Category Archives: life success

Your Stories Matter For Career Progression

If you are looking to prepare yourself to take on a new career challenge, how do you capture your experiences in a useful way?

Your stories are important in the context of both creating your resume (The Essay Expert’s specialty!) and preparing for an interview.

Are you the right fit?
Once you are in front of your prospective employers, your goal is to communicate that you are the right fit for their organization. The interview is largely about testing your personality. The interviewers already know that you have the right technical skills or a demonstrated ability to learn them. What they don’t know is whether or not you will fit in their company culture.

This is where your stories about your employability skills kick in.

95% of interview questions are behaviorally based. This means that you will be asked questions that require you to provide an example about how you have demonstrated your employability skills in the past. If you haven’t prepared your answers, you will likely fumble your way through your interview.

Tell us about a time…
As an example, imagine being asked, “Please tell us about a time when you had to work with a difficult person.”
This question is meant to elicit how well you will interact with your fellow employees. Will you be a good team member to have around the office?
If you have prepared stories about teamwork, communication, leadership and problem solving, you will quickly be able to modify one of your existing stories to provide a succinct and coherent answer to this question.

If you haven’t prepared your stories, your face could turn white, the blood draining from your brain: “I’m not sure. I can’t think of one right now. I know that I have worked with difficult people before but I can’t think of one right now. Sorry.” It is not unusual for these sorts of responses to be heard in an interview.

How do you think the interviewers will judge your organizational “fit” with this kind of response?

A structure to rely on
Now here’s the good news: Interviewers have formulas that they listen for with regard to how your answers are structured. If you know the formula, you can prepare so you don’t get caught off guard.
One common formula is the CAR (Challenge / Action / Result) method. When answering a question such as the one above about working with a difficult person, you might choose a CAR story that you had prepared.

Let’s break down the components of a CAR story so you can create some of your own:
‘C’ is for Challenge or Circumstance. What situation sets the scene for your story? What was the context? Who were the players? What goal were you (as a team or individually) trying to achieve? What roadblocks stood in the way?
Although the first place to look for CAR stories is in your work experience, some of your best examples might come from family, recreational, or other extracurricular activities. This is especially true if you are a new graduate, but might be relevant even if you are a seasoned professional. If you planned a wedding, for instance, you learned skills that will apply in any paid position where you might be asked to organize a project or event. And if you get along well with your family, that’s a great sign that you will be a great person to have in the workplace!

‘A’ is for Actions. This is where you differentiateyourself. What did you do that made a difference? Be specific and include the most pertinent actions that you undertook. In the example above, you may have recognized that part of the reason for the “difficult” person’s behaviour was that you hadn’t been clear in your communication. So you may have stopped talking and just listened. Perhaps you discovered that they had misunderstood what you said—enabling you to communicate your message in a way they could comprehend.

‘R’ is for Results. This is the “So what?” part of your story. The results you have produced are some of the most important employability skills you can demonstrate. In the above example, your effective use of communication through improved listening may have resulted in a clearer understanding for the entire team of what it was trying to achieve—which in turn created a high level of focus and ultimately a successful project. You might even add that a big lesson from this experience was that through effective communication, you realized that the “difficult” person in question wasn’t that difficult after all. By sharing your results, you emphasize the positive impact you can have on an organization.

Reap the benefits of preparation
Preparing your CAR and employability skills stories, complete with results and lessons learned, provides you with flexibility when answering questions. You will be able to simply listen to the question and then select the most appropriate story to answer it. Your answers will be well-thought-out and evidence-based, and will make your interviewers engaged and favourable toward your application.

The power of telling your stories through a structure such as CAR is that it enables you to shine and reveal your personality, in addition to demonstrating how well you prepare for important meetings (yes, an interview is a meeting!). Your interviewers are then in a position to objectively judge how you would fit in the organization.

If you’d like to learn more about how to prepare yourself to be a successful interviewer and Young Professional, including another powerful formula for creating your stories and examples, then access What Really Matters For Young Professionals!

Gary Ryan is the Founder of Organisations That Matter, author of What Really Matters For Young Professionals! and creator of the Yes For Success online platform for creating and executing a life of balance and personal success!

Visit Gary at http://garyryans.com

Do you really ‘Have’ to do that?

“I have to submit this project tomorrow.
I have an assignment I have to complete tonight.
I have to go to a dinner with my partner.
I have to attend my child’s performance.
I have to prepare for a meeting tomorrow.
I have to. I have to. I have to.”

Guess what. You don’t.

You don’t “have” to do anything.

Sure there are consequences for not doing these things. There are also consequences for doing them too.

Which brings me to my point. Think about how differently you would apply yourself to the above activities if you actively chose to do them or decided that you are doing them because you want to do them rather than you “have” to do them.

Think about all the things that you are doing because you believe that you “have” to do them. What would happen if you didn’t do them?

Maybe the consequence would be that you would miss out on something that you really want, such as your partner feeling that you really do love him/her. Or maybe you would miss out on a promotion that you really want.

What if you were to switch from the perspective of “have to or else…”, to “want to because…”?

When you understand why you are doing what you are doing in the moment and how it will help you to achieve what you really want, it is amazing how much happier you are right now when you fully apply yourself to the activity whatever it may be. This also increases the chances that you’ll also be happier in the future.

This is one of the key success strategies when you plan and action personal success.

Try it out and let me know how you go. I’m confident that you will be positively surprised.

Gary Ryan enables individuals, teams and organisations to matter.
Visit Gary at http://garyryans.com

A view of leadership from the ‘other side’

Below is a dialogue between two colleagues. One of them Paul, is upset with his manager because he believes that while she preaches ‘collaboration’, she is in fact (to him) a hypocrite. His colleague Aiden provides a different perspective and eventually enables Paul to see that maybe his manager isn’t the hypocrite he thinks she is.

Paul: “Amanda is a hypocrite!”

Aiden: “What do you mean?”

Paul: “Well, she says that she wants us to collaborate, so I gave her my opinion about the Seymour incident and she’s pulled rank on me. I’ve been told that it’s her decision and that if I do what I said I was going
to do, then I’ll be in trouble.”

Aiden: “Hmmm. You’re saying that Amanda has asked you for your opinion, you’ve given it and she’s made a decision that is not what you want. Is that correct?”

Paul: “Yes. That is exactly what has happened. She’s a hypocrite!”

Aiden: “Paul, let’s slow down for a second. What behaviour does Amanda display when you believe that she has listened to you?”

Paul: “Well, that’s easy. She does what I want. That proves that she has listened. After all, that’s what collaboration is, isn’t it?”

Aiden: “Well, not exactly. If we slow down and listen to what you’re saying it sounds like Amanda has to do what you want otherwise she isn’t seen to be listening to you. Is that what you mean?”

Paul: “No, not really. But she asked me to give my opinion and then she didn’t take it. What’s the point of asking me what I think?”

Aiden: “The point is that Amanda is seeking more information by getting your opinion. Think back over the past few times that Amanda has asked your opinion, have there been any times when she has appeared to listen to you?”

Paul: “Yes, a couple. There was the Monroe issue and the Pothole issue where Amanda’s final decision was very close to what I thought we should do.”

Aiden: “So, from your perspective Amanda does listen sometimes?”

Paul: “Yes, sometimes.”

Aiden: “What’s your definition of when Amanda isn’t listening to you?

Paul: “That’s obvious. When her decisions are different to what I want.”

Aiden: “Paul, Can you hear what you are saying? It seems to me that you’re saying that unless Amanda’s decisions equal what you want, then she’s being a hypocrite because she hasn’t listened to you. Yet you agree that there have been times when her decisions have been very similar to what your input recommended.”

Paul: “I’m listening” nodded Paul.

Aiden: “Look at it this way. When you’ve been a boss in the past, don’t you expect your positional authority to count for something from time to time?”

Paul: “Yes”

Aiden: “In that case, isn’t it possible that Amanda really has listened? In taking your opinion on board she has decided to do something different. She has then used her positional authority, which she is entitled to use, to make the decision. What’s wrong with that?”

Paul: “Okay. I suppose that you have a point. In fact she did say that she was using her positional authority to ‘make the call’. I took offence to that for some reason, but I’m not sure why”.

Aiden: “Great. I’m glad you’ve been open to having this chat.”

Paul; “Yeah, so I am I. I was going to go and do something that probably wouldn’t have been the right thing to do. In fact,, I probably would have undermined Amanda if I had continued with the action that I was planning to do. I suppose there are just times when I’m not going to fully understand Amanda’s decisions. I suppose I’ll just need to trust her and keep asking questions. That can’t hurt, can it?

Aiden: “Of course not. And my experience with Amanda is that she does listen and does try to explain why her decisions are what they are. I think that sometimes we don’t listen to her because we’re so focused on what we want. Maybe it wouldn’t hurt for us all to have a chat about these issues at our next meeting.

Paul: “You really think that she’d be up for it?”

Aiden: “Yeah, I do.”

This dialogue highlights how powerful mental models (see How what you think affects what you see) can be and how they can influence what we see and don’t see. In this situation a manager who collaborates with her team is seen as being a hypocrite simply because she at times, makes decisions that aren’t exactly what her team members want her to do.

Collaboration exists when people work as a team. Teamwork requires members to perform their role from both a technical role and team role (see What Makes People Tick Personality Profile & Job Fit Assessments) perspective. In this context it is fair and reasonable for a leader to exert their positional authority from time to time when making decisions. Providing the leader is constantly seeking and absorbing input from team members, there may be times when the leader has to make a decision and that decision may not be popular with the rest of the team. The nature of a leadership role means that leaders are exposed to information that other staff are not able to access. (at least not in the same timeframe). This means that sometimes leaders have access to information as an input to their decision-making that other team members may not yet know. This can create a paradox for the leader who wishes to be known for their collaborative style because there are times (such as employee disciplinary processes) when a leader is not able to share all the information with their team members.

A way to manage this situation is for the leader to declare when they are expressing a view from the perspective of their formal position and authority, compared to when they are simply expressing a view. For such a system to work the leader will need to conduct a series of conversations with their team about how such a system should work. The intention of the system is to enable team members to be able to speak candidly with their ‘boss’ (see the video Transparency – How leaders create a culture of candor).

If conversations such as the ones just described had been conducted throughout Paul and Aiden’s team’s history, it is unlikely that Paul would have been so convinced that his manager, Amanda, was a hypocrite.

What have been your experiences with regard to the challenge of having a collaborative leadership style, with making decisions when required?

Gary Ryan enables individuals, teams and organisations to matter.
Visit Gary at http://garyryans.com