Category Archives: Workplace Help

The Future of Work: Attract New Talent, Build Better Leaders, and Create a Competitive Organization


By Jacob Morgan

Throughout the history of business employees had to adapt to managers and managers had to adapt to organizations. In the future this is reversed with managers and organizations adapting to employees.  This means that in order to succeed and thrive organizations must rethink and challenge everything they know about work.

The demographics of employees are changing and so are employee expectations, values, attitudes, and styles of working.  Conventional management models must be replaced with leadership approaches adapted to the future employee. Organizations must also rethink their traditional structure, how they empower employees, and what they need to do to remain competitive in a rapidly changing world.

This is a book about how employees of the future will work, how managers will lead, and what organizations of the future will look like.
The Future of Work will help you:

  • Stay ahead of the competition
  • Create better leaders
  • Tap into the freelancer economy
  • Attract and retain top talent
  • Rethink management
  • Structure effective teams
  • Embrace flexible work environments
  • Adapt to the changing workforce
  • Build the organization of the future
  • And more

The book features uncommon examples and easy to understand concepts which will challenge and inspire you to work differently.

The Employee Experience Advantage

The Employee Experience Advantage By Jacob Morgan

By Jacob Morgan

Research Shows Organizations That Focus on Employee Experience Far Outperform Those That Don’t

Recently a new type of organization has emerged, one that focuses on employee experiences as a way to drive innovation, increase customer satisfaction, find and hire the best people, make work more engaging, and improve overall performance. The Employee Experience Advantage is the first book of its kind to tackle this emerging topic that is becoming the #1 priority for business leaders around the world. Although everyone talks about employee experience nobody has really been able to explain concretely what it is and how to go about designing for it…until now.

How can organizations truly create a place where employees want to show up to work versus need to show up to work? For decades the business world has focused on measuring employee engagement meanwhile global engagement scores remain at an all time low despite all the surveys and institutes that been springing up tackle this problem. Clearly something is not working. Employee engagement has become the short-term adrenaline shot that organizations turn to when they need to increase their engagement scores. Instead, we have to focus on designing employee experiences which is the long term organizational design that leads to engaged employees. This is the only long-term solution. Organizations have been stuck focusing on the cause instead of the effect. The cause is employee experience; the effect is an engaged workforce.

Backed by an extensive research project that looked at over 150 studies and articles, featured extensive interviews with over 150 executives, and analyzed over 250 global organizations, this book clearly breaks down the three environments that make up every single employee experience at every organization around the world and how to design for them. These are the cultural, technological, and physical environments. This book explores the attributes that organizations need to focus on in each one of these environments to create COOL spaces, ACE technology, and a CELEBRATED culture. Featuring exclusive case studies, unique frameworks, and never before seen research, The Employee Experience Advantage guides readers on a journey of creating a place where people actually want to show up to work.

Readers will learn:

  • The trends shaping employee experience
  • How to evaluate their own employee experience using the Employee Experience Score
  • What the world’s leading organizations are doing around employee experience
  • How to design for technology, culture, and physical spaces
  • The role people analytics place in employee experience
  • Frameworks for how to actually create employee experiences
  • The role of the gig economy
  • The future of employee experience
  • Nine types of organizations that focus on employee experience
  • And much more!

There is no question that engaged employees perform better, aspire higher, and achieve more, but you can’t create employee engagement without designing employee experiences first. It’s time to rethink your strategy and implement a real-world framework that focuses on how to create an organization where people want to show up to work. The Employee Experience Advantage shows you how to do just that.

Take 10 Years Off Your Image


By Stephen Viscusi, The Ladders

Suggestions on how to take 10 years off your image and be perceived as more youthful in the office.

How old an impression do you make when you’re interviewing? Of course, we all know that an interviewer can just count backward from the year of graduation printed on your resume. However, here is the truth: Perception is a new reality like 60 is the new 50. So you need to learn the fine art of being perceived as younger as well as looking younger. It’s more than just the way you look.

Is this fair? Is it even legal? And most importantly, should you give in to such nonsense? I’ll put it this way: If you are over 40, you need to read on.

Though the economy is much stronger, so is the penchant for mergers, acquisitions, and other organizational changes.  So now some bosses can use such events as a reason to thin the ranks.  And pay attention, over-40s:  A reduction in force is an especially perfect opportunity for higher-ups to fire those senior workers whose high wages and big egos have outlasted their welcome.

For those who are already unemployed, you must do whatever it takes to convey to hiring managers that you are employable. What does this mean? No one wants to hire someone who’s stuck in the old-fashioned way of thinking that being qualified, working hard and being loyal to a company is enough. Your Princeton degree and enviable references won’t get you far if you’re that naïve.

So back to the age thing.

While many workers have learned that good looks and a polished appearance go a long way toward success in the workplace, too many of them fail to realize that cultivating the perception of youth and a hip attitude is an equally important part of the equation. It’s no secret that we live in an age-obsessed society. Like it or not, “interviewing younger” is the new catchphrase.

“Interviewing younger” and being perceived as more youthful at the office is a vocabulary, a body language, and a look. And here’s a secret: These rules apply even more when your boss is your age or even older. It’s not like you are following these rules to impress a young person. Whatever the age of your boss or interviewer, you need to create a youthful perception about yourself. Otherwise, there’s someone else waiting in the wings with quicker computer skills and contemporary pop-culture knowledge who will be all too happy to fill your shoes.

So how do you do it? Here are some of the secrets in my new book, “Bulletproof Your Job” (HarperCollins), use them to remind yourself how to hold onto your job while those around you are losing theirs):

Crest Whitestrips.
Yup, this is a shallow, cosmetic-based tip. But I get so many letters from people who just don’t understand that having coffee-stained teeth doesn’t do you any favors in the interview department. Stop rolling your eyes; go buy the strips (use the store brand for all I care – I’m not picky), and whiten those teeth. Then smile. Smiling makes you look and feel younger – not bitter, old and unemployed. I don’t care if you really are bitter, old and unemployed. It’s about perception, remember?

If you are over 40, I want you on LinkedIn today.
If you don’t know how to join, just ask someone.  Let that same person help you choose your profile picture. Seriously.

Know about and frequently use Google and Wikipedia.
Bookmark them on your computer, and set one as your homepage.

Peruse your local Apple store.
At least learn the difference between an iPad, MacBook Pro, or Android and iOS, and you’re on your way.  And buy a set of those headphones to keep around. It’s all about perception.

Do not disclose your SAT scores.
If for some ungodly reason you still remember your SAT scores, keep them to yourself. Not only does no one care, but the scoring isn’t even the same anymore, and you’ll just wind up aging yourself.

Don’t talk about how you’re so addicted to Starbucks.
Or Coffee Bean, or whatever your coffee place of choice is. It seems like this would make you appear younger, but it won’t. Starbucks screams “unemployed loser.” Besides, you should never walk into an interview with a coffee cup, especially since you just whitened those teeth.

Pick up a copy of “Entertainment Weekly” before an interview.
But for God’s sake, don’t take it in with you and don’t let anyone see you reading it. That said, nothing gets you more up to date on the youthful world of pop culture like an issue of EW.

Learn how to text.
Many younger people do not use email.

Lose the paper.
Young people get their news online – they don’t read newspapers as much. So don’t carry one into an interview with you or be seen reading it at the office like someone’s mom or dad.

Brush up on sports.
This is easy; you can still get away with talking about Michael Phelps and get credit for this one. Bonus points for knowing who’s in the NCAA tournament.

Make eye contact.
Eye contact is so critical to being perceived as young; don’t be afraid to use it.

Rarely refer to your children.
Never refer to your grandchildren and never ever your great-grandchildren.

Go to the gym.
Or at least get moving.  Regular and brisk walks can work wonders.

Never talk about the ’80s or ’90s.
Never use words from “your day.” Nothing at work is groovy, dy-no-mite, or tubular. Ever.

Get a DVR.
Know how they work.

Practice “sounding young” on the phone.
Take a small survey of how old you sound on the phone, and then practice with a friend sounding younger. (A tip: Talk higher and peppier.) This is critical. In the same vein, make sure your outgoing voicemail message isn’t too long or boring. Short and sweet with a positive attitude is all you need.

Dress is very important: always dress age-appropriate.
It never works to try dressing like a millennial.

Give your hairstyle a long, hard look.
No wonder there are so many makeover shows! My advice is to ask an outsider his or her opinion. Someone who loves you won’t want to hurt your feelings or may love your look for sentimental or romantic reasons – but sadly, that won’t help you find a job. A bad coloring job spells disaster for both men and women, and let’s faces it, hair weaves for men rarely work. Men, don’t go overboard on finding a new hairstyle – just clip your nose and ear hair and you’re on the right track. Ladies, pluck or bleach facial hair.

Skip the cologne and excessive perfume.
And while we’re on the subject, wear deodorant. You may laugh, but many people just don’t do it.

Okay… Feel any younger, or just berated?

Trust me, I just took 15 years off the way you come across. Yeah, some things I talk about here are cosmetic, but most are not. It’s all about perception … and perception is a new reality.

What Should You Include in a Resignation Letter?



I am often asked, “What should I include in my resignation letter?”  The more important question to be asking is what not to include, say the experts. “Less is always more,” says Roy Cohen, a Manhattan-based career counselor and executive coach. “This is not the time to set the record straight. Know that it’s a small world.” By leaving on the best note possible, you also keep open the option for a return to the company should your circumstances change.

By leaving on the best note possible, you keep open the option for a return to the company should your circumstances change.

Rather than airing your grievances with the company, you should set a positive tone from the start, says Marilyn Puder-York, a psychologist and executive coach in the New York metro area. One way to do this is to include a sentence or two at the top that shows your appreciation for the opportunity to work at the company and the experience it has given you.

Small courtesies are also important. This includes giving enough notice: a minimum of two weeks but preferably one month, says Ms. Puder-York, who has seen people give as much as six months, a move that she wouldn’t recommend. “You lose a lot of power and credibility in six months,” she says. Your preferred last day should also be included in the letter.

Both Mr. Cohen and Ms. Puder-York recommend that you don’t list reasons for your resignation, no matter how tempting it might seem. “Once you’ve made the decision to leave, the reasons are superfluous,” says Mr. Cohen. One option is to include the following sentence at the end of your letter: “I would be happy to discuss my reasons for resigning as well as any particular support I can give you during the transition,” suggests Ms. Puder-York.

“Make the letter clear, direct and simple,” she says. “You should always wait to give additional information in a verbal discussion. The letter ends up in your file. You don’t know where it is going to go.”

At some companies, a formal resignation letter may not even be necessary, says Ms. Puder-York. But she still recommends submitting one, equating it with the increasingly rare written thank-you note. “It is the smart, respectful thing to do, and it’s a gracious thing to do if you do it well,” she says.

What Color Is Your Parachute? 2018


By Richard N. Bolles

With more than 10 million copies sold in 28 countries, the world’s What Color Is Your Parachute? 2018: A Practical Manual for Job-Hunters and Career-Changers by [Bolles, Richard N.]most popular job-search book is updated for 2018 and tailors Richard Bolles’s long-trusted guidance with up-to-the-minute information and advice for today’s job-hunters and career-changers.

In today’s challenging job-market, the time-tested advice of What Color Is Your Parachute? is needed more than ever. Recent grads facing a tough economic landscape, workers laid off mid-career, and people searching for an inspiring work-life change all look to career guru Richard N. Bolles for support, encouragement, and advice on which job-hunt strategies work–and which don’t. This revised edition combines classic elements like the famed Flower Exercise with updated tips on social media and search tactics. Bolles demystifies the entire job-search process, from writing resumes to interviewing to networking, expertly guiding job-hunters toward their dream job.


Stealth Persuasion Techniques for Job Hunters


Expert Author Stephen Young Before your interview, you will have completed the basic research. You will have visited your potential future employee’s website, understood their culture read their mission statement and plans for the future. You may have matched their corporate vocabulary on your CV, prepared some questions and have a list of bullet points of the crucial information you wish to impart about yourself

Subliminal Tactic No: 1

You are invited into the interview room, and you are on stage, as with all performances it is imperative to make an impactful entrance, the last thing you want, is to leave the meeting thinking will I ever get a second chance to make a better first impression? This means that from the outset, you need to be thinking about developing rapport.

A different method of establishing rapport is to create within yourself a mindset that you already have it. Think of your interviewer as a good friend and visualise how you greet those with whom you are familiar; please hold off on hugs and kisses, we do not mean your very close friends.

As you imagine yourself greeting people you know, notice how you are more confident, and your body language is more inclusive. You are subliminally radiating messages of acceptance and liking to those around you; who cannot fail to respond positively on a basic instinctive level. By initiating rapport in this manner, you are proactively taking the first steps to take control of the meeting.

Smiling is important too, as you enter the interview room present a neutral face and progress to a smile as you walk forward and acknowledge your interviewer. We suggest this because people notice “difference” more than “sameness,” If you enter the room smiling, presumably you were smiling outside of it too. When you smile gradually at someone, they sense they are being greeted warmly.

Subliminal Tactic No: 2

Next, while maintaining good eye contact allow the interviewer to take your lead again as you raise your hand first for the handshake. In an entirely natural way; you have from the outset subliminally assumed control of the meeting.

Subliminal Tactic No 3

Controlled experiments conducted on the word because proved it to be one of the most influential words in the English language, because as youngsters, we are programmed to believe whatever is said after the word “Because.” as the truth.

Do you recall asking “why must I go to bed now? Invariably the response was “because it is your bed time or because I say so” or you questioned “why must I eat “X,” only to be told “because it is good for you. Thankfully, for those who wish to further their influence and be more persuasive, most people are unaware of the power of “because.”

Let’s review how to covertly enhance your powers of influence and say what you want to say by strategic placement of the word “Because.” Many candidates proffer a single response when answering interview questions, and often interviewees can detect the competency of their interviewer and concern mounts if the right questions are not posed.

Presuming you want the job, your sole aim for attending an interview is to progress to the next stage; you are there to help the interviewer to make the correct decision by channeling them to ask the right questions.

Below are examples of interview questions, both candidates are equally qualified:

Interviewer What experience do you have handling a major crisis?

Candidate 1 In my first job a decision made by an experienced college turned out to be wrong and resulted in a significant interruption to the business. I took control and resolved the situation saving the company a lawsuit and many thousands of pounds.

Candidate 2 Because I have studied and qualified in Crisis and business continuity management, I am up to speed on all issues that can affect organisations such as this. There was an example at XYZ Ltd when, and so on.

Candidate one’s response answers the requirement of the question, but what makes candidate two’s answer more compelling?

Interviewer What is your biggest weakness?

Candidate 1 I occasionally find the pressure a little stressful, but it is not a problem as I can manage in most demanding situations.

Candidate 2 Stress used to be an issue but, Because I completed a Time Management Course at X, I now work well in most pressurised environments.

This is a tricky interview question as it is not in anyone’s interest to draw attention to their weaknesses. Candidate two has not only placed the weakness in the past but also verbally reinforced relevant information.

Interviewer Where do you see yourself in five years time?

Candidate 1 I want to be in a more senior management role as based on my experience I see managing a team is the next logical step

Candidate 2 Because I am highly career focussed, I have a five-year plan, my promotion was steady in XYZ Ltd. The next five years are crucial as I see myself moving towards a more people management role.

The second candidate has reinforced that they are career centred, one of the reasons for asking this question, they have highlighted the existence of a five-year plan and that previously their career progression was steady.

Having heard candidate two’s answers, an astute interviewer is likely to ask:

  • What evidence in your background indicates you are highly career focussed
  • Tell me about your five-year plan
  • What do you mean “moving towards” a more people management role, what timeframe do you have in mind?
  • Talk me through your progressive roles in your previous company.

Candidate two is expecting the questions he/she wants, following their “because” lead response, because they have planted the seed and have controlled the interview.Tactically use of the word “Because” enables the interviewee to reinforce information verbally, offer fuller answers and crucially, direct the interviewer forwards towards asking the right question.


  • Meet new people as if you already know them because you radiate subliminal messages of liking and acceptance that they cannot fail to respond to favourably
  • Gradually break into a smile when you acknowledge others
  • Everything said after the word “because” is presupposed to be true because it is
  • By adding “because” to a request, you are guaranteed to increase your compliance rate because it happens naturally
  • Using the word “because” heightens your level of influence because you will appear more influential.
  • Use “because” more often to answer questions
  • Practice by preparing a list of questions and remember your answers

Enjoy these techniques they will unquestionably give you considerable advantage over those unfamiliar with their use and remember its always a good idea to practice them in a stress-free environment because the more you practice, the more proficient, you will become.


Interview Guides – What They Are and How You Can Be the Candidate That Gets the Job

Recommend ArticleHow many times have you gone to an interview only to stutter and stammer your way through the questions they ask about stories about your experience, ultimately costing you the potential “dream job”? The company used an interview guide to help them come up with the questions to ask you, so why shouldn’t you have one to help you prepare? In this article, we will discuss what exactly an interview guide is, how it is used to benefit a company for hiring purposes, and how this resource can be used to help you prepare for that big interview. First, let’s get to what an interview guide is.

An interview guide is a series of questions that guide an interview for a prospective employer based on corporate values and key attributes of a position. This guide helps the company to ensure that they have hired the best person for the position. If used properly, this can help you prepare and be the best person for the position! When written by a reputable source who has conducted hundreds of interviews, this type of guide can be an invaluable resource. This leads us to how an interview guide is used to benefit a company for hiring purposes.

An interview guide helps a company by curtailing hiring based on gut feelings and adding to hiring more on company values and finding out which person most fits the attributes of the position based on certain key questions that are asked. Questions asked are often about several sections like background information, whether the person can tell a complete story about core values, questions to determine whether the person matches the attributes of the position. At this point the interviewer will say goodbye to the candidate and fill out a ratings worksheet to rank the person being interviewed. This ensures that the process is fair and impartial. You may be wondering at this point, “How can an interview guide help me?”

An interview guide written by a reputable person can help someone who is looking for work land the job they are looking for by preparing them for the questions they will face in the interview process. If you have been looking for work and been getting turned down for jobs, this guide may help. When you know the questions that will be asked, you know how to answer. It is like studying for a test. You wouldn’t go and try to take a test without studying beforehand, would you? So why would you go for an interview unprepared? But how to know if this source is reputable? Look at the author. If they have worked for a major corporation and interviewed hundreds of people, if they have success with the people they have coached, that should speak for itself. Be discerning. This is for your future.

We have now looked at what an interview guide is, how it works for companies, and how it can help you get hired on to the job of your dreams. All that remains is you. Get out there and reach for the stars because the sky is the limit!

Having difficulty with the interview process? This interview guide tells you what you need to say to get hired! Why go in without confidence when you can go in knowing the answers you need? Check this interview guide out and learn what employers are looking for today.

Creative Hiring: The Pinnacle Model for Spontaneous, Imaginative, Collaborative Interviews


“Creative Hiring is a must read for any recruiter, hiring manager or human resources professional.”

Creative Hiring introduces The Pinnacle Model which describes the job interview in which both parties mutually enjoy, learn and improve themselves. Most importantly, it aims to accomplish this while elevating and improving the interviewer to see behind the mask of business formality, and decipher the competencies and qualities of the candidates with a high degree of precision.
Creativity. Curiosity. Collaboration. Genuineness. These are the central concepts the model is built upon.
It is a unified theory of in-depth human interaction that can be used both in and out of the business setting.

“A tool for better human-centered decisions.”

The ability to see ideas, beliefs, intentions, ambitions, expectations, values and personalities of other people is the single most valuable, lifelong asset anyone can have.
Those who achieve an analytical understanding of how people think, act and behave, gain great insight to make the best human related decisions possible in the workplace.


Inside the Book:

“Part One: The Theory” discovers the underlying determinants of human behavior with respect to the job interview setting. For an insightful understanding, The Theory lays down the theoretical foundation on which practical suggestions are built upon. It uses the science of Sociology; Psychology and Communication Studies on the one hand, and the author’s professional recruitment field experience on the other.

“Part Two: The Practice” details the Pinnacle Model itself. Its 7 unique principles which can be seen below are placed within the symbolic analogy of ascending up to and descending down from a Pinnacle.

The Ascent, Principle 1: Enable Mental Comfort
The Ascent, Principle 2: Earn Respect
The Ascent, Principle 3: Surprise (Pattern Break)
The Pinnacle, Principle 4: Show Genuine Interest
The Descent, Principle 5: Side with the Candidate
The Descent, Principle 6: Know Yourself
The Descent, Principle 7: Let Them Know
Also includes a Hand Guide of Key Takeaways and Skill Building Tips for Interviewers.

Radical Careering: 100 Truths to Jumpstart Your Job, Your Career, and Your Life


Do you have a career worth loving?

Do you want to kickstart momentum, attack bigger possibilities, and get excited about Monday mornings? Do you cringe at the conventional formulas? These 100 Radical Truths will inspire you to push your potential:
# 15: Aspire to be the dumbest person in the room
#19: Being in a crap job isn’t your fault, but staying in a crap job is
# 31: You can be comfortable, or outstanding, but not both
# 67: Mistakes are tuition
# 100: Make your memoirs worth reading

With groundbreaking research and thoroughly untraditional design, Radical Careering speaks to today’s “entrepreneurial class.” Whether you’re an employee stuck in a rut, or a business owner wanting to turbocharge success, this book will spark ideas every time you pick it up. Flip open to any page for an immediate jolt, or immerse yourself cover-to-cover with the interactive online tools. Radical Careering is every bit as smart, daring, and vibrant as a career itself should be.



The 11 Laws of Likability: Relationship Networking . . . Because People Do Business with People They Like


by Michelle Tillis LEDERMAN

We all know that networking is important, and that forming relationships with others is a vital part of success. But sometimes it seems like networking removes all emotions from the equation and focuses only on immediate goals…whereas the kind of relationships that have true staying power, give us joy, and support us in the long run are founded on simply liking each other. This book, featuring activities, self-assessment quizzes, and real-life anecdotes from professional and social settings, shows readers how to identify what’s likable in themselves and create honest, authentic interactions that become “wins” for all parties involved. Readers will discover how to: • Start conversations and keep them going with ease • Convert acquaintances into friends • Uncover people’s preferences and tweak their own personal style to enable engaging, reciprocal interactions • Create follow-up and stay in others’ minds long after the initial meeting The worst thing we can do when trying to establish a personal bond with someone is to come across as manipulative or self-serving. Authentic connections go much deeper—and feel much easier—than trying to hit self-imposed business card collection quotas. This book presents a new paradigm that shows how even the most networking-averse can network…and like it.