Moms' skills can be applied in the workforce

Q: I am considering re-entering the workforce after being a stay-at-home mom for the past 10 years. Previously, I had two years work experience with the federal government, just after graduating from university. How do I fill the gap in my employment history on my resume, and how do I display the skills I used at home for the past 10 years to make myself look employable? T.H., North Bay, Ont.

A: First of all, I want to applaud your decision; I am sure this was not easy. But I know the rewards of staying home with your children will far outweigh the challenges you will face re-entering the workforce. As long as you understand there will be a transition period, I think you will be fine.

Your resume will be a key marketing tool for promoting yourself. As you write it, remember, the average employer spends less than two minutes with a resume. It needs to tell your story quickly and uniquely.

Here are some sources to draw on:

- Include any involvement in community organizations, charities or your children's schools. Some of those volunteer roles would have used and highlighted your abilities. It is especially helpful if you had a title attached, such as president of the parent council. Use these details to tell some of your story.

- Consider all of the things you've been doing with your family during the past 10 years. Put a list together. Most clients surprise themselves when they do this. Create an inventory of experiences and put these in your profile.

- Use a skills-based resume instead of a chronological resume. This may be more effective.

A key in your transition will be leveraging your personal contacts. More than 70% of positions are filled with people the employer already knew.

Q: I currently have a job I like, but it doesn't pay well. I've been in my industry for 20 years and in this job for seven. I would like to move on to something that pays better but I don't want to sacrifice time with my family. Should I wait until my children are older and then focus more on my career? Or should I make the change now and take the necessary chances? B.F., Kelowna, B.C.

A: At least you like your job! That's a good start. According to a recent Gallup poll, you are one of only 20% of North Americans who like their job. Your main challenge is going to be balancing work goals and family.

You seem to think higher pay means longer hours. This is not always the case. Try to stay within your sector, but leverage your considerable experience for an increased pay level.

If you find all better-paying positions require more time, you will need to continually weigh the pros and cons of each opportunity. Set boundaries on how much you are willing to sacrifice and each time an opportunity arises, make a decision on whether or not it is worth pursuing. This way, as you move forward, you can continually keep your career needs -- and your family's needs -- at the forefront of your mind.

My suggestion would be to see what is out there. Think through the different aspects of your career that might offset the extra time you would have to give. If you cannot be with your children, the job might fulfill some other goals. Begin to research what it would take for you to get work that meets a broader set of needs than simply a higher pay cheque.

Options For Bored Retirees

Q: My husband and I have been retired for three years. We are in our late fifties, we both have great pensions, but the retirement honeymoon is over. Both of us need to get out of the house. We're looking for a second career. How do we deal with this transition? C.K., Montreal

A: Think about a startup. Do you know which demographic is responsible for the fastest growth in successful startups? The 55-plus age group, according to a recent CIBC survey. The options for people of your experience, lifestyle and security-level are quite broad. That said, there are a few challenges:

You need to figure out how much time you want to give to work; whether you want to work professionally; and whether you enjoyed your work before.

Your key challenge will be answering the "what" question, before the "how." Many retirees quickly become disillusioned when they return to the workforce. You don't want to go through all the effort this entails only to be disappointed.

Have you had a particular dream or desire that you have not pursued but would like to? Paul Henderson once said, "Most professionals wish they would have taken more risk." Is there a risk you wish to take?

For your second career, you might consider looking for a hybrid -- maybe not exactly what you did, but a blend of your past career with some new angles.

Q: How do I deal with a leadership transition issue? My current boss said she was going to retire last year, but she has decided to stay one more year. I will be taking her position when she finally leaves and I have declined other options for the sake of this opportunity. Now I'm worried she may change her mind again. W.R., Edmonton

A: Ah, the Jean Chretien question: When are you leaving? Maybe you ought to speak with Paul Martin, the Prime Minister, instead of me. Knowing when to leave is a key question for any leader and anyone who aspires to step into that person's shoes. Waiting requires a fine balance between being loyal and taking action.

If your relationship is strong, I would suggest a face-to-face with your boss. Explain your dilemma and your expectations. I would also let her know that if she is planning to stay beyond another year that you will reconsider your decision to take over her role. Obviously, this should be represented as a reality rather than a threat. It is essential to be fair to both you and the organization.

5 Steps to Help WIth Career Path

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It's 2005, the start of a new year, and a natural review point for most people considering their career. For some people, this past year has been a significant leap forward along their career path. Others may have stalled or may even be asking if they are on the right path. Here are five ways to help find the answer:

Think Bill Gates uses two weeks every year to read and research what is going on inside and outside the world of technology. He also uses the time to process what he has learned. I know what you are now saying: He's Bill Gates; like I have two weeks to burn that way! So start with one day this year.

How much more successful would our own careers be if we were to take time to digest, plan, contemplate and think about where we're at and where we're headed? One person I know goes by himself on a one-day hike every few months. I love to chat with him after he has finished a hike; he always returns with some new insight on his organization, his leadership, or his personal future.

ASK QUESTIONS Peter Drucker is one of the foremost thinkers on organizations. He points out that in the past we could rely on organizations to manage our careers, but today this responsibility has shifted to individuals. We ourselves have to find places where we can make the greatest contribution.

Drucker also notes that very few people know how to identify their abilities and take advantage of them. He suggests we ask ourselves several key questions: What are my strengths? How do I perform? What are my values? Where do I belong? What should my contribution be?

FORGET THE PAST Harvard Business Review editors receive an incredible number of submissions each year. When reading a potential article for their magazine, they always start with one question: So what? The "so what" question can also be a valuable tool for evaluating our careers. Use this question when considering your past career successes and failures and you will quickly see the most valuable aspect of your past is the lessons you have learned and how they apply to your future.

Most of the successful professionals I work with learn from their past but don't dwell on it. It is too easy to get stuck reminiscing on past success and become fearful of the future instead of pursuing a better tomorrow. Harvard Business School professor Rosabeth Moss Kantor says "success and failure both feed on themselves." When things start going downhill, they do so quickly. One of the keys to shift out of those cycles is to unlock yourself from the past, and get on with the future.

HAVE COURAGE Jeff Bezos, chief executive of Amazon, is famous for his courage when making changes within the structure and model of Amazon -- and for making lots of money doing it. His courage comes in two forms: internal and external. Internal courage is having the guts to make a decision. Bezos had the guts to start Amazon, keep it growing, and constantly push it forward.

External courage comes from surrounding yourself with a group of people that have a close-up view of both your successes and failures. Bezos has pulled together a terrific board of advisors to help him be successful. Who's on your board?




ACT NOW We can all learn from Nike, the "Just Do It" people. The successful professionals I work with take action; the right action. Larry Bossy, the author of Execution says "execution is the missing link between aspirations and results." Failure to execute is also the biggest obstacle to success.

There have been some encouraging early signs for this coming year and our economy. Now is the time to grab on to opportunity and find the right path to career success. Now that you know the first five steps, the choice to move forward is up to you.

How to Get the Best Deal

Q: I am negotiating an offer with a new employer. What is the best way to negotiate the best deal? F. H., Edmonton

A: Negotiation is all about who is willing to walk away from the table. For instance, look at the current issues with the National Hockey League Players' Association and the National Hockey League owners. My sense is that the owners are more willing to walk away from the table than the players. (Most owners have a few more zeros behind the numbers in their bank accounts.)

My suggestion is to draw up a list of things you want. When you have completed your list, rank each item by identifying the key elements, such as salary, title, description and role, and rank them from minimum to ideal. Don't shy away from what your ideal situation would be. With this information in hand, present your best-case scenario and let them respond. It generally works best when you have multiple offers and the hiring clients are aware of this. Competition is always a good thing, but be careful how you go about your negotiation process. How your new employer and you deal with this will give you deep insight into what the relationship will look like in the long run. So pay attention and watch out for any significant differences in opinion.

Learn From Failure , and Then Move On?

Q: I have just finished a project that went sideways and I sense there are both personal and professional impacts for me. How can I recover from this career setback? A.S., Halifax

A: All professionals have setbacks in their career. George Clooney was in 15 TV pilot shows before his career took off with ER. The true test of any professional is the person's ability to deal with failure. In fact, employers should ask potential hirees how they have dealt with failure. It is often the most important question you can ask a job candidate, since it gives you an accurate picture of the person you would be getting. Here is an action plan:

1. Own your part in the failure You have to be honest with yourself and take appropriate ownership over the issues. Dealing with the negative emotions and frustrations is key: This enables you to work through the issue in a healthy way and get to a resolution sooner.

2. Separate the facts After you deal with the emotions of a career failure, you can start to see the facts. As you start dealing with the facts, you are empowered to see the situation in a more objective way. You can become more impartial, and gather the data that can help you learn from this experience.

3. Recover as much as you can from this situation You can't afford to have too many projects that don't go well, so learn from this experience. Take stock of all the elements involved; the team, the support of, and type of, management, the scope of the project, your role on the team, budgets, project timeline, technology issues and any strategic partners that may have been involved. Look at each piece and identify what worked and what didn't work. Look at your most recent successful project and benchmark the differences. Study yourself; this will give you a strong sense of your success and failure patterns.

Hockey coach Roger Neilson was a pioneer in taping and reviewing previous games, and this had a tremendous impact on the teams he coached. One of his key strengths was that he was not afraid of the failures he reviewed. Neilson hit them head on, and had the courage to start each game afresh. Learn from his example -- your career is worth it

Sir! What are my job prospects, sir?!

Q: I am a graduate of Royal Military College and a senior logistics officer in the military. I am considering my options for retirement. What is the market for someone with my background? How favorably would my experience be seen by the private sector? M.A., Ottawa

A: You don't have to look far to find business people with a military background. A large percentage of people attending a recent leadership program at Home Depot had military backgrounds. At Nortel Networks Corp., Bill Owens, the chief executive, came from the military.

RMC is very highly regarded in the private sector, and this is a plus. You also mention your logistics background, another plus.

You have skills and experience that would be useful in a number of sectors, such as transportation. Your logistics experience is highly marketable, as are leadership skills and an understanding of communications. As a senior officer, you have proven your ability to grow your career within a structured organization.

Some employers may be concerned you only work well in a command/respect environment, so you need to be aware of the potential for a negative bias.

Use your network, particularly your former colleagues and graduating class from RMC. This is one of the unique advantages you have: The military has a very strong culture, and great internal networks. I have seen many examples of people finding opportunity through military relationships. You will find that potential employers with military experience understand the value of your training and understand the diligence, character and skills that are developed within the military.

More than ever, organizations are looking for well-rounded individuals, and military experience can be a strong foundation for the next step in your career in the private sector.

Graduate Looks for Job as Director

Q: I recently completed the corporate governance program at the University of Toronto's Rotman School of Management. What advice would you give an aspiring professional, independent director other than registering with executive search firms and contacting some larger firms? J.H., Toronto

A: You have taken an excellent program and you obviously have a long-term plan. Knowledge of corporate governance is critical for organizations in today's highly competitive, yet complex, business environment. The average age of directors is more than 60 and more than half of those are expected to retire in the next 10 years.

The role of directors is changing, moving away from a club-like atmosphere, to the role of policing. This is creating new challenges in recruiting and retaining senior talent, especially with the new level of liability attached to these roles.

The first step to becoming a director is to become successful within your own organization, and in your area of expertise. Your credentials, such as CMA, CA, or LLB, combined with this new certification, will help you establish credibility. And your new area of specialization offers value to your company, which is key.

The next issue is the number of relationships you have outside your current organization. As a director, you would be given an insider's perspective that even the most senior employees are not given, and this is not shared lightly. It is key that you have a specific area of expertise to offer and that the people on the board have a strong level of trust in your abilities and background.

You could also get involved with not-for-profit organizations. This will build your board experience and give you a chance to learn the ropes. Another big benefit would be the opportunity to network. Many people sit on more than one board, developing their reputation. A large percentage of board positions are still filled by networks, so this is an important step.

You could also become involved in association boards within your sector or within your faith or cultural community, building experience and relationships. You also need to consider creating a resume that speaks to these issues. This will help you with introductions and sharing your background with other directors.

At the same time, you could talk to search firms. An increasing number of companies are using search firms to recruit board members as this increases the company's options.

Becoming a director has a wide range of career and personal benefits. Having great credentials is a start. You also need experience and relationships, and there are no shortcuts to developing these.

Planning critical for reader considering a British Sabbatical

CREDIT: Alan Solomon, Knight Ridder
Some employers see the granting of sabbaticals as a way to build loyalty and temporarily reduce costs.



Q: I am in the midst of a fairly significant career decision. My wife has an option for further work on her doctorate, and I am considering taking a one-year sabbatical to go to the United Kingdom with her. How do employers view this type of move and what impact could this have on my career. N.G., Halifax

A: A year in England, soccer, pubs, study ... where do I sign! Seriously, this should be a joint decision, and there should be a lot of "if / then" discussions. "If" your wife decides she wants to go, "then" you have to consider both the personal and the professional impacts of going and not going.

In one sense, it is ideal as you can both fully participate in this experience. For your current employer, you will need to consider the timing of your trip and the implications for the rest of the team. Some employers will support this. They see it as a good way to build loyalty, to reduce costs for a season, and for employees to come back renewed and full of energy and ideas.

If you get a leave of absence, you are making a commitment to come back to your current employer. You need to think through the decision of quitting or taking a leave (if that is an option). The advantage of quitting is that you are totally in control of where and what you do next. The advantage of a leave is that you have a place to return to once your sabbatical is over.

The other key with sabbaticals is to have a plan. (As a personal aside, my wife and I seized a one-year sabbatical/volunteer opportunity, and were so glad we did. However, we were amazed how quickly the time went. You need a great plan to make the most of the time.)

Another option to consider is a hybrid approach. In this high-tech age, you may consider telecommuting for your current organization. This could enable you to be productive and keep connected professionally.

You also have to consider the financial implications of this type of decision, and the impact of returning to your current organization. If you are not planning to return and are planning to relocate, this may not be an issue. If you are planning to return, try to negotiate a leave of absence. That way, you have the option to return or not to your current situation.

The world of careers is not as linear as it once was. More and more professionals are taking different roads to Rome. At the end of the day, the key question to ask yourself is what would you regret not doing. That may lead you to the best answer. This window of opportunity may not open as easily in the future.

How Do I explain my year off of work?

Q: After more than a year's absence from the work scene, where my last job was deputy education director of a large professional organization, I am now considered ready to begin work again. How do I explain this absence? G.L., Montreal

A: We all have gaps in our careers. This is often a challenging issue to deal with, but it is not as unusual as you might think.

I have seen many examples of where a person took time off to travel or spend time with their children, or took a break from work for other personal choices. What makes your situation unique is the health aspect. Don't get into specifics in your cover letter or the resume. This would be inappropriate and would leave far too much room for misinterpretation. You can leave the dates on your resume, and if it comes up, deal with the time issue in the interview.

One important step is to get your references in order so they can back you up on your professional results and why you left. (Canada has privacy laws about the release of medical information to employers, and you may want to review these rules before you go to any interviews.)

One exercise you can do is to write down why you left and why you are back in the market. The process of writing it down will help you organize your thoughts and put together a message that flows and is truthful.

Do your job search the same way you would have in the past: Touch base with all your connections, pay attention to job boards and go about your search with confidence.

Personal confidence is often one of the biggest issues to deal with when moving back into the workforce. You need to be aware of this and protect your confidence along the job search. One great resource is the book Confidence: How Winning Streaks and Losing Streaks Begin and End by Rosabeth Moss Kanter (Crown Books, 416 pp., $27.97). She really nails this issue and offers some good sound advice.

In addition, make sure that physically you are 100% sound, as the new job and related stress may take some toll on you. Build up your reserves and get yourself ready to achieve the kind of success you have had in the past.

Different Strokes For different folks

'Coach Phil Jackson motivated Michael Jordan and Denis Rodman in very different ways; this was one of the keys in delivering championships for his team and his owners.'

Q: I am vice-president of sales for a mid-size company in the health sector. For the past two quarters, our sales have been flat. We are looking at different ways of dealing with this issue with our sales team. Would money motivate them? What else can we do? T.C., Vancouver

A: Motivation lies at the heart of most issues related to organizational performance. Often a minor change in rewards and feedback can return big dividends.

The Gallup organization has done some great research on motivation. They looked at 10,000 work groups in 30 different industries. The results have been published in How Full Is Your Bucket? by Tom Rath and Donald O. Clifton (Gallup Press, 128 pp., $19.57).

One of the most interesting findings was that emotional feedback is far more important than time and money. Yet 65% of people surveyed had had no meaningful feedback in the previous year.

A powerful tool suggested by the authors was to ask your team this question: "What is the greatest recognition you have ever received?" The response to this question will lead to a motivational plan that suits the individuals on your team. This is important because each person has a unique "motivation bucket," and requires different elements to fill it.

When Phil Jackson was coaching the Chicago Bulls, he motivated Michael Jordan and Denis Rodman in very different ways; this was one of the keys in delivering championships for his team and his owners.

The other advantage of delivering an individual message on performance is that you are giving each person a very specific and measurable way to see where they are hitting their goals and where the gaps are. The key is to make the elements specific and measurable.

Like Phil Jackson, you will need to tie together the individual needs and the key goals in your business, that is the art and science of motivation.

How To Get Out of the Tender Trap

Q: I have been positioned as the "finance specialist" in our division. I am doing really well in my position, I am well-respected, and the work needs to get done. While I have excelled in this area, I feel a strong need to move in a more strategic direction. How do I break out of this internal brand that I am stuck in? A.T., Calgary

A: This is one of the key issues in formulating a career strategy: You have become blocked in by your strengths. This is often one of the tougher situations in a career. You are no longer in your sweet spot -- but you are in the organization's sweet spot.

The obvious response, and often the most likely, is to look for a new job with another company. However, it seems you still see a lot of opportunity in your current company. Having a strong internal brand has both challenges and risks. The good news is you have built up professional capital that you can leverage to move forward.

You have already taken the first step, which is to recognize your need to take control.

The second step is to take control. Your boss and your peers need your contribution for the company's projects and their own professional success. Look for special projects where you can contribute in a unique way, so you still contribute in your current role while you build bridges in other areas of the organization and get exposure to new challenges. This will keep you engaged while extending your brand within the company and exposing you to other executives.

Ask yourself this question: "Is there someone else on my team with a similar skill set who could replace me?" Do you have someone else who could step up to the plate? If you do, make sure you promote their work, mentor them and help them build bridges. Finding your replacement is one of the key things you need to do. If you don't have such a person, get hiring.

You can also ask your company to sponsor you for an executive education program, which is offered by many business schools, or to sponsor your executive MBA. We often use the term "disruptive technology." Sometimes education can be disruptive in a positive way. A discussion about education will test your company's long-term view and create an opportunity for a conversation with your boss and others on where you want to head in your next phase.

Finally, put in place a timeline for change. It is easy to get lulled into a comfortable role. If you hit your deadline and things have not changed, get your resume up-to-date, and start connecting to your headhunter and your network.

Give Tasks to the Best People You Can Hire

Q: As a new director, I am responsible for hiring and managing a larger team. Are there some best practices that you have observed for building great teams? T.S., Montreal

A: One of the strengths of a great leader is the ability to hire and develop successful teams. The Gallup Organization interviewed 80,000 managers in 400 countries to determine what some of the best managers do, and what key mistakes are made.

The results are documented in a book called First, Break All the Rules: What the World's Greatest Managers Do Differently, by Marcus Buckingham and Curt Coffman (Simon & Schuster, 272 pp., $28.35). According to the study, many managers make two key mistakes:

1. They assume that each person can learn to be competent in almost anything.

2. They believe each person's greatest room for improvement is in their weakness.

Great managers, however, do not help people overcome their weaknesses so they can do a competent job, because competency does not lead to excellence. Which would you prefer, a "competent" surgeon or a great surgeon?

Identify what core competencies you have on your team, and where the gaps are. As you mould and develop your team, work diligently at having your key people in the right roles. Don't be afraid to bring in experts from other parts of your organization, or even from outside the company, to fill in the gaps -- and do it sooner rather than than later.

It can be dangerous to focus on improving an individual's weaknesses. This can take an enormous amount of energy on the part of both you and the person you are managing. This could put your project at risk.

Obviously, we all can improve; encouraging a strengths-focused philosophy, however, increases the likelihood of success and is much more profitable and enjoyable for all involved.