatestpart of something.

Definitions.net describes CAPSTONE as ‘a finishing touch’.

For education, CAPSTONE, is usually referred to as a capstone course or project. The last class in a program of study, which represents a topmost achievement. It can include a paper, project, and/or test.

For the military, there is a transition assistance capstone for its Transition Assistance Program (TAP), which is designed to help service members successfully prepare to leave the military and head back into civilian life. The Capstone is a final check-in that ensures a military member completed all of the other steps to prepare to retire and have a plan in hand to meet the Department of Defense career readiness standards (CRS).

CAPSTONE JOBS

Many of my clients aspire to attain CAPSTONE career positions – the final position before they retire. This position is a culmination of 20 or 30 years of employment, leadership, experience, education, and credentials. As one progresses in their career, they gain experience in leadership competencies that position them for capstone jobs: leading people, driving results, administering budgets, building coalitions, communications, managing human capital, ensuring diversity and leading people, technical credibility in their areas of expertise (engineering, accounting, legal, medical, administration, logistics, contracting, banking, teaching, science, economics, astrophysics, and so forth), and more.

Most often this capstone position will fulfill the requirements for:

• The highest paying position in her career (for retirement purposes)
• The position description and purpose is utmost meaningful and important work – it is a positive fit and aligns with the candidate’s values and motivations
• It has rank or high level recognition and prestige
• It provides opportunities to learn or be engaged in new and complex work
• The position is an advancement
• It is with a company or organization of high interest
• It provides an opportunity to lead the next generation
• The position will be held for three to seven years
• It does not concede / sacrifice any of the above requirements

The Stepping Stones  –  Lessons from a Case Study

As a career coach, I am always interested in what drives my clients to select a new job / position. A recent client (Susan) informed me that she was ready to seek her capstone position  –  which included an immediate promotion into the next higher grade level in the federal government. Since she is a federal employee, we agreed it would be wise to gain retirement status, so that she can retain medical benefits long-term.

Most of her career was outside of the federal government. She has about 20 years outside of the federal government and nine years with the federal government; so she needs about 15 months in the federal government to reach retirement eligibility. As an educator of educators she has several degrees: PhD, MS, MA, MBA and BA, in addition to several certifications: Project Management Professional, M-TESOL (Teaching English to Speakers of Other Languages), Contracting Officer Representative (COR), and others. She also has a security clearance and sits on a Board of Directors for an association. The CV she sent me is 32 pages!

She, of course, wants her next position to be at the highest federal grade level (GS-15). So, she informed me that she was willing to take any GS-15 position that comes along to rise into the next level (she is currently a GS-14), as quickly as possible.

Her capstone goal is a Senior Executive Service (SES) position within the federal government (a cadre of about 7,000 and one level below presidential appointees), a presidential appointee position (which requires her to explain why she wants the position and how her qualifications can benefit the administration), or a high-level director position in industry.

When she contacted me, she had found three open announcements in the federal government for which she wanted to apply; however, she was discouraged, as she believed that her resume was too long and not focused. And, she was correct.

I explained that it was a better course of action to prepare to apply for jobs  –  take the proper time to research, develop a good fit resume, and target specific positions, rather than just applying to apply, and hoping she might get an interview. I explained that to attain her capstone position, she would need a Career Management Action Plan that detailed the step she would take to reach her capstone position.

Stepping into career coaching mode, I posed a number of questions to help Susan decide her next steps:

• What work is most purposeful and meaningful to you? Why?
• What is your greatest passion concerning the work you perform? Why?
• If you could have your dream position and there were no deterrents, what would it be?

Tother, we identified her passion for meaningful work: educating educators, working with minority and disadvantaged populations and those with English as a second language, and working in international environments.

By brainstorming together, we identified her ultimate goal: A working director position, chief administrator, chief learning officer, the management of education as a business, and leader of organizational development and global education programs. She is ultimately seeking a more entrepreneurial role, and would consider sitting on a Board of Directors or leading associations that met her definition of meaningful work. She is interested in obtaining a position with the Peace Corps, Defense Counterintelligence and Security Agency, Department of Education, Small Business Administration, and others.

By identifying her purpose, I then asked her:

• How will taking any position quickly, help you reach your capstone position?

I explained to her that as a recruiter, when reviewing a resume, I look for specific things:

• How many years of experience the candidate has directly related to the position
• Education, if required
• Gaps and blips

Most recruiters and hiring managers look for upward, linear career progression. If there is a gap of time or a tangent position, it should be explained on the resume and / or covering letter.

Her resume, being 32 pages, is not linear. She is currently in a program management position whereby she manages grant awards and contracts. This is not her capstone goal.

When I pointed that out, she replied, “Oh. Humm. I see. Maybe I need to be more strategic in selecting my next job to position myself for my capstone role.”

Thus, we set out to identify positions of interest that will help her step up into her target capstone role. Her long, jumbled 32-page resume will be condensed to a 5-page federally formatted resume focused on target positions and skill sets; and we will also develop a two-page industry style resume with an addendum. We will clean up and strengthen her LinkedIn profile.

She is beginning to understand the importance of being prepared to attain her capstone position, rather than applying haphazardly. By identifying her capstone goals and roles, we can carefully target her next level position and craft her career marketing documents to make a good fit for her capstone role.

If possible, we do not want to confuse the Applicant Tracking System, Human Resources, Recruiters, or Hiring Managers as they review her resume going forward. Susan wants to select a position now that will help her resume look linear.

We also identified some skill gaps that need to be filled: she has not directly supervised personnel since very early in her career and she does not directly manage budgets. So, this stepping stone position to help her reach her capstone goal will need to be a role that will provide her with supervisory and budgeting experience.

Because she has such a long career with a great deal of education, we will fashion a statement for her resumes, covering letters, and networking emails that explains her ultimate goal and why she took the path she did to reach her capstone position. This will be pithy, clear, short, interesting, and engaging (and will also serve as a response to some of the presidential appointee application requirements).

The Map

I have mapped her career goals and plans. The Action plan includes target and completion dates to meet the goals. Susan now has a much clearer plan ahead to reach and complete her capstone career position goals in the next one to 10 years.

One of the top questions I receive from Certified Professional Career Coach program participants is: “What assessment tool do you recommend that I use when I am coaching my clients?”

My answer is multipronged:

I use a number of assessment tools based on my client population. I use the assessments as a tool and the results of the assessment(s) to help me determine specific traits, strengths, weaknesses/gaps, communication style, management or leadership style, and sometimes golden nuggets, about my clients based on their job search priorities and focus.

Thus, I use different assessments for different clients as needed.

There are scores of assessment tools available. Some cost money, some are free, some require that you become certified in the tool to be able to issue the tool and score it. I contact assessment tool vendors and request a sample of their assessment – that is a great way to try different assessment tools and determine which one you might like the best for your client population / niche. Pre-Covid, I test drove assessments at industry conferences.

COMMUNICATION STYLE AND BEHAVIORAL ASSESSMENTS - DISC

When I coach a client who has no clue what he wants to be when he grows up, he has no direct goals, he is not even sure what he likes to do for a job, I will use the DISC assessment.

The DISC assessment helps with career direction; it allows you to understand your client’s voice, behaviors, and communication style(s). It is very helpful when we understand another’s communication style – we can speak in their voice and “connect.” I encourage my clients to learn their boss’, colleagues’, and subordinates’ DISC style. If an employee understands how those who work around him communicate, the employee can be very effective in communications in the workplace.

The same goes for interviewers and interviewees. I coach my clients who engage in interview preparation to learn as much about the person that will interview them as possible and communicate in their “communication style” / language.

Understanding the DISC behaviors is an exceptionally helpful tool with communicating with others – and understanding how your communication style and behaviors may clash or mesh with someone else’s behaviors or communication style.

The DISC behaviors include Dominance, Influence, Steadiness, and Compliance.

If you use the tools provided at: https://www.profilingpro.com/ you can set up a customized assessment account – it is an opportunity to add income to your services.

The DISC report is beautiful and the content is helpful. It is many pages long with graphs and charts presented in different ways to help the reader understand the report in his / her communication style.

MYERS-BRIGGS PERSONALITY TYPE ASSESSMENT (MBTI)

The Myers-Briggs Personality Type Assessment (MBTI) is a tool that provides a report that classifies a candidate by 16 different personality types, and strengths and preferences. The report classifies a person in introversion or extraversion, sensing or intuition, thinking or feeling, judging or perceiving. If you want to issue the MBTI, you can become certified.

You can take an online version for $49.95: https://www.mbtionline.com/en-US/Products/For-you

360 DEGREE ASSESSMENTS

A 360 degree leadership assessment is a form of feedback for leaders in which their skills, effectiveness, and influence as an executive, leader, or manager are evaluated. With this sort of evaluation, the leadership in a company receives feedback from a set of colleagues.

Also, a 360-degree feedback survey is a method of anonymously gathering information about a specific employee’s strengths and areas of opportunity from multiple people throughout the organization. The 360-degree feedback questionnaires are often given to colleagues, direct reports, and supervisors to collect opinions on how an employee is performing in areas such as leadership, communication, teamwork, and specific job-related skills. An employer may also give a questionnaire to the employee being evaluated to self-evaluate their performance and areas of strengths and opportunities for growth.

Sample questions may include:

• Do you receive constructive and helpful feedback from this manager?
• Do you feel this manager sets clear direction that aligns with the organization’s strategy?
• Do the actions of this manager inspire growth and development in others?
• Does this manager treat others respectfully?
• Does this manager always control emotions and behavior, even when faced with high-conflict or stressful situations?
• Is this manager effective at solving problems?
• Does this manager consistently reward employees for good performance or behavior?
• Is this manager able to resolve conflict appropriately?
• When making important decisions, does this manager consider the opinions of others?
• Is this manager available to provide help and feedback when you want it?

STRENGTHSFINDER (BOOK BY TOM RATH)

According to Don Clifton, inventor of the Clifton StrengthsFinder, “All too often, our natural talents go untapped. From the cradle to the cubicle, we devote more time to fixing our shortcomings than to developing our strengths.” The StrengthsFinder helps people identify and develop their top five strengths / themes. Strengths range from achiever, consistency, deliberative, restorative, harmony, positivity, maximizer, futuristic, focus, and more.

I personally appreciate the StrengthsFinder concept – as it focuses on the positive. I often give the book to my clients, as a gift when working with me as a coach. They take the assessment and send me the results. The strengths are often then integrated into the resume, covering letters, LinkedIn profile, and used to discuss talents in the interview process.

CARD SORTS

I use Dick Knowdell’s Network Career Assessment Instruments with my clients who need direction. The card sorts focus on values, motivational factors, and career / occupational interests. There is also a card sort for retirees. Card sorts are fun and engaging exercises that require the coachee to think quickly and complete various forms. The completed documents – then form a chart that can be mapped – indicating potential areas of burn out, and, potential areas of career success and satisfaction.

GROUP COACHING

I always use the Card Sorts when I am leading group coaching for job seekers or training coaches in person. These exercises are engaging and interesting. The activities generate robust discussions among attendees. The results are revealing and it generates enthusiasm within groups. It also can indicate to management, if an employee is performing in a position that will cause burn-out; or if an employee is excelling and needs to be further challenged.

According to Knowdell, “The sorting technique is unlike traditional psychometric instruments in that the client is very aware of the results as he or she engages in the process of sorting the cards. Consequently, the results are never a surprise and clients agree that they accurately describe them.”

www.careernetwork.org/Career_Assessments.cfm

WHICH ASSESSMENT?

Because I work with different clients at different levels, I use different assessments for each client or client population.

• If my client is a senior executive, I ask him / her to send me a copy of any recent 360 degree assessments, StrengthsFinder, or similar assessment results. Almost always, these executives have copies of recent assessments.
• If I am coaching a mid-career professional, manager, or executive, I will ask them to read the StrengthsFinder book and take the StrengthsFinder assessment.
• If the client is earlier in her career, transitioning from the military, a graduating college student, or person making a big career change, I will use a DISC assessment. This tool is very helpful for those not sure of what they want to do – or if they are lacking direction. This is a good tool also, for those who may have lost a job. By identifying communication styles and behaviors, sometimes we can determine what sort of issues the employee had on the job with other employees that might have caused the problems. When the boss and employee did not get along, for example – we want the employee to work for a person where the communication styles mesh going forward.
• If I am coaching a group of job seekers, I will use the Card Sorts assessment. I also use this tool for my clients who are struggling with burn out.
• Card Sorts is my go-to assessment tool when I am training career coaches.

So, I do not rely on only one tool. I recommend that as a career coach, you try several assessments, determine the certification requirements and costs, and decide which assessment is best for each of your client populations.

Typically January 1 is a day for proclaiming New Year’s Resolutions and making goals for the New Year.

The Oxford Dictionary states that a resolution is a firm decision to do or not to do something; the quality of being determined or resolute. Resolution means determination, purpose, decision, intent, aim. Many people resolve to lose weight, start exercising, start or finish an educational degree or certification, launch a businesses, start a family, save money to purchase a house, and more, at the beginning of a new year. A majority of New Year’s resolutions are never met.

Don’t just declare a resolution, rather write goals and resolutions – and write the action plan. Plans, especially business plans are important for those that own career coaching businesses.

Plans in 2020

One thing I learned about planning for things / events / desires / “your special word” in 2020 – is have a contingency plan. I planned to get married – we selected June 20, 2020 as our wedding date. It was the summer solstice and my husband loves solstices and all things lunar – so it made perfect sense to select that ‘perfect date’ for our wedding. I printed ‘save the date’ cards with the wedding date of June 20, 2020 – and sent them to 95 people. I ordered stemless wine glasses that would serve as the glasses for all beverages. I created a logo with our initials and the eternity sign, and included the date, June 20, 2020. I purchased napkins with the date of June 20, 2020 and used the same Diane & Mike logo. I purchased wedding invitations with the date, June 20, 2020.

Then, Covid-19 struck.  And because the lockdowns were still in motion in late May and everything was so uncertain, we decided to move the wedding date to August 8, 2020. Instead of purchasing new invitations, glasses, and napkins, I sent the original invitations with a note that said our wedding date was changed to 8/8/2020. We asked people to call or text us to RSVP. We told our invited guests that we would keep them informed if the date needed to be changed again.

As the date neared, we monitored California’s rules for gatherings. The host was an epidemiologist, so we let him make the final call to hold the event in his yard, or not. I did not change the glasses or the napkins. We decided, that in our hearts, June 20, 2020 was our “special” wedding date.

Most of the guests that had originally planned to attend who were from out of state, did not attend. Our elderly parents were not able to attend. So, the number of attendees went from 93 to 40.

I will tell you – that not a single person cared that the glasses, invitations, napkins, or other printed materials said June 20, 2020 during our wedding on 8/8/2020. All in attendance were there to celebrate the moment.

What I did learn – is that it is important to be flexible in life, adaptable, and have a contingency plan. None of the changes in our life, work, or wedding were controllable, due to Covid this past year. What was controllable, were our attitudes and contingency plans.

Contingency Plans

We moved the wedding date from June to August, and we made a decision to get married on August 8, 2020 no matter what. We monitored the Governor’s mandates for gatherings – and certainly we did not want to put anyone in health jeopardy.

We laughed a bit, cried and fussed a bit, and decided to move on. We developed contingency plans:

• Contingency 1: Move the date from June to August. Use the same items that were purchased for the June date.
• Contingency 2: If the August date was scrubbed – we had two choices: get married at the same venue with only the hosts and preacher; or move to the beach, and get married with two friends and the preacher; and bring hotdogs and smores for the fire pit.
• Contingency 3: Get married on August 8, 2020 and hold a reception in 2021.

The wedding was absolutely beautiful! And perfect, because we enjoyed every moment. We did not let circumstances control the day. We resolved to get married and be happy despite Covid and the circumstances of many of our family and friends not being able to attend. We had a Covid table at the entrance with masks, hand sanitizers, antibacterial wipes, and tissues.

Contingency Planning in Businesses

So, I realized, that contingency planning is just as important for business. Is there a back-up plan, if needed, if business is down?

Sixteen of my scheduled trainings were cancelled on March 17. That was just with one contractor. I was to travel all across the country to train job seekers and career coaches in career management, resume writing, federal resumes and applications, and job search. I normally fly 100K flight miles a year.

In response, I shifted gears. I purchased new video equipment, ring lights, other bright lights, and learned various video platforms. I transformed the full-day in-person trainings to virtual trainings. Sounds easy – just teach in front of a computer screen, instead of in a class room. However, it is not easy at all.

Engagement is key. Without engagement, the class is bored, dissatisfied, and evaluations are lackluster.

This is not to say that I am a stranger to leading online / virtual classes. However, when this is the only choice, and attendees are “zoom meeting-ed out”, virtual classes are hard work.

I had to condense seven hours of live training into two- or three- hour virtual segments, with exercises and possible breakout rooms, fully engage the attendees, and ensure positive course evaluations. 

So, instead of letting circumstances control the training situation, I shifted gears, adapted, and designed new on-line training options. I did not plan for this, but I adapted.

*Side note: Several of the key competencies that I adopted this year, are key leadership competencies that I use with my executive leaders in the Senior Executive Service (SES). Those leadership competencies include adaptability, flexibility, resilience, strategic thinking, strategic planning, and vision.

Business Planning and $$

There are many other things we plan for in business that go off-course. Early in my business, I planned to pay my quarterly estimated taxes every quarter. My accountant, however, was not helping me estimate my taxes monthly, and as such, I ended up with a shocking tax bill at the end of the year.

I shifted my planning, and I hired a bookkeeper who reconciled my account and estimated taxes each month throughout the year. I learned how to save 30% of every dollar made into a designated account. At the end of the tax year, I am always within a $1000 window for taxes – and sometimes it is down to the penny, which is completely acceptable and doable. From these experiences, I adapted and learned to save 30% off-the-top, no matter what. If I make $100, I save $30. I transfer that money automatically – it is habit. If there are left over funds at the end of the year, I use that money in my business contingency account – for new equipment, web development, marketing, conferences, education/certifications, and other potential business expenses.

Also, for planning purposes, it is important to have an emergency savings – in case the printer or computer breaks.

Business Planning & Adjustments

It is important to set goals and map a written action plan. Within the action plan needs to be time for adjustments. The activities of the business need to be reviewed at certain times, e.g., when things happen, like Covid; at regular intervals to analyze Return on Investment (ROI), and make changes to marketing dollars and activities; at the end of the year to analyze ROI and make plans for the next business year.

As you evaluate activities and monies spent, prepare an action plan, and set goals, also reach out to a colleague, spouse, partner, or expert to be your accountability partner. I always ask for advice and guidance from those I trust and respect.

As you plan for 2021, remember to also plan for contingencies. Stuff happens that we cannot control – but we can certainly be prepared to adjust, shift gears, and take a new path. Our goals, or the way that we reach our goals may change a bit, but our vision will remain the same and only be enhanced.

If you decide to make a New Year’s Resolution for 2021, claim the positive and reach for the stars. Everything is possible.

As always, Best Wishes for a healthy, positive, and prosperous New Year!

As you know, I have been on staff as Santa’s coach for many years. Last year, he decided to hire the Grinch as the Chief Motivational Officer (CMO). The Elves were grumbling that they were burned-out after working in the same roles for thousands of years. Santa and I conducted a climate assessment that revealed that many Elves felt stymied in their positions.

By bringing on a CMO, the Elves received the cross-training they requested; they were given the opportunity to participate in team building exercises and games, and leisure activities. Because the Grinch went from having a heart two sizes too small to three sizes bigger, Santa decided to give him a chance to serve as the CMO on a one-year contract. The Grinch proved his worth and Santa renewed his contract for another year.

The North Pole shut down on December 26 and reopened on March 1, 2020. Santa and the Elves enjoyed their annual vacation time. Santa was seen on the beaches in the South Pacific, and many Elves went to visit family all across the world.

As the team rejoined at the North Pole and began to reopen production for toy making, start the new ‘Naughty & Nice’ list, exercise and train the Flying Reindeer, prepare the cookie baking and candy cane production facilities, make and organize the gift wrapping Division, and more, Covid-19 hit.

Since all of the residents at the North Pole comingled from various locations outside of the Pole, Santa had to ensure all residents were safe. Those living at the Elf-Leisure-World needed to be quarantined away from the general population.

Santa wanted to hire an epidemiologist as quickly as possible to begin the Covid testing and determine social distancing protocol requirements for the North Pole.

Working with the Grinch and myself, Santa decided to post a general epidemiologist job announcement on LinkedIn – since he has a LinkedIn account. I developed the job vacancy announcement and sent it to Santa’s LI account. I also recommended that we look in-house, to further prevent any possible spread of the virus.

Job Posting here – or perhaps as a side bar on the page?  You are so creative – I can only imagine how beautiful you will make this look!

The job announcement posting was sent to the thousands of Elves at the North Pole, and by the end of the day, we had the Curriculum Vitae for Elf Cirdan in hand.

Resume here – or at the end on a separate page

Santa, The Grinch, and I interviewed Elf Cirdan the next morning in a panel interview. Elf Cirdan had the requisite education, skills, and experience. As a positive bonus, he already worked at the North Pole.

We developed an offer package for Elf Cirdan and started his new role the next day. One of his veterinary technicians who had just completed testing for his veterinarian license, took over for Elf Cirdan at the Flying Reindeer Division.

Elf Cirdan arranged for the entire Elf population to be tested for the virus and he quarantined those who were infected. Fortunately, only two Elves were infected from the thousands at the North Pole, and they were separated from the group.

Keeping morale up during this trying time, The Grinch identified a number of team building exercises that could be done distanced and virtually – including contests that included bingo, essay writing, photography, and more. He also established a new Division – the Mask-making Division – and contests were held to create the most fun, most interesting, and most holiday-like masks for production.

After the Elves were properly managed and social distancing measures were put into place, Santa met with Elf Cirdan and the Director of the Toy-making Division to engineer a large toy crane that could be used on Christmas Eve for Santa to deliver packages into people’s homes. They decided that he would lower the toys on a cable – creating contactless toy delivery.

The team also designed a clear plastic bubble that encased the sleigh. Santa, of course, would not be able to eat any of the cookies or drink any of the milk left by boys and girls, or provide carrots or apples from the children to the Flying Reindeer on Christmas Eve, so the Cookie-making Division went into full production to ensure Santa carried an extra supply of cookies and carrots on the sleigh that night.

As a team, the Elves and Flying Reindeer were well-cared for and the virus was eradicated at the North Pole.

Happy Holidays!

SANTA TWO

How am I flying?

Complement or Concern

Call: 1-800-NORTH-POLE

NPDOT

JOB VACANCY ANNOUNCEMENT / POSITION DESCRIPTION

Reference Code: Red Nose

Job Title: Chief Epidemiologist

Location: North Pole

Position Description:

• Report directly to Santa
• Support the development, implementation, monitoring, and evaluation of COVID-19 surveillance and prevention efforts for thousands of Elves, 2 dozen Flying Reindeer, Santa and Mrs. Claus, and his staff at the North Pole
• Conduct routine surveillance activities, assure data quality, perform epidemiological analyses, prepare and present summary reports to Santa, assist with outbreak investigations, communicate with the Elves and Santa’s staff, collaborate with community partners and clinicians, and other duties as assigned

Qualifications:

• Experience with data collection, analysis, and production of reports
• Previous experience working on infectious disease surveillance (preferred)
• Intermediate or advanced skills with data management and analysis systems (MS Excel/Access, SAS)
• Ability to multitask in a high-energy, fast-paced environment that includes Flying Reindeer, toy making, cooking baking, candy cane making, gift wrapping productions, and more
• Dependable and flexible to changes as we work our way through this pandemic
• Strong time management skills (organization, prioritization, multitasking)
• Ability to work independently and as part of a multidisciplinary team

Preferred Characteristics: Willing to work long hours year-round. Willing to travel; culturally adept. Appreciate snow and cold weather. Love of animals, Elves, and children.

Knowledge, Skills, and Abilities: Familiarity with Elves, Flying Reindeer, and remote location operations.

Education: Master’s in Public Health required or 10+ years of relevant public health experience.

Other Requirements: Must be willing to relocate to the North Pole and remain on-site for 12 months.

Perks, Benefits & Stocking Options:

• ÷All-expense paid sleigh ride to the North Pole for 12-month initial contract
• ÷Lodging and meals including Gingerbread dorm house, Candy Canes, and Mrs. Claus’ cookies
• ÷Nightly display of colorful flickering lights dancing across the sky
• ÷Classes in Time Travel
• ÷Flying Reindeer Rides

ELF CIRDAN, DVM, MPH

The North Pole | 111-222-555 | ecfrhv@gmail.com

Target: North Pole Epidemiologist

Specialties

Veterinary Science | Epidemiology | Food, Animal & Facility Inspections | Infectious Diseases

Public Health | Preventative Medicine | Specialist in Elf-ology

Selected Examples of Credentials & Qualifications in Action

• Board certified in Veterinary Preventive Medicine. Actively engaged in creating food and animal inspection programs across the North Pole, to ensure the safe consumption of food for Elves and Santa, and to prevent the spread of disease through animal transmission.
• Oversee the AAHA accredited veterinary hospital at the North Pole.
• Traveled to 4 continents and visited 40 counties to inspect food supplies, food production facilities, and animals. Always knowledgeable of the status of food inspectors and the storage and distribution of substances to the North Pole.

   

   

  PROFESSIONAL EXPERIENCE

  Flying Reindeer Head Veterinarian (FRHV) | North Pole | forever to present

  Provide veterinary care and animal disease prevention and control programs. Supervise animal care specialists and registered veterinary technicians (RVT).

• Provide full-service veterinary care for Santa’s team of Flying Reindeer: Dasher, Dancer, Prancer, Vixen, Comet, Cupid, Donner Blitzen, and Rudolph the Red Nose Reindeer.
• Adapted all veterinary, OSHA, and administrative procedures to be American Animal Hospital Association (AHHA) compliant, obtaining AHHA accreditation.
• Conduct sanitary inspections for all food plants and food storage facilities at the North Pole.
• Oversee high quality veterinary health care for working and mushing / sled dogs, working horses, endangered animals, and Elves’ privately owned pets.
• Direct food safety, food security, and quality assurance programs for all Divisions across the North Pole.
• Enforce all preventative medicine, for the animals and for the Elves. Hold vaccination clinics.
• Serve as Santa’s technical advisor on Elf and Flying Reindeer health programs related to zoonotic disease, food-borne illness, and Elf health.

  EDUCATION & PROFESSIONAL DEVELOPMENT

  • Master of Public Health in Epidemiology (MPH) | Tulane University, New Orleans, LA
  • Doctor of Veterinary Medicine (DVM) and BS in Animal Science | Oklahoma State University, OK

• Complete between 40 and 50 CEUs annually including hands-on wet labs
• Attend one to three conferences annually including AAHA, North American, and others
• Advanced Laser Training
• Toy Breed Fracture repair
• Advanced Abdominal Ultrasound
• Foreign Animal Disease Diagnostician Training at Plum Island
• Dairy Laboratory Audit Course

Many of us have been working from home for many years. I started in 1992. I used to meet clients in my home office for career coaching sessions. By 2002, only a handful of clients wanted in-person meetings. And, when the in-person meetings waned, I started using Skype and meeting some local clients at coffee shops, or executive suites that I rented.

Today, due to Covid-19, many people have been sent home to work. I am finding that this requirement typically creates two scenarios: high production or poor performance.

Working from home takes discipline. Logistically, it requires a designated space for a desk, phone, and computer.

I currently have a client who is working from home. Her husband is also working from home, and their high school daughter ended up completing her classes online from home. Before Covid, my client and her husband each worked outside the home and their daughter went to school outside the home. This sudden clash of people working and studying from home, caused problems. My client put a table in her bedroom and uses the bedroom as her office space; the husband works from a space in their basement; and the daughter has taken over the kitchen table. My client informed me that they do not see each other during the day, but they come back together in the evening for dinner.

She informed me that if they communicate during the day, none of them accomplish any work. She said it took them some time to learn the rules and get focused. She stated that in the beginning, she was inclined to walk the dog, toss in a load of laundry, or get dinner started during lunch time. She did not like working from her bedroom. She had to rearrange the room and the direction of the computer camera for Zoom meetings – so her staff did not see laundry piled on the bed, or just an unmade bed. I have a few times seen her husband walking past in the background.

There are 168 hours in a typical week. We work 40 hours, sleep 56 hours (8 hours a night), and use the other 72 hours for other activities: chores, faith- based activities, commuting, recreation, hobbies, and more. (Some of us like to add more sleep to the 72 hours!)

During a normal work week, employees typically have an 8.5 or 9 hour work day: 7 am to 4 pm-ish. That person takes a 30 minute or 60 minute lunch, and two 15 minute breaks. Meaning they are actually working 7.5 hours. During that 7.5 hours, research suggests that in an  eight- hour day, the average worker is only productive for two hours and 53 minutes. According to the Bureau of Labor Statistics, the average American is at work

8.8 hours every  day.  Yet  a  study  (vouchercloud.com) of nearly 2,000 full-time office workers revealed that most people are not  working  for  most  of  the  time they are at work. Rather they are doing  other  things that include: reading websites, checking social media, discussing non-work-related things with co-workers, searching for new jobs, taking smoke breaks, making calls to partners or friends, making coffee / hot drinks, texting, eating snacks, and making food in the office.

So, should we shorten the workday to three hours? Would we be more productive?

What I am finding with my clients, friends, and family, is that the new work-at-home order is lengthening the workday, curtailing / preventing the use of leave time, and generating more production. With that added production, also comes some burnout.

OR

The work-at-home order is creating anxiety, stress, disorganization, and poor performance.

Both scenarios are causing us to Live at Work.

Those with the proper logistics to manage work at home – meaning a separate office space, designated computer and phone line, and all the requirements needed that would be supplied in an office, e.g., printer with ink and paper, extra monitor, high speed internet, specific / proprietary software programs and database, books, and more – typically are working longer hours. Instead of commuting, employees are starting to work earlier in the morning and / or working later into the day. They are also working on weekends. They are taking fewer vacation days (many managers have told me that their employees are on a use or lose or status

– and the majority of employees have not taken leave this year. So, the managers are forcing employees to take leave. The problem is, many are taking leave at the same time at fiscal year-end, and / or at calendar year end).

I have spoken with a number of clients who told me that they are working longer hours and working on weekends, to prepare for the next week. Since they are working from home, with minimal feedback from their employers, they are fearful that if they do not perform well, they might be laid off. Some employees have been demoted to lower level positions, to prevent them from being laid off. These employees have informed me that they are performing as best as possible to prevent a permanent lay-off. However, this is causing them to work long work weeks and avoid vacations / time off.

Being at home 24/7 means, laundry and house cleaning can be done daily, instead of on weekends. Having a dedicated computer at home, means emails and projects can be managed on Saturday and  Sunday mornings.

These employees did not previously have access to a work computer at home. So, instead of working extra hours outside the workplace, they engaged in other activities previously. By working from home with a dedicated office space, they are working more hours, up to 60+ a week, and thus being more productive.

I am coaching these clients on taking a break, finding time to use vacation / leave time, and destress. These clients need to be honest with management, and let them know that they are doing the work of one and a half people. They  are  putting  in  60+  hours  a  week of work.

These employees are getting bonuses and higher commissions due to higher production; but their managers need to understand that this operational tempo will start to burn out their employees. Those employees that are gregarious and outgoing, really struggle with the work-at-home program.

Side Note – Case on Point

I got married in August. My husband is a sales manager in the lumber industry – he is on the phone and computer all day long making sales calls. He was sent home in March. So, he stopped commuting and started working longer hours. He works on  Saturdays and Sundays to prepare for busy  Mondays.  He  has taken very few vacation/leave days in 2020. So, now there are two of us working from home. Fortunately, we have a spare bedroom, which became a second office. He has a laptop and the office sent the required proprietary software, extra monitors, and other equipment. He requisitions for ink and paper. He is an outgoing guy – so the transition to stay at home was hard for him. Nevertheless, we have adjusted – we each work in separate spaces and rejoin after the workday for dinner.

The Other Side

Those who are working from home without a designated workspace, many are struggling. They are working around family, children,  school  from  home, and in the midst of the activities, because there is no room for a separate office space. They do not have the  discipline  or  resources  to  work  from  home  and be productive.

The employees need special coaching and attention from management. I coach these workers to set up an office space. I work with them to determine what we can do – perhaps a card table in a bedroom that does not need to be used during the workday (e.g., using a nursery would not work, as the baby would need to nap during the day). If they cannot afford computer equipment and high speed internet, they need to request it from the employer. I work with these employees to create a workable schedule – in concert with their spouse/partner to get in 7 hours of uninterrupted work. Perhaps  getting  up  earlier and working for 3 hours before the family gets going; working later in the evening; and trading work times with a working spouse, if children need to be cared for or home schooled. They also need to agree on a Television schedule for the entire family, to prevent noise when a parent is trying to work. The schedule needs to include outings, shopping, and other family chores.

These employees need to be honest with their management, to ensure there is proper support. They may be able to ask for a rotating schedule to work in the office a couple days a week.

We all need to be flexible during this challenging time. The work can get accomplished, but it may be outside the normal 9 to 5 work hours.

Meeting-ed Out

The work-from-home employees are also   telling me that they are completely “meeting-ed out”. They are attending many more meetings than they attended when they worked in an office – and they feel like the meetings are time wasters. The Zoom / video meeting requires the employee to be at least dressed appropriately – combed hair and minimal makeup. Just a little extra work day after day to attend video meetings.

Avoid Burn Out

In true coaching form, I ask my clients, “What are you

doing to prevent burnout?” Most say, “nothing.”

So, we then begin brainstorming ways to decompress. It might be a short walk outside, working on a hobby each day or at scheduled times during the week, exercise, driving to a favorite take out to get a coffee or soda, or calling someone special on Facetime.

Career Coaching

As Certified Professional Career Coaches, we are coaching during unseemly times. We are coaching managers/supervisors, and employees – helping them all to excel and improve performance, while preventing burnout and stress/anxiety. We are trying to help our clients work from home and not live at work.

Counting  Blessings
Self-care and more

The Story
Well, 2020 has been a challenge. It seems like one hurdle after another. Covid-19 hit and everything else went into a hurricane with tornadoes mode that has not stopped (and four earthquakes, major fires, and more).
My life and work turned up-side down – and nothing was planned.

What I had planned for – was – in June 2020 – after my youngest daughter graduated from high school, I was going to move in with my parents in Anaheim, California. I worked from home and was not attached, so I could live with them and come and go for training travel. I planned to take them to doctor appointments, shop and cook for them, and clean the house. They were 83 and 85 respectively (mom and dad).

Two months after Covid hit, I went to California to visit my parents. I normally visited them about every six weeks – but this time it was 10 weeks. I had no     idea the condition they were in. My mother looked very ill and I took her to the doctor immediately. Dad was falling often.

Mom went to the hospital on May 30, and came home from the nursing facility on June 19 on hospice. I had to learn how to be a caretaker with no instruction manual for a woman who was expected to pass away within a few months.

Dad had a stroke on July 18 – that rendered him blind in his left eye and took his ability to be ambulatory; his motor skills were poor and his speech was slurred. He came home from the hospital on July 22, on hospice.

There were two hospital beds, two oxygen machines, four walkers, two wheel chairs, and many people calling and coming in and out of the house (nurses, bath ladies, social workers, and more). We had enough medications to start    a pharmacy. The laundry was up to 10 loads in a day after dad came home. They got served three meals a day – plus special requests. I often did not get a shower until much later in the day – or evening in some cases.

Well, they took my offer to move in with them seriously – and the odyssey started on May 20.

Side Note
One of the things I tell my USDA Food Safety Inspection Service employees who work in meat plants – is – we as a society are dependent on the grocery market. We are no longer a farming society – and we get our food from the grocery market and restaurants. Evidently, we also rely 100% on the grocery market for toilet paper and Clorox, hand sanitizer, and other cleaning supplies.




















When Covid hit – my theory was proved accurate, unfortunately. People stocked up on food, cleaning supplies, and toilet paper – in mass.

My parents were not able to obtain some of these items before they became home-bound – so I searched stores, Amazon, and accepted gifts from community members to obtain some items. I went to my home to Idaho for a couple days, after my mom came home, to bring provisions – toilet paper, in particular, and of course my business books and files. My parents did not realize what was happening in the world / outside of their house and assumed we could obtain anything we needed.

Food items began to spoil quickly, many  items  were  just not available in the stores, and we  got  creative  with menus.

The Blessings
Despite the challenges of caring for two parents on hospice simultaneously, including the lack of sleep, exhaustion, and physical challenges of  bathing,  shifting, moving, dressing,  and  feeding,  I  made  a  list of the blessings. There were a lot of tears, and much laughter.

My oldest daughter (the first grandchild) agreed to help me care for my parents – and she arrived on   July 3 with my grandson, age 16 months. They left on September 18.
Many of my parent’s long-time friends came to visit – friends in their 80s and 90s. Friends they had known
for  50,  60,  and  70  years.  Dad’s  best  friend  came  to visit and enjoy a non-alcoholic beer several times, and he was at his side holding his hand when he took his last breath.

Mom waited for my wedding before she passed.  She and dad watched it via Facebook live. I got married to the most wonderful man on  August  8.  Mom  passed  on August 10 – about 12 hours after I returned home from the  wedding  in  San  Diego.  She   thanked   me for returning home and told me she loved me. My youngest daughter and my mom shared  fun  stories that last evening and talked about art and Italy. My new husband said, “I had a mother-in-law for 36 hours.”

I heard stories about the old days – my dad and his grandmother in the 40s; my dad in Germany jumping from airplanes in 1955 while in the Army; my dad riding rodeo horses and bulls; and him sailing boats out to Catalina in his 20s with his best buddy. My mom told me who the people were in the pictures on the walls – and I wrote their names on the pictures. She wanted to laugh. She requested angel food cake with strawberries and whipped cream; and dad requested chili and pink lemonade.

I swam with my grandson most every day. I taught him to appreciate the water and get so comfortable – that he started to jump in without help!

We held a small memorial for my mom in the living room with eight people – so dad could get closure. He could not understand why we could not have a service at the church.
How does this apply
to CPCC and Career Coaching?
Career coaching clients – have stories to tell. They often need to vent and talk about their personal experiences
– “Diane’s Whole Person Theory”. The life experiences shape a person – these experiences affect behavior. I had to refer clients this summer – and I was quiet with PARW/CC and CPCC. I managed the bare minimum. I thought that when I asked my daughter to help me, I could get work done. That was not possible most days.

Care taking is 24/7. And since I ended up jumping into the deep end, I just scrambled as best as possible most days. Jay Block asked me at the last SoY – what can you speak  about  concerning  how  Covid  and  my  parent’s situation and the CPCC program interconnect?

I replied, “Self-care”.

Our clients have been in shock since Covid started – some are caring for children at home while also trying to work. Some are working from home without a designated office space. Some make more money on unemployment – so they are not wanting to return to work. Some will change their direction and learn a new skill set – but that will initially lower their income when they do seek new employment.

We will be navigating these unprecedented changes for years to come.

Many clients want to vent. They have a story to tell.

Self-Care
Self-care does not mean being self-absorbed. It does not mean buying things or spending days at the spa. It means you have to care for yourself  before  you can care for others. If you are not well mentally or physically, you will struggle.
Self-care means appreciating every blessing – life is fleeting. My dad loves his roses in his garden, and I often clipped a rose or two to put by his bedside. We watched a M*A*S*H marathon in the end – all of us.
Self-care means getting proper exercise – working around closed gyms. This is a commitment – but so important especially later in life.

Self-care means eating right. We included salad and veggies in all of our meals.

Self-care means sleeping well.  This  was  a  tough  one  at night – due to monitors, bells, and buzzers. So, we traded off taking short naps.

Self-care means keeping routines as best as possible. Routine is the best medicine for anyone at any age. It is calming and positive.

To be a positive confident career coach, you need to be in good, healthy form. Be a role model for your clients. Let them vent – and share life experiences – and then redirect them to the purpose at hand – coaching them to identify a career field that is satisfying and learning to properly manage a career management campaign and plan with the tools needed to be effective and succeed in job search.

There is nothing more uplifting than listing blessings
– goodness, and positive life experiences. When one of my clients gets stuck on the bad – I ask them to tell me about the good. Good happens and life goes on. My four month odyssey is over – yet will linger the rest of my life.

Thank you PARW/CC and my CPCC coaches who sent flowers, cards, emails, FB posts, texts, and phone calls; what wonderful blessings. I will be getting back into a routine soon.