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 the ‘Enhancing Your Career’ Category

Being the Bridesmaid

by Mitch Byers :: November 13th, 2007 :: Posted in Enhancing Your Career, Interviewing to Win |

Learning Your Co-Worker’s Salary, Part I

by Mitch Byers :: April 25th, 2007 :: Posted in Enhancing Your Career |

Sorry no rights!

Learning Your Co-Worker’s Salary, Part II

by Mitch Byers :: April 25th, 2007 :: Posted in Enhancing Your Career, Interviewing to Win, Negotiating Your Salary |

Sorry no rights!

What is the Bar-on EQ-i® Assessment? (EQ-i = Emotional Quotient Inventory)

by Mitch Byers :: April 16th, 2007 :: Posted in Enhancing Your Career |

Bar-on EQ-i logoBar-on EQ-i® assessment was developed by Dr. Reuven Bar-on. The Bar-on EQ-i® is the first and most comprehensive assessment of emotional, personal, and social intelligence to be published. The web-based assessment is self-reporting and provides insight into 15 distinct areas of ability.

The assessment takes approximately 30 minutes to complete. The assessment provides scores for:

  • The 15 individual scales of emotional intelligence
  • A blended score for the 5 Categories
  • Your overall EQ score

All scores represent a snap-shot of your current EQ today.

Within 3 days of completing your assessment, you will be contacted to set up a personal one-on-one session to discuss the results. You will also receive a 10-page profile highlighting your personal results, with comments related to your scores in each of the 15 scales.

Would you like more detail on What Is Emotional Intelligence?

Would you like to know your EQ score?

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?

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.

Competency Model for Business Analysts

by Mitch Byers :: July 8th, 2006 :: Posted in Enhancing Your Career, Selection & Hiring |

Recently, I was honored to speak to the International Institute of Business Analyst (IIBA) in Plano, Texas. The IIBA is a professional association for Business Analysis professionals. The organization develops and maintains standards for the practice of business analysis and for the certification of practitioners.

One of the exercises the group participated in was the development of a competency model for Business Analysts. The exercise consisted of each participant (approximately 30) choosing their own top six competency from a master list of 24 competencies. The list of 24 competencies cover up to 98% of captured job behaviors.

Richard Boyatzis, a professor for organizational behavior, defines job competency as, “An underlying characteristic of an employee which results in effective and/or superior performance.” Competencies are sometimes referred to as differentiating factors. Any given position will have 6-10 associated competencies. This selected group of competencies make up the Competency Model.

Below is the Competency Model the group identified for superior performance for a Business Analyst. The numbers reflect how many people identified this particular competency as one of their top six.

MAIN COMPETENCIES:

Analytical Thinking – 27 Sees implications or consequences; Analyzes situations systematically; Anticipates obstacles and ways to get around them, thinks ahead; Analyzes what is needed to accomplish goal

Customer Service Orientation – 19 Discovers and meets underlying needs of internal and external customers; Follows through on requests and complaints; Becomes a trusted advisor to the customer

Integrity – 16 Is honest and forthright, trustworthy; Takes responsibility for own mistakes, does not blame others; High standard of ethical conduct

Flexibility – 16 Understands validity of opposing view points; Willingness to modify preferred routine; Modifies behavior in response to new information, changing conditions, or unexpected obstacles; Adapts behavior to best suit the situation; Adapts to change without anxiety

Information Seeking – 15 Gathers information systematically; Seeks information from many sources; Gets out to see or touch the situation; Asks questions, looks deeper, presses for resolution

Initiative – 14 Seizes opportunities as they arise; Handles crisis effectively; Tenacity in reaching goals; Willingness to work long hours, as needed; Persistent, does not give up when faced with difficult obstacles or rejection

SECONDARY COMPETENCIES

Conceptual Thinking – 11 Sees patterns not obvious to others; Notices inconsistencies; Reviews complex data and identifies relationships from disparate sources; Able to convey ideas through original analogies and metaphors

Teamwork and Cooperation – 11 Solicits input from others and involves others in issues that will impact them; Provides credit and recognition to others; Encourages and empowers the group; Works to develop teamwork and cooperation; Improves morale, resolves conflicts; Strives for win/win solutions

Achievement Orientation – 9 Measures results, makes cost-benefit analysis; Finds better, more efficient ways of doing things; Sets specific, challenging goals; Makes good person/organization match to improve performance

Having a competency list for superior performers is a key step in recruiting and screening individuals for the role. The next step would be to develop specific job related questions related to each of the six main and three secondary competencies. These will be behavioral-based and include follow-up probing questions. As an example, for initiative:

Provide an example of a time you felt like you worked hard, maybe beyond your normal capacity, to complete an assignment, or reach a goal.

Follow-up: What motivated to you? What were the results?

Setting up a competency model, complimented with probing behavioral-based interview questions is as an excellent way to find the superior employee.

The Case for Behavioral Interviews

by Mitch Byers :: July 3rd, 2006 :: Posted in Enhancing Your Career, Interviewing to Win, Selection & Hiring |

HOW COMPANIES UNCOVER CORE COMPETENCIES THROUGH BEHAVIORAL INTERVIEWS

Part II: THE CASE FOR BEHAVIORAL INTERVIEWS

Introduction A special category of structured interviews is the behavioral interview. While “traditional” interviews focus on knowledge, skills, and abilities (commonly referred to as KSA), the goal of the behavioral interview is to uncover your motivation and past work experiences. Companies choose to utilize a structured interview format in an effort to uncover your job-related behaviors – such as situational judgments, integrity under pressure, or your adaptability. The hiring manager wants to understand how you behave in a work environment. They want to be able to see who you are, day-to-day.

Current Trends Over the last 10 to 15 years, more companies are have moved toward structured interviews. A study of 202 Canadian organizations found 83% of the firms use structured interviews and 46% specifically incorporate behavioral interviews in their selection process. Back in the 1990s, only five percent of Fortune 500 companies used some type of assessment tool, such as behavioral interviewing or pre-employment assessment tests. Today, approximately 65% of the Fortune 500 companies are using behavioral assessments.

The increased usage of behavioral interviews is supported by a wealth of books espousing the virtues of the formal interview process. Additionally, training offered by pre-employment assessment companies and workshops offered through industry conferences are permeating the Human Resource profession. Behavioral interviewing is, more and more, becoming the norm.

Follow-up Probes If you participate in a behavioral interview, you can expect the interviewer to ask follow-up “probes” to gain additional insight into your experience. Probing follow-up questions will help the company understand the “why” behind your answers. From the interviewer’s perspective, understanding the “why” is often just as important, if not more so, than understanding the action itself. Probing questions should be expected, especially in higher-level positions requiring critical decisions or positions with significant client interface. Explaining the “why” requires critical thinking, analysis of various factors, and the ability to successfully articulate the thought process – all vital to positions of significant responsibility.

Core CompetenciesIn a formal behavioral interview, questions are tied directly to job competencies. There are 24 individual job competencies which cover a majority of professional positions. Each competency has unique characteristics and is complimentary to one or more of the other competencies.

Part III will continue the discussion of Behavioral Interviews and common Core Competencies.

The Interview: Your Most Important Pitch

by Mitch Byers :: June 20th, 2006 :: Posted in Enhancing Your Career, Interviewing to Win |

In Monday’s Dallas Morning News, Pauline Gravier and Rob Hoffman present an article entitled The Interview: Your Most Important Pitch

Key points in the article:

  • Consider the interview as the ultimate sales opportunity Learn about the company – its products and services, its history.
  • Learn about the company’s major competitors.
  • Learn about the culture of the company by talking to people who work or have worked for with the company. (Another personal suggestion: Talk to their vendors.)
  • Plan ahead for questions, such as: “Tell me About Yourself.” and “Whey do you think you are right for this job?”

I believe the most important tip in the article is found in the fourth paragraph:

Use mercifully short, interesting and relevant examples from your work experiences. Those stories are what your interviewer will remember most.

Two points here:

  1. “Use mercifully short, interesting examples.” A career story (something I refer to as a “Memory Trigger�) does not have to be long and detailed. In fact, a short, punch story that shows expertise and delivered with enthusiasm is the right prescription. An easy strategy to follow in creating your Memory Triggers is the SAR or PAR strategy. SAR is an acronym for Situation/Action/Results. PAR is an acronym for Problem/Action/Result. The idea is to develop a career story in three layers and deliver the information in a minute or less. Don’t worry about the details. If the story is compelling enough, they will ask for the details. If not, they will move on to the next interview question.

    A long (more than a minute) drawn out story hurts you in two ways: 1) You begin to dilute the quality of your information. 2) In an hour interview you want to get through all of their questions, and have time to ask a few of your own questions. Long-winded answers cut your time to ask questions needlessly short.

  2. As the article suggests, use “relevant examples.” This takes pre-planning. Move beyond the stories you have told at every previous interview. Instead, develop a cache of 10-12 fresh and compelling Memory Triggers. Of course, you won’t use them all, but the point is you need to have plenty of inventory so that you deliver the most relevant. These are the stories that will be remembered. These are the stories that will get you hired.

The job interview is the ultimate sales opportunity. The chaotic business environment dictates that interviewing will be a lifelong activity. One’s success in interviewing can craft careers, impact personal and family lives, and determine one’s social and economic standing, In short, success in interviewing influences our quality of life decade after decade.