Upcoming Events

Job Competencies & Overcoming Hiring Objections

Tuesday, March 9 and 16 7:oo pm to 8:30 pm Career Jump Start 1st United Methodist Church, Arapaho & Central, Richardson Free, Open to the public

Leveraging Your Job Competencies in the Interview

Wednesday, April 14, 2010 10:00 am to 11:30 am DBM (Drake Beam Morin) Oxy Building, SW Corner of LBJ & the Tollroad Open to DBM clients only

Overcoming Hidden Hiring Objections

Fall, 2010, Date TBA Career Design Associates 2818 S Country Club Rd, Garland Free, open to the pubic

You're Hired: How to Beat out Your Competition

December 2010 Evening presentation, Date and Time DBA Jewish Family Service 5402 Arapaho Road at Montfort Free - Open to the public, Limited Seating Need a speaker for your next meeting?


Archive for August, 2006

What Is Emotional Intelligence?

by Mitch Byers :: August 30th, 2006 :: Posted in Enhancing Your Career |

This information is a summary of The EQ Edge: Emotional Intelligence and Your Success by Steven J Stein, Ph.D. and Howard E. Book, M.D. Additional material is drawn from Optimizing People: A Practical Guide for Applying EQ by Reuven Bar-On, Ph.D. and Rich Handley, DBA. Both texts correlate to the BarOn EQ-i® assessment, which measures 15 components of emotional intelligence. The BarOn EQ-i® is the first and most comprehensive test of emotional, personal, and social intelligence to be published. Click the link to download a fully-formatted PDF of this paper.

15 Scales

The 15 scales of Emotional Intelligence are sorted into 5 categories or realms:

The Intrapersonal Realm (How we feel about ourselves)

The Interpersonal Realm (How we feel about others)

The Adaptability Realm

The Stress Management Realm

The General Mood Realm

The Intrapersonal Realm

Intrapersonal capacity describes the inner self. Enhanced intrapersonal capacity indicated individuals who know themselves, feel good about themselves, are in touch with their feelings, and feel positive about what they are doing in their lives. These people are able to express their feelings, and are confident in conveying their ideas and beliefs.

Emotional Self-Awareness

The ability to recognize your feelings and to differentiate between them, to know what you are feeling and why and to know what caused the feelings. Individuals with a strong sense of self-awareness recognize when they feel out of sorts, irritable, or sad, and perceive how those feeling alter their behavior in a way that may alienate others. They can also figure out what incident precipitated their feelings. The capacity to know what they’re feeling and how they are behaving allows them a degree of control over their potentially alienating behavior.

Emotional self-awareness is the foundation on which most of the other elements of emotional intelligence are built. Mastering this one overarching skill will empower you to work toward improvement in all other areas.

Assertiveness

Assertiveness is composed of three basic components:

  • The ability to express feelings
  • The ability to express beliefs and thoughts openly (being able to voice opinions, disagree and take a definite stand, even if it is emotionally difficult to do so and even if you have something to lose by doing so)
  • The ability to stand up for your rights, not allowing others to take advantage of you.

Assertive people are not over-controlled or shy. They are able to express their feelings without being aggressive or abusive. Assertiveness is not aggression. Assertiveness involves the ability to communicate clearly, specifically and unambiguously, while at the same time being sensitive to the needs of others and their responses.

Independence

The ability to be self-directed and self-controlled in one’s thinking and actions and to be free of emotional dependency. Independent people are self-reliant in planning and making decisions. However, they may also seek and consider other people’s opinions. Independence is the ability to function autonomously. Independent people avoid clinging to others in order to satisfy their needs. The ability to be independent rests on one’s degree of self-confidence, inner strength, and the desire to meet expectations and obligations.

Self Regard

The ability to respect and accept yourself as basically good, liking the way you are. Self-regard is the ability to appreciate your perceived positive aspects and possibilities as well as to accept your negative aspects and limitation and still feel good about yourself. Self-Regard is associated with general feelings of security, inner strength, self-assuredness, self-confidence and feelings of self-adequacy. People with strong self-regard feel fulfilled and satisfied with themselves.

Self-Actualization

The ability to realize your potential capacities. This component of emotional intelligence is manifested by becoming involved in pursuits, which lead to a meaningful, rich and full life. Self-actualization is an ongoing, dynamic process of striving toward the maximum development of your abilities and talents, of persistently trying to do your best and to improve yourself in general. Excitement about your interests energizes and motivates you to continue these interests.

The Interpersonal Realm

People with well-developed interpersonal skills are described as responsible and dependable. They understand, interact, and relate well with others. They inspire trust and function well as part of a team. Interpersonal skills are considered to be one of the most important managerial competencies.

Empathy

The ability to be aware of, to understand and to appreciate the feelings and thoughts of others. Empathy is being sensitive to what, how and why people feel and think the way they do. Empathy is the ability to see the world from another person’s perspective, the capacity to tune into what someone else might be thinking and feeling about a situation, regardless of how that view might differ from your own. Being empathic means being able to “emotionally read” other people. Empathetic people care about others and show interest and concern for them.

Social Responsibility

The ability to demonstrate you are a cooperative, contributing and constructive member of your social group. You will act in a responsible manner, even though you might not benefit personally, doing things for and with others, accepting others, acting in accordance with your conscience and upholding social rules. Socially responsible people have social consciousness and a basic concern for others, which is manifested by being able to take on community-oriented responsibilities. They possess interpersonal sensitivity and are able to accept others and use their talents for the good of the collective, not just the self. Components of Social Responsibility are accountability, integrity, trustworthiness, cooperation, and collaboration.

Interpersonal Relationships

The ability to establish and maintain mutually satisfying relationships that are characterized by intimacy and by giving and receiving affection. Mutual satisfaction includes meaningful social interchanges that are potentially rewarding and enjoyable and characterized by give and take. Positive interpersonal relationship skills are characterized by sensitivity toward others. This component is associated with the desire to cultivate friendly relations with others and the ability to feel as ease and comfortable in such relations and to possess positive expectations concerning social encounters.

The Adaptability Realm

This realm concerns your ability to cope with environmental demands by effectively “sizing up” and flexibly responding to a wide range of difficult situations. Success in this area means you can grasp problems and devise effective solutions, deal with and resolve issues and meet conflicts within your social group and in the work place. Enhanced levels of adaptability indicate people who can easily find good ways of dealing with everyday difficulties. Adaptability is a significant attribute in professions like engineering, nursing, and medicine.

Problem-Solving

The ability to identify and define problems and then generate and implement potentially effective solutions. Problem-solving is associated with being conscientious, disciplined, methodical, and systematic in resolving problems.

Problem-solving is multi-phased and includes the ability to transition through a linear process:

  • Being aware that a problem exists and needs to be dealt with -or-being able to see a problem developing
  • Being motivated enough to deal with the problem
  • Defining what the problem is
  • Generating potentially effective solutions
  • Deciding on one of the solutions
  • Implementing the potential solution

Once a solution is implemented, then:

  • Assessing the outcome of the implemented solution
  • If the outcome is not agreeable, then access which steps should be taken for resolution

The key skill that individuals and corporations need to remain competitive is the ability to innovate, which is a form of creative problem solving.

Reality Testing

The ability to assess the correspondence between what’s experienced and what objectively exists. Reality testing involves “tuning in” to the immediate situation, attempting to keep things in the correct perspective, and experiencing things, as they really are without excessive fantasizing or daydreaming about them. It is the capacity to see things objectively, the way they are, rather than the way we wish or fear them to be.

The emphasis is on pragmatism, objectivity, the adequacy of one’s perception and authenticating one’s ideas and thoughts. Reality testing is the ability to accurately size up the immediate situation.

Flexibility

Flexibility is the ability to adjust one’s emotions, thoughts, and behavior to changing situations and conditions. Flexibility allows you to adapt to unfamiliar, unpredictable, and dynamically changing circumstances.

Flexible people are agile, synergistic, and capable of reacting to change without rigidity. Flexible people are able to change their minds when evidence suggests they are mistaken. They are open to and are tolerant of different ideas and practices. Flexibility plays an important part in conflict resolution and negotiations.

The Stress Management Realm

This realm concerns your ability to withstand stress without caving in, falling apart, losing control or going under. Success in this area means you are usually calm, rarely impulsive and cope well under pressure. The ability to manage internal states, to regulate one’s emotions, and to control one’s impulses is important in conflict management at wok. People who have high levels of Stress Management can handle tasks that are anxiety-provoking or even involve an element of danger.

Stress Tolerance

The ability to withstand adverse events, stressful situations, and strong emotions without falling apart by actively and positively coping with stress. This skill involves the ability to weather difficult situations without getting overwhelmed. Stress Tolerance includes having a repertoire of suitable responses to stressful situations. It is the capacity to be relaxed and composed and to calmly face difficulties without getting carried away by strong emotions.

People who have good stress tolerance face crises and problems rather than surrendering to the feelings of helplessness and hopelessness. You are able to keep calm and maintain control. You will have an optimistic disposition toward new experiences and change.

Impulse Control

The ability to regulate one’s emotions and to resist or delay an impulse, drive, or temptation to act. It entails a capacity for dealing with one’s aggressive impulses, being composed, and controlling hostility and irresponsible behavior. Impulse control is basically self-control and self-regulation.

Problems in impulse control are manifested by low frustration tolerance, impulsiveness, anger control problems, abusiveness, loss of self-control and explosive and unpredictable behavior.

The General Mood Realm

This realm concerns the ability to enjoy life and the overall feeling of contentment. When elevated, it indicates optimistic, positive, hopeful, and cheerful individuals who know how to enjoy life. This realm is an essential element in interacting with others, and plays a motivational role in problem solving and stress tolerance. An enhanced general mood helps create an uplifting and positive atmosphere in the workplace.

Optimism (Short-term outlook)

The ability to look at the brighter side of life and to maintain a positive attitude even in the face of adversity. Optimism assumes a measure of hope in one’s approach to life. It is a positive approach to daily living. There is a strong connection between one’s degree of optimism and one’s ability to cope with problems.

Optimism plays an important role in overall self-motivation and is an important factor in reaching goals and coping with stress.

Happiness (Long-term outlook)

The ability to enjoy oneself and others, to feel satisfied with one’s life, and to have fun. Happiness combines self-satisfaction and general contentment with the ability to enjoy life. Happiness is associated with a general feeling of cheerfulness and enthusiasm.

Happy people often feel good and at ease both at home and at work and enjoy opportunities for having fun. Happiness is a barometric indicator of one’s overall degree of emotional and social intelligence and functioning.

Would you like to know more about the Bar-on EQ-i® Assessment?

Would you like to know your EQ score?

How EQ Differs from IQ

by Mitch Byers :: August 24th, 2006 :: Posted in Enhancing Your Career |

Emotional Intelligence is often expressed as an Emotional Quotient (EQ), the measure of an individual’s Emotional Intelligence. One’s EQ can compliment their Intellectual Quotient (IQ), but there are distinct differences.

Your IQ relates to your cognitive or reasoning abilities. In contrast, your EQ captures many of your non-cognitive capabilities, or soft skills. These are the skills that help you succeed in coping with demanding pressures and awkward interpersonal predicaments.

EQ has been proven to be a powerful predictor of effective and successful performance in the workplace and other areas of life. Accumulated data on the ability of IQ to predict job performance suggest that cognitive intelligence (IQ) accounts for only 6 percent of one’s ability to succeed in the workplace. (Wagner, 1997) IQ is a rather poor predictor of occupational success.

In order to take full advantage of one’s IQ (cognitive intelligence) you must first have a healthy EQ (non-cognitive intelligence). Your “books smarts” does not provide much benefit if it is mixed with erratic or abrasive behavior. In contrast, the healthier your emotional intelligence, the greater your chances for success.

EQ has shown to be responsible for between 27 and 45 percent of job success, depending on which field was under study. (Bar-On, 1998) Clearly, EQ is a better predictor of occupational and professional performance than IQ. Average to above average scores on the EQ-i indicate an emotionally and socially healthy, well-functioning, and efficient individual.

IQ peaks at around age 17 and remains constant throughout adulthood. EQ consistently rises with age and maturity and peaks when we are in our late 40s and early 50s.

Would you like more detail on What Is Emotional Intelligence?

Would you like to know your EQ score?

The Role of the Hiring Manager in Recruiting

by Mitch Byers :: August 3rd, 2006 :: Posted in Selection & Hiring |

Ed Davis reminds us the recruiters and HR Departments “have lead hiring managers to believe that recruiting talent is a function of HR. It’s not! It’s quite simply one of the most important activities leaders do.”In his article The Role of the Hiring Manager in Recruiting, Ed present seven key factors for highly effective hiring managers. Briefly, they are:

  1. Planning – lack of planning translates into poor outcome
  2. Three-way Meeting – A meeting between the recruiter, HR partner, and the hiring manger is critical in developing a good job description
  3. Help your recruiter learn what “good” looks like – This might include talking to the best folks in the department or the top performers on the team
  4. Avoid Common Pitfalls: Changes to the original job description; Relying too heavily on industry experience; Focusing too heavily on time-to-fill
  5. Communicate, Communicate, Communicate (self explanatory)
  6. Remove Roadblocks – specifically reduce lengthy interview cycles and make sure interview teams are all on the same page
  7. Selling the opportunity

Jeff’s information jives with a book I am currently plugging my way through, Topgrading by Bradford Smart. Smart defines topgrading as a method of attracting, hiring, and retaining “A” players, something every company attempts. However, few have the proper infrastructure in place to be successful.

A couple of supporting arguments from Mr. Smart:
  • The CEO, not HR, must lead topgrading. (page 66)
  • Hiring managers must fully “own” topgrading results, including hiring decisions. (page 70)
  • HR’s role is to be the “right arm” of the CEO and support topgrading throughout the organization. HR and recruiters must “sell, cajole, challenge, coach, and browbeat their client managers to topgrade.” (page 74)

An “A” player recruiter or HR person feels the weight of the company on their shoulders. After all, the future of the company relies heavily our efforts in sourcing and influencing the right candidates. But hiring, if successful, has to be a three-legged stole. The recruiter (and everyone else in the company) is responsible for attracting the right talent. The hiring manager has to properly screen the candidate and sell the position. The third leg is the candidate. They are responsible for showing the value they will provide to the organization.

At the end of the day, our success as recruiters is tempered or magnified by the effectiveness of the hiring manager. As their partner, we are responsible for positively influencing their behavior for the greater good of the company.

I Don’t Want a Resume: I Want a Brand

by Mitch Byers :: August 2nd, 2006 :: Posted in Enhancing Your Career |

Krista Bradford wrote an interesting article on candidate branding: I Don’t Want a Resume: I Want a Brand.

She mentions that “resumes are the currency of recruiting” but also reminds us that “there is nothing in there that tells us this candidate is the one. She argues that resumes are a poor branding tool because “if a candidate doesn’t grasp his or her unique value proposition, then he can’t possible convey his brand through a personal website or resume.”

A simple solution to branding is to simply “Play off of your strengths.” The problem, for most, is not know what their strengths are, much less how to market those strengths in the marketplace.

A great starting point is to understand one’s personal job competencies. Richard Boyatzis, a professor of organizational behavior defines job competency as An underlying characteristic of an employee which results in effective and/or superior performance. The key phase is “superior performance.” If a candidate can figure out which competencies help make them a superior performer, then branding becomes a cinch.

For the complete competency key and a fun exercise click on this link.

Another great resource is the book, “Now, Discover Your Strengths” by Marcus Buckingham and Donald Clifton. The book comes with a unique identification number, which allows the reader to access the StrengthsFinder Profile on the Internet. You end up with your five most important strengths from a list of 34.

Branding is critical for job seekers. Candidates only have a few chances: the Resume and the Interview are the main opportunities. Cover letters, thank-you notes, follow-up calls are secondary opportunities. That is not much time to build a brand. A challenge – yes, indeed. Impossible, no, not if you have a framework with which to work.

Understanding your competencies and understanding your strengths will provide a solid framework on which to build your brand.

Core Values

by Mitch Byers :: August 2nd, 2006 :: Posted in About |

Empathy

We appreciate the difficulty of the job transition. We empathize with its impact to the individual and strive to assist the individual move forward in a positive manner to satisfy their career objectives.

Passion

We are passionate about helping those requesting our services and are driven to exceed their expectations, every time.

Respect

We respect and celebrate the diversity and dignity of all individuals.

Integrity

We strive to build trust through open, candid, and honest communication.

Vision / Mission

by Mitch Byers :: August 2nd, 2006 :: Posted in About |

Vision Statement

Our vision is for Interview RX to become the preeminent resource for individuals seeking interview and career development assistance.

Mission Statement

Our mission to provide support and meaningful resources to individuals in job transition and to enhance the development of their professional career.