by AMY GALLO | Jun 25, 2020 | Jobs
If you are job hunting right now, you’re not alone. Whether you were recently laid off, were unemployed before the global pandemic hit, or are choosing to make a change, looking for a job now — amid hiring freezes and layoffs — will be different than it was a few months ago. But how different? How has the crisis affected how your approach to a job search — from finding open positions to writing a cover letter and resume to (ideally) interviewing? Does the usual advice still apply?
To answer these questions, I spoke with Art Markman, a professor of psychology and author of Bring Your Brain to Work and Claudio Fernández-Aráoz, an executive fellow at Harvard Business School. Here’s their advice for facing what feels like a daunting challenge at this time.
Tap your network
Fernández-Aráoz and Markman agree that, more than ever, getting a job in this climate will be about who you know, especially for more senior positions. “When hiring managers are faced with a stack of resumes or portfolios, they’re going to be looking for some kind of familiarity,” says Markman. So actively engage with your network. You might post on social media that you’re looking for your next opportunity and describe what talents you’d bring to a future employer.
You can also reach out directly to former colleagues who you’ve lost touch with. You could send them an invitation on LinkedIn or an email asking how they’re doing, explain your situation, and ask if they have any advice as you’re looking for your next position. This isn’t easy, of course. It can be tough when you’re out of work and don’t have good news to share — and people might be more overwhelmed than usual at the moment — but remember that people want to help when they can. I recently reconnected with a former colleague who is looking for work and it felt great to be able to offer her advice and even a few job leads.
Brush up your resume and cover letter
Fernández-Aráoz says you should “go out of your way to find a mutual acquaintance” to mention in your cover letter to grab the reader’s attention. You might also want to highlight that you’ve worked in high-pressure environments before, since most companies’ priority right now will be weathering the crisis and will be looking for people who can contribute to that effort. Of course, it’s good practice to keep your resume updated at any time, but is especially important when you’ve just lost your job or expect you might soon. And the classic advice on how to draft a cover letter and resume still holds true.
Prepare for a remote interview
Given that most people are working from home, there’s a good chance that if you’re lucky enough to get an interview, you’ll be doing it remotely. All of the standard advice about how to prepare for and perform during an interview still applies but you’ll also need to think about others aspects as well:
Technology. When the interview is scheduled, ask what video platform they’ll be using and then spend time familiarizing yourself with how it works, especially if you’ll need to use any features like screen sharing. Test out the link ahead of time. Be sure you have a way to reach the interviewer in case the technology fails. “The last thing you want is to be disfluent in a high-pressure situation,” advises Markman.
Appearance. Your goal is to look professional. You don’t need to wear a suit jacket — that would look awkward under the circumstances — but you don’t want to wear a sweatshirt either. Choose a neutral background for your interview (it probably goes without saying to avoid one of those virtual beach backgrounds).
Company’s crisis response. In addition to the usual research you’d do on the company, Markman advises looking into what the firm is doing in response to the Covid-19 crisis. Try to get the latest information. “Things have changed so rapidly and you may have applied for the job a few months ago,” he says. “Make sure you’re as conversant as possible. Check their website, any newsletters, and social media feeds — up to and including the day of the interview.”
Rehearse ahead of time
Experiment with how you might answer common questions. “When we get nervous, we tend to start monitoring ourselves. Since you’ll be able to see your own image as you’re talking during the interview, you’re likely to get distracted. Staring at a face — especially your own — will make you lose your train of thought,” says Markman. Be sure to rehearse in the spot where you plan to do the interview so you can see how you look. If you can’t stop looking at yourself when you practice, you might want to close the window with your image in it.
Go into the interview with a positive mindset
Remember that during the interview, you won’t be getting the same level of non-verbal information from the interviewer. And as Fernández-Aráoz points out, there’s lots of research that shows when we don’t have feedback, we tend toward a negativity bias. We think “this isn’t going well.” So experiment ahead of time with staying positive and assuming the best is happening.
Exaggerate your emotions a bit on screen
For the same reason, you want to practice being emotive during the interview. “Unless you have a sophisticated set of earphones, the audio gets compressed and you lose many of the undertones, which convey emotions,” he explains. “So you need to exaggerate those a bit.” He suggests practicing with a friend on video to “get some feedback about the setting, your tone, and your body language.” Your goal is to appear natural and at ease.
Convey warmth during the interview
The crisis has made people more eager to connect with colleagues on an emotional level and your interviewer may have a higher expectation about how much warmth you convey during the interview. Markman recommends that you follow the lead of the interviewer on small talk, but it may be appropriate to ask the interviewer how they and their loved ones are doing right now. And you should have a good response prepared for the same question should it come back to you. He suggests something like, “Thanks for asking. I’m doing as well as possible under the circumstances.” You don’t need to go into unnecessary detail.
Ask pertinent questions
When given the chance to ask questions during the interview, Fernández-Aráoz says you should ask all “the usual questions” such as What are your expectations for this role? How will you measure success for the position? What am I not asking you that I should? Markman suggests also asking about their onboarding process in the virtual environment. How will they be helping new hires get acclimated?
Looking for a job is never easy. But it’s going to be particularly hard right now, so try to be easy on yourself during the process. Chances are that you aren’t out of work because of anything you did and many, many people are in the same boat. The economy will come back and, until it does, remember that you’re doing the best you can.
This article first appeared in Harvard Business Review
by AMY GALLO | May 21, 2020 | General, Jobs
No one likes job hunting. Scouring through online jobs boards, spiffing up your CV, prepping for gruelling interviews – none of it’s fun. But perhaps the most challenging part of the process is writing an effective cover letter. There’s so much conflicting advice out there, it’s hard to know where to start. Indeed, in an age of digital communication, many might question whether you even need a cover letter anymore.
What the Experts Say
The answer is yes. “Not sending a cover letter is a sign of laziness. It’s akin to making spelling and grammar mistakes in your résumé. You just don’t do it,” says Jodi Glickman, a communications expert and author of Great on the Job. John Lees, a UK-based career strategist and author of Knockout CV, agrees. Even if only one in two cover letters gets read, that’s still a 50% chance that including one could help you, he explains. “It’s an opportunity to distinguish yourself,” Glickman adds. Still, as anyone who’s ever written a cover letter knows, it’s not easy to do well. Here’s how to give hiring managers what they’re looking for.
Do your research first
Before you start writing, find out more about the company and the specific job you want. Look at the company’s website, its executives’ Twitter feeds, and employee profiles on LinkedIn. “Do some research beyond reading the job description,” says Lees. Find out what challenges the company is facing and how your role would help address those. Knowing the company better also helps you decide on the right tone to use in your cover letter. “Think about the culture of the organisation you’re applying to,” advises Glickman. “If it’s a creative agency, like a design shop, you might take more risks but if it’s a more conservative organisation, like a bank, you may hold back.”
Open strong
“People typically write themselves into the letter with ‘I’m applying for X job that I saw in Y place.’ That’s a waste of text,” says Lees. Instead, lead with a strong opening sentence. “Start with the punchline – why this job is exciting to you and why you’re right for it,” says Glickman. For example, you might write, “I’m an environmental fundraising professional with more than 15 years of experience and I’d love to bring my expertise and enthusiasm to your growing development team.” Chances are the hiring manager or recruiter is reading a stack of these, so you want to catch their attention. But don’t try to be funny. “Humour can often fall flat or sound self-regarding,” says Lees. Stay away from common platitudes, too. “Say something direct and dynamic, such as ‘Before you read any further, let me draw your attention to two reasons why you might want to hire me…’ If you have a personal connection with the company or someone who works there, also mention it in the first sentence or two. And always address your letter to someone directly. “With social media, there’s no excuse to not be able to find the name of a hiring manager,” says Glickman.
Emphasise your personal value
Hiring managers are looking for people who can help them solve problems. Drawing on the research you did earlier, show that you know what the company does and some of the challenges it faces. These don’t need to be specific but you might mention a trend that’s affected the industry. For example, you might write, “A lot of healthcare companies are grappling with how the changing laws will affect their ability to provide high-quality care.” Then talk about how your experience has equipped you to meet those needs; perhaps explain how you solved a similar problem in the past or share a relevant accomplishment.
Convey enthusiasm
Make it clear why you want the position. “In today’s economy, a lot of people have the right skills, so employers want someone who really wants the job,” says Glickman. “Enthusiasm conveys personality,” Lees adds. He suggests writing something like “I’d love to work for your company. Who wouldn’t? You’re the industry leader, setting standards that others only follow.” Don’t bother applying if you’re not excited about some aspect of the company or role. “Sending out 100 résumés is a waste of time. Find the 10 companies you want to work for and put some heart and soul into it,” Glickman says.
At the same time, don’t go overboard with the flattery or say anything you don’t mean. Authenticity is crucial. “You don’t want to sound like a gushing teenager,” Glickman warns. Be professional and mature. Lees notes that in some industries, like fashion or technology, it’s more appropriate to say how much you love a company’s product or services. A good rule of thumb is to “use only the kind of language that the hiring manager would use with one of his customers.”
Keep it short
Much of the advice out there tells you to keep it under a page. But both Glickman and Lees say even shorter is better. “Most cover letters I see are too long,” says Lees. “It should be brief enough that someone can read it at a glance.” You do have to cover a lot of ground –but you should do it succinctly.
When you can’t submit a cover letter
“In the black hole of an online system, the rules may be different,” Glickman concedes. Many companies now use online application systems that don’t allow for a cover letter. You may be able to figure out how to include one in the same document as your résumé but that’s not a guarantee, especially because some systems only allow for data to be entered into specific boxes.
In these cases, use the format you’re given to demonstrate your ability to do the job and your enthusiasm for the role. If possible, you may try to find someone who you can send a brief follow-up email highlighting a few key points about your application.
This article was previously published in Harvard Business Review
by AMY GALLO | Feb 3, 2020 | General
Having a close friend at work can make you happier, more productive and less likely to quit. But office friendships can have downsides, too.
What should you do if you’ve got too emotionally involved?
How do you make sure that your relationship doesn’t affect your ability to get your job done? What sort of psychological boundaries should you put up? How do you establish them in a way that doesn’t hurt your colleague’s feelings?
Empathy is an important component of emotional intelligence and, thus an asset in the workplace. It helps you connect with others in a meaningful way. But you don’t want to “let your emotions take over” and become so involved in a work friendship that it depletes your energy and productivity, said Susan David, the author of Emotional Agility.
Annie McKee, the author of How to Be Happy at Work, agreed. “It feels good to be needed but it can become a burden,” she says. “It goes way beyond empathy if you’re spending too much time helping someone figure out their problems or you get upset, worried or maybe even scared about getting it right.”
If you feel you and your colleague have got in too deep, here’s what you can to do:
Watch for the signs
When you’re neglecting your work to tend to an office friend, it is a sign that something needs to change. Other red flags include feeling like “you’re on an emotional roller-coaster” or like “you’re more attached to the other person and their experiences than your own”, said McKee.
To assess whether your relationship is a healthy one, ask yourself a few questions: Is the relationship bringing me closer to the growth I want in my career? Are we both putting in the same amount of effort? Do I feel comfortable expressing thoughts and feelings that differ from my friend’s? Can I see multiple sides to the problem the person is experiencing or just their own perspective?
Unfortunately, said David, “there’s no clear line in the sand of what’s okay and what’s not”. But if you answer “no” to any of these questions, consider making changes.
Don’t blame the other person
If you conclude that the friendship isn’t serving you, it is normal to get angry or annoyed. “There’s an instinct to blame the other person and think, ‘You drove me to this.’ But that’s a disempowering position to take,” said David. Instead, think about your own role in creating the unhealthy dynamic.
McKee suggested reflecting on what initially drew you to the person. Was it their personality? A work challenge you faced together? A hobby you share? That will give you useful information to disentangle your current relationship and will help you avoid similar situations in the future.
Don’t cut them off entirely
In most cases, there’s no need to abruptly end the relationship. You don’t want to go “from being their best friend to refusing to having lunch with them because you’re at the end of your rope”, said David. “You might be shutting down an important connection.”
McKee agreed: “People think to change an unhealthy dynamic, you need to break it. But you don’t have to. Slight shifts can actually move the relationship in the right direction without making anyone feel bad.”
Change the tone of the conversation
It is tough to tell a friend that you want to spend less time with them.
“Sometimes the relationship is healthy enough for you to be that direct, but it’s rare,” she said. “If they’re self-aware and capable of having a deeply reflective conversation, you can dip your toe in the water and attempt to have the conversation.” But, in most scenarios, your strategy should be to “gradually shift” the way you speak with your friend. For example, “try to pick communication channels that are leaner”, McKee said. “If you’re spending a lot of time together in person, replace those interactions with phone calls. If you’re spending more time on video or phone, replace that with a couple of emails.”
You want to create some physical distance and “tone down the intensity” of your interactions,” said David. Whenever possible, “re-emphasise your professional relationship” and talk about the importance of work.
Narrow the scope of your interactions
Decide where you want to draw the line. “Think about the problems your colleague shares with you and carve out one or two of them that you want to continue to help with,” said McKee. Then “enable (the person) to take action” on the others. “Connect them with someone who can help, said David. She suggested saying something along the lines of, “I feel like we’ve been going in circles on this. You may benefit from seeing a coach.”
Hold strong
It will take time to find a new balance. Your friend might not let you go willingly. But don’t get sucked back in just because they push. If they ask you why you’re not available for lunch, McKee suggested saying something along the lines of: “I miss our conversations too. But you know what I’m up against at work. I’ve really got to focus.” Or use the opportunity to direct the person to the topic you want to discuss by saying: “Why don’t we get together and talk about X?”
If they make it hard, remind yourself that the short-term unpleasantness of drawing boundaries is less costly than the long-term drain on your energy.
Principles to remember
Do:
• Watch out for signs that you’re putting too much time or energy into your friendship and that it is hurting your productivity or performance;
• Shift how you interact so that you’re spending less time communicating with the person;
• Offer to connect them with someone who can help them with their problems.
Don’t:
• Place the blame on the other person; chances are you had a role in creating the unhealthy dynamic;
• Cut them off entirely. That’s often not feasible or pleasant;
• Give in if they try to pull you back in; you need to hold strong to the boundaries you’ve set.
This article first appeared in Harvard Business Review.
