“Building Relationship” by Dr. John Manni, Psychologist

Just about everyone acknowledges that making contacts through networking is one of, if not the best ways to land a new position.  In fact, some estimates suggest that about 80% of all jobs are not advertised, and the openings are communicated through word of mouth.   So it stands to reason that the best way to learn about these opportunities is through the contacts you make. You can go to dozens of job events, hand out countless business cards, join the hot online groups, and connect with the universe, but the best way to make networking pay off is to turn those contacts into relationships. 

As a psychologist I am acutely aware of the importance of building relationships with clients.  By relationship I mean a state where people trust one another because of openness, honesty, and a sincere demonstration of willingness to help. An article in The Wall Street Journal by Dennis Nishi (March 24, 2013) reminded me of the critical role that the development of relationships can play when seeking a job.  Nishi’s article emphasizes going beyond brief contacts by developing ways to get in front of the right people.  Nishi relates the experience of a job seeker who, instead of asking for help, offers to help, thereby building strong relationships with individuals who might in turn be helpful to her.

A colleague of mine does a lot of networking to build his business and employs the same strategy.  He meets a lot of really nice, successful, energetic people, but often there is little they have in common.  However, when he comes across someone whose interests are aligned (professionally or socially) he starts to build a relationship by asking, “What can I do to help you? “  Sometimes there’s payback, sometimes there’s not, but on balance my colleague believes that giving is a good way to start getting.

Sometimes being more open about your situation with casual acquaintances can also be helpful.  I had a client who found himself engaged in conversation with another father while both were watching their daughters’ soccer match.   At first, my client focused on a conversation about the game and raising daughters.  At an appropriate time he mentioned that he had been laid off from his job as a salesman for a building supply company. It turned out that the other dad owned a roofing and siding company and was looking for a salesman.  He invited my client to come in for an interview and hired him.

Certainly there’s no harm in asking everyone you meet if they know of any jobs.  It’s just more likely that people will give it extra thought and go out of their way to help if you have some kind of relationship established.  It doesn’t have to be a life-long commitment, just a mutual demonstration of interest and caring.  You’ll find It helps to build a connection as opposed to just a conversation about your need to find a job.

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“The High Cost of Unemployment” by Dr. John Manni, Psychologist

Unemployment has more than just an economic impact on our lives. M. Harvey Brenner (1973, 1999) in Mental Illness and the Economy estimates that every 1% gain in unemployment over 3 years is accompanied by 20,240 cardio failures, 495 alcohol deaths, 920 suicides, 628 homicides and 4,227 admissions to psychiatric hospitals. Yet, little attention is paid to the psychological impact of unemployment.

In my new Kindle book, How to Stay Up in a Down Job Market: Survival Skills for the Unemployed, I address 9 strategies you can begin implementing immediately to start fighting the emotional storm that often accompanies unemployment. This concise book is not meant to be a panacea; I can’t give you a 30-day money back guarantee. However, I can assure you that there are psychological strategies you can learn to employ that will prove helpful. Because unemployment is such a threat to our well being, it is critical that you reduce the psychological impact of job loss. While it is hoped this book will be helpful, it cannot replace the help a physician or mental health professional can provide when needed.

The research clearly indicates that unemployment creates a level of prolonged stress which can be debilitating in terms of one’s physical and mental wellbeing. There are a number of simple strategies presented in the book that focus on reducing the stress you are experiencing.

Central to my approach is that if we want to change how we feel there are two buttons we can push. We can change our thinking and/or change our actions. When an event occurs, we immediately begin to evaluate it. Our evaluations might be rational and helpful. Unfortunately, sometimes they are irrational and lead to emotional upset and self-defeating behavior. This can especially occur when confronted with adversity. The book addresses how you can challenge irrational thoughts and the necessity to replace them with positive thinking. A simple example would go something like this: “I lost my job, I’ll never find another in this economy.” A more helpful and rational thought would be: “It will be tough to find another job and might take awhile. I better work on it everyday.”

If we want to change how we feel, we also need to focus on our actions. Of course, we need to engage in job search activities, but the book emphasizes the need to also engage in activities that improve our mood and motivation. In my opinion, it is critical to include activities such as reading, gardening, walking, exercise, or anything else you enjoy.

We can use such activities to reinforce the completion of less inherently interesting chores like searching job boards each day. It has been my experience with clients who find themselves really stuck, that focusing on activities proves more useful at first than attacking irrational thinking. For one of my unemployed clients, taking the time some mornings to drive her children to school gave her a sense of satisfaction and helped start her day. When she was working, she never had been able to drop them off or pick them up. Another client, an unemployed father for the first time could help his children with homework. It helped him feel he was contributing to the family’s welfare even though he was out of work.

While we know that finding a new position takes hard work, we often ignore our physical and mental health. Just reading this book will not change how you feel. If you want to limit the potential damage of unemployment to you and your family’s well being, you will have to work just as hard everyday to sustain your physical and emotional health. The book is available at Amazon in paperback and Kindle editions.

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“Answering the ‘Tough’ Interview Questions” by Sarah Stambouli

1. “How long have you been looking?”
Always say that you’ve just started looking in ernest and had been doing something else (such as traveling, or helping a friend start their business) until 1-2 months ago. This is why it is key to stay involved during unemployment, whether you’re consulting for free or active in industry organizations/the community, keep your skills and experience fresh.

Mention how great your job search is going, that the economy is really picking up in your industry, and you’ve been meeting with a lot of companies.

2. “Why did you leave Company X?”
For involuntary departures, always begin by complimenting your former company, boss, and team. Then explain and “agree” with the company’s business reason to eliminate your position.

Always keep it positive – you could mention that you still see your old boss and colleagues regularly. And again, reinforce that you’re in a fortunate position regarding your job search.

3. “Tell me about yourself.”
If you are asked this, try to postpone any lengthy answers until you have gotten them to talk about their priorities. Once you hear those, discuss your prior performance and successes that match the 3 key needs the company has for the open position.

4. “Take me through your resume.”
If you’re speaking with a hiring manager, they don’t want to hear every single bullet or line from your resume. You should give a very abbreviated version that is entirely relevant to the position. If you’re talking to a recruiter, you can be a little more complete in your response. Unless they are asking you for more detail, skip over irrelevant jobs.

Keep in mind, they are looking for red flags, so make all your transitions sound logical and very positive.

Sarah Stamboulie is Ivy Exec’s Senior Career Coach who helps executives accelerate careers and build company and industry visibility. As a Career Coach, Sarah helps clients conduct a more efficient and effective job search in a wide range of industries and functional areas.  Contact Sarah at http://www.ivyexec.com.

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“Failure Doesn’t Mean It’s Over” by Dr. John Manni, Psychologist

Many years ago I tried to start a new business.  It had many moving parts and included a large group of people.  It failed to get off the ground.  I spent the next year and half ruminating over my failure.  During that time, a colleague was attempting to entice me to join him in a new venture.  Still hurting from the failed experience, I kept refusing to get involved.

Eventually, my colleague and I sat down and began to map out a plan.  We started a company that proved financially successful and lasted for twenty years.  The lesson I learned from that experience was that it is not failure that defines you but how fast you recover.  When I took the time to analyze the failure of the first project, I began to see why it didn’t succeed.  Essentially we had not developed back up plans for the roadblocks that inevitably developed.

Because of my personal experience, I have often counseled clients and participants in my workshops to reframe how they view failure.  I have urged them to review what went wrong and then to move forward with new endeavors.  Unfortunately, many of today’s unemployed hold themselves responsible for their situation. They dwell on past decisions or what they consider missed opportunities.  A more realistic assessment would lead to the understanding that the present economy has had a tremendous impact on the availability of jobs.   It is important to take a look back and not get caught up in self-blame, but to discover if there are clues that can lead to one’s next job or career.

Resilience refers to the process of recovering from adversity.  Psychologists have examined how people deal with setbacks. In fact, the American Psychological Association has developed a pamphlet entitled The Road To Resilience that can be found at http://www.apahelpcenter.org.  I recently came across another great resource that examines resilience.  Rick Newman has written a book entitled Rebounders: How Winners Pivot from Setback to Success.  Both of these resources present the major characteristics associated with resilient people.

There are some common traits among individuals who quickly move past failure and indeed benefit from it.  They are able to step back and evaluate their failure.   Their evaluation helps them pinpoint the factors that contributed to the setback.  They learn to plan for failure in the future.  More simply stated: they always have a plan A and a plan B.  In this way, they use failure to adjust their approach to new ventures or projects.  Essentially, they extract positive information from their failed experience.   Profiles of individuals who have recovered from failure always point to their persistence and confidence.  Unlike me, they do not become paralyzed by their failed experience.

You can strengthen your ability to deal with larger setbacks by keeping small adversities in perspective.  Begin by avoiding catastrophizing them.   Try to learn from small setbacks and move forward incorporating what you have learned.  It is also important to maintain social support in your life.  Many times after a failure, such as loss of a job, people tend to withdraw from family and friends.  Social support is critical if you are to move forward.

As Rick Newman points out, some of the most successful people have met failure.  They ultimately succeeded because they learned what they could from the experience and continued to take on new challenges.

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“How to Prepare for a Job Interview” by Greg Olsten

It’s a cardinal sin to go into a job interview without planning and preparing to manage the opportunity for maximum impact. First of all, be aware of the six criteria by which most interviewers will rate your interview skills and qualifications for the job.

1. Personal impression you make: neatness in dress and manner; self-confidence; and maturity.
2. Preparation for the interview: knowledge about the business of the potential employer; list of questions to ask the interviewer.
3. Communication skills, written and oral.
4. Attitude: enthusiasm, sincerity and interest in the opportunity.
5. Competence: education and experience.
6. Personal chemistry: suitability and “fit” with the culture of the organization.

By way of preparation, learn as much as you can about the kind of interviews the company usually conducts. Are they formal or informal? Are they deliberately stressful? Should you expect “tricky” questions? How long do the sessions last? Are you likely to be interviewed by more than one person? Get a fix on the people who will be conducting the interview. You can develop this kind of information by reviewing the history of the company and its current activities as reported in the news media. Seek out others who have been interviewed by the company, as well as those who work there or do business with the firm. What is the environment like? How do people dress?

Use Negative Thinking In Your Planning

Negative thinking has an important role to play. Ask yourself what could ruin your chance to get the job?

1. Being late for the appointment.
2. Making a negative physical appearance in dress, neatness and posture; reflecting low energy or a lackadaisical attitude.
3. Being too informal and familiar; trying to be humorous.
4. Letting attention and eye contact wander.
5. Being unprepared, indifferent and unresponsive.
6. Dropping names and relating irrelevant life experiences.
7. Being overly concerned with benefits and compensation.
8. Talking too much; interrupting; not listening.
9. Being evasive; unable to explain voids in file.
10. Criticizing past employers.
11. Failing to ask intelligent questions about the job.
12. Being overconfident or under confident.

Interviewing Is A Two-Way Process

Be guided by the fact that interviewing is like any other form of communications process. It’s a two-way process: sending and receiving messages. Unfortunately, a great many people spend too much time with the former and too little with the latter. Here are five tips that will help you improve your listening skills:

1. Be aware that waiting your turn to speak is not listening.
2. Focus like a laser beam on what the interviewer is saying. Listen to the words as well as the spaces of silence.
3. Assure the interviewer you are interested and that you are listening by maintaining eye contact, nodding your head and occasionally acknowledging you understand.
4. Concentrate on the facts. Collect them carefully. Take notes. Don’t get diverted by looking for hidden meanings. You’ll have time to analyze what you hear and see later.
5. Don’t get sidetracked by the interviewer’s personal appearance and mannerisms. Overlook any biased or irritating statements.

Greg Olsten is an Associate in Professional Services at IvyExec.com.

 

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“I messages: How to best communicate with your unemployed spouse” by Dr. John Manni, Psychologist

Communication can make or break a relationship at home or at work.  Let’s view communication from the perspective of the sender and receiver.  How often as a sender of a message have you had to say: “That isn’t what I meant.”  Sometimes the message we try to send does not clearly express what we are trying to say. Examining what psychologists refer to as “I messages” versus “you messages” can help improve your communication skills.

I first encountered the phrase “I message” in Thomas Gordon’s book Parent Effectiveness Training (1970).  While he initially proposed the concept as a communication tool for parents, it quickly became apparent that the use of “I messages” could be generalized to many settings.

An example should prove useful. A wife who is worried about her unemployed husband’s wellbeing tries to check on him by stating: “You look defeated.”  Her husband, the receiver of the message, immediately begins to defend himself.  He responds angrily because he misinterprets her message.  He feels she thinks that he has given up and is not working hard enough to get a job.  He responds sarcastically, “I’m doing just great.  I’m looking as hard as I can.” Remember, the wife is worried about her husband’s wellbeing, not how hard he is working at getting a job. Yet the message she sends arouses defensiveness. From the perspective of communication theory, her mistake was to start her message with “you.” Another approach would be to start with an “I message.”  “I’m worried because looking for a job has to be frustrating and stressful.  I wish there was something I could do to help.”  Response by husband: “It is stressful, but your offer to help is really appreciated.”

“You statements” block effective communication because they often generate defensiveness, resistance or anger in the receiver.  Let’s look at some other examples:

 “You’ll get another job if you only keep trying.”  Receiver gets defensive. “You think I’m not looking as hard as I should.

 “You’ll feel better tomorrow.” Receiver gets resistant.  “No I won’t. Nothing will have changed. “

The above attempts to offer advice or support are well intentioned, but they serve to only block effective communication.

Recently, at a workshop I conduct for people who are unemployed, a participant pointed out that his wife was a “worrier” and frequently found it necessary to check on him while he worked on his computer.  He admitted that he often snapped, “ You keep interrupting me.  You’re driving me crazy.”  When he returned for the second day of the workshop, he pointed out that he had focused on using “I statements” with his wife.  He acknowledged that it took some effort not to respond impulsively.

But now, instead of responding defensively, he tried statements like, “I’m trying hard to focus on searching job boards right now.  I’ll check in with you when I take a break in about a half-hour. “ His response defused her anxiety without hurting her feelings or getting upset himself.

While it takes some practice, starting statements with “I” can eliminate unintended emotional baggage from your attempts to communicate clearly.

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“In looking for work, what’s important?” by Dr. John Manni, Psychologist

Is it how smart we are, or how smartly we react?

In the struggle to succeed, we typically rely on our intelligence to produce positive outcomes to get what we need.  We do research, ferret out facts, think things through, and seek the opinions of others.

Our resumes are geared to promote accomplishments.  We compile references from respected colleagues to show that others believe we have what it takes.  We come to interviews armed with a wealth of information about prospective employers to show we’re prepared to jump right in.  And no one would argue that these are all good ideas and quite necessary in today’s competitive job market.

Even in doing all the right things, we face a lot of rejection. Someone else gets the job.  We get upset, frustrated, and start to lose motivation.  We begin to doubt our abilities and lose faith in ourselves. We begin a downward spiral of not trying so hard and spend less time looking at job boards or networking.  We find excuses not to apply for certain positions.  So, despite being “smart,” our enthusiasm to look for work diminishes.

So, to move ahead it becomes important to get out of – or avoid – the job search blues.  Unfortunately, stress, frustration, and all the negative emotions that accompany unemployment tend to cloud our thinking.  In his book, “Emotional Intelligence,” (2005) David Goleman writes “When emotions overwhelm concentration, what is being swamped is…the ability to hold in mind all information relevant to the task at hand…we can’t think straight.”(p.79) We get stuck. We fail to make progress.

In his book, Goleman discusses how hope and optimism can play important roles in achievement.  He describes the research of C.R. Snyder at the University of Kansas who found that hopefulness among students entering college was a better predictor of achievement than the SAT, which has a high correlation with IQ.  Snyder defines to hope as “believing you have both the will and the way to accomplish your goals, whatever they may be.”(p.87)

Later, Goleman describes an interesting experiment involving Olympic swimmer, Matt Biondi, conducted by Martin Seligman of the University of Pennsylvania. Seligman had previously tested the swimmer for “optimism.” Biondi was told that his time during an event was slower than it actually was.  What might have been demoralizing to an athlete who wasn’t optimistic, was motivating to Biondi.  After being given a rest, Biondi tried again and bettered his previous time.  In contrast, when this experiment was repeated with “pessimistic” swimmers, their times were worse when given a second chance.

Seligman defines optimists as ”People who…see a failure as due to something that can be changed so that that they can succeed next time around…”(p.88) Goleman goes on to say, “For example, in reaction to disappointment such as being turned down for a job, optimists tend to respond actively and hopefully, by formulating a plan of action, say, or seeking out help and advice; they see the setback as something that can be remedied.”(p.88) In short, it’s not failure that defines you, but how quickly you regroup and try again.

So being smart (or really good at your profession) is important.  It is equally important to keep your goal in sight, maintain belief in yourself, be persistent, and use your intelligence to find ways to get over your job search obstacles.

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“When Your Spouse Is Out of Work, What’s a Good Way to Talk About It?” by Dr. John Manni, Psychologist

Maybe talking isn’t always the answer.  Try listening.

Many years ago while my wife was pregnant with our first child, I took a workshop based on Parent Effectiveness Training by Dr. Thomas Gordon. The book emphasizes active listening, a communication technique, which requires the listener to feed back to the speaker what she/he hears by re-stating or paraphrasing.  The feedback also can consist of labeling the emotion that the listener thinks underlies the speaker’s message.  Dr. Gordon’s approach to communication has been central to improving my parenting skills as well as my work as a psychologist.  Not surprisingly, I have used his methods to help clients improve communication skills with their children, bosses, employees and spouses.  Inevitably, the vast majority reports improvement in their ability to communicate and resolve conflicts.

Unemployment impacts significantly on the entire family.  Men and women sometimes find themselves unsure of how to respond to their spouse.  Should they make suggestions, act as a cheerleader or just stay out of the way?  I strongly suggest one strategy: be a good listener.  A good listener can be as helpful as a good advisor.   Think back, have you ever called a friend to talk about a problem you faced and come to a solution even though your friend said vey little?  Sometimes just having someone listen to you is the best help you can get.

When someone is under emotional strain, – like a person who is unemployed – what he or she says is often distorted by the strong feelings driving the message.  An active listener sometimes restates a speaker’s statement; thereby, giving the other person a chance to hear and reconsider what they are saying.  This can enable the speaker to clarify the message and sometimes identify their feelings.  Talking through what someone is thinking and feeling can help them stay motivated and on task.

Let’s assume the husband is the unemployed member of the family.  For instance he comes into the kitchen and says angrily: “Isn’t dinner ready yet!”  You might be tempted to respond angrily yourself, but try restating his message: “You’re really hungry, aren’t you?” Responding by restating helps the speaker hear what they are saying and gives them a chance to restate their message more clearly. He answers: “I worked all day on the computer looking for a job. “I really don’t think I got anywhere.” His wife responds by identifying the emotion underlying his second message: “Sounds like searching for a job has you really frustrated and angry.” He realizes he is not really angry that dinner isn’t ready but frustrated at the process of looking for work.  Labeling the emotion that underlies a message facilitates the release of emotions.  He responds: “I need to take a break.” “When will dinner be ready?”

The first step for the listener is to maintain good eye contact and focus on the message.  It is important to pick a time and place where there are no distractions so that you can stay focused on what your husband is saying.  While listening, try to repeat in your own words what your spouse says. Avoid trying to provide solutions or advice. The goal is to convey you are there for him/her.  It isn’t necessary to respond verbally to everything they say. Sometimes silence is enough. Use body language like nodding your head  to indicate your interest and attention.

In summary, active listening is a great way to help your spouse through the emotional storm of unemployment.  Do not jump in with solutions, judge or criticize.  Listen intently, sometimes just restating what you heard and, at other times, labeling the emotion underlying his message.  The unemployed often withdraw and feel socially isolated.  Active listening will communicate your acceptance and your willingness to help.

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“Eight Ways to Be a Smart Job Seeker” by Greg Olsten

We are all familiar with the hardships involved in being an unemployed job seeker.  Not only is it frustrating and depressing when you can’t find a job, but the feelings become magnified as the length of time unemployed increases.

Rather than be depressed over what you can’t have today, career expert Elena Bajic, founder and CEO of Ivy Exec, is telling job seekers to think of the jobs they can have tomorrow. Bajic is offering eight tips on how to become smarter job seekers and be better equipped for the future job market. Here are her suggestions:

1. Take a hard look at your finances: If you’re currently searching for a job or are about to start looking for a job, immediately look at your finances to see where you can curb costs and expenses.

2. Take inventory & do a full and honest self analysis: Take time to understand who you are and what you can bring to the job table. Really understand your strengths and weaknesses.

3. Set realistic and achievable goals and review them daily: Make your time count when it comes to finding the right job. Make a specific to-do or checklist each day to make sure your job search is productive. Set goals such as “I need to make at least five calls today” or “I’m going to reach out / network with four people today.”

4. Treat your job search like you’d treat a job: Finding the right job requires the same commitment as one would commit to a full-time job. 

5. Network to build relationships, not to find a job: Networking is about building relationships with people who can connect you with people who can help you find a job.

6. Focus on self improvement: For those who are currently unemployed, dedicate time during your job search to acquire new skills and to improve your candidacy. Use this time as an opportunity to build on your existing skills and experience. Make your time fruitful.

7. Develop a job search with professional help: if you can afford it, hire a professional who can offer objective advice and help anchor you so that you’d avoid making common job search mistakes (ie. take the first job offer that comes through, start interviewing with any company that shows interest even if it is the not right fit, etc.) .

8. Stay positive – Interviewers can read negativity pretty quickly, and nobody wants to hire a negative person. By following the first seven tips, you will be a more confident job seeker with more focus, and with a clear picture of the right job that’s the right fit.

Greg Olsten is an Associate in Professional Services at IvyExec.com.
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“Five Tips to Really Stand Out and Land a Job” by Vickie Elmer

Recently, Ivy Exec CEO and Founder, Elena Bajic, was interviewed by Aol Job’s writer, Vickie Elmer. Below are Elena’s thoughts on some of the ways to stand out from the competition to land a job.

Every time you apply for a job you have the chance to be a standout, a star, or at least a unique individual with a string of talents that may be a great match for the employer’s needs.

But many don’t see themselves that way or sell themselves that way. And they don’t find the ways they can really shine before they send off their resume. They need to assess how their talents and traits could really benefit the person who’s about to read their resume and hire someone crucial to their team.

So this year, give yourself enough time and many opportunities to stand out in your job search. This may mean cutting back on the number of resumes you send out a week or a month. But a few carefully crafted resumes and cover letters that connect the dots may do more to open doors than sending out hundreds of copycat CVs.

“It takes quite a bit of energy” to do some research and become a “standout candidate,” said Elena Bajic, founder and CEO of Ivy Exec, which offers targeted career advice and jobs for members. She agrees candidates need to be selective in applying for jobs; “pick and choose those that are highly relevant” to their skills and expertise.
Then follow these five tips to make yourself a standout as you apply for work:

Know the traits that impress.
Some will be written right into the job posting. Others may be in your future employer’s core values or mission statement. Sometimes they can be identified by reading a few blog posts or an in-depth profile of the CEO or senior executive in charge of the area where you hope to work. Look at industry trends and best practices, too. The American Management Association identified the four Cs as skills employers really want: critical thinking and problem solving; collaboration; communication and creativity / innovation.

Ensure your resume matches your job.
Anyone looking for a job in sales or marketing needs to promote themselves very effectively. An editor cannot afford misspellings or grammatical errors, Bajic said. A manager must show that they are organized and can engage people with their resume. An IT manager’s resume needs a different structure and look than an interactive advertising manager. Different jobs and sectors require varied approaches. So each time you send out your resume, take just 10 minutes to adjust it so it’s a closer match to the job posting.

Follow-up – twice.
After the resume’s gone out, send an email or make a call to promote yourself again. Then another one week later. When one candidate did this with Bajic, she gave his resume a second look, which led to an interview. “I don’t receive that many follow-ups,” she said, “maybe 5 or 10 percent” of job seekers connect even once after applying.

Speed your replies.
When she’s requesting an initial phone interview, Bajic sees those who respond to an email quickly, in a few minutes or so, as “a high energy person who’s engaged.” Someone who does not reply for two or three days may imply that they are less energetic and engaged or not all that interested in the job, she said. Other employment experts say it’s important to show you’re energetic and a quick study, especially if you’re a mature job seeker or one who has been out of the workplace for a few years.

Prepare for phone interviews.
Take care with this and don’t take it on the fly. When the HR manager calls for a phone screening interview, ask to schedule it the next day – and use those 24 hours to research the company and the job you’re seeking. Take time to envision the job and what it entails, Bajic says. Ask yourself: What is the company trying to achieve here? That way your questions will be more in-depth and your impact better.

Remember too that what works to make you a standout with IBM may not be as impressive at Apple or a small start-up in Ann Arbor, Mich. Core traits that work for small entrepreneurial organizations may be miles apart from the ones that turn heads at a Fortune 500 corporation. The key is to draw on your list of strengths and best traits and bring up those that your future boss really values.
It’s knowing what will stand out and shine in the galaxy where you’re hoping to land next that could lead to success.

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