What is the Difference Between Leadership and Management

What is the Difference Between Leadership and ManagementSearch Are Leadership and Management Development Two Different Things? Share this articleTwitterLinkedinFacebookemailLeadership Versus Management Do you know the difference between leadership and management? In Western economies, the lines between the two have become blurred. In her book, The Seven Keys of Charisma (1997),Joanna Kozubska says There are times when a leader needs good, systematic management skills and times when a manager must inspire people. We have to be able to do both. This has significant implications for the way that leaders and managers should be developed. Originally, the difference between management and leadership arose based on the perception that management was about implementing organization and leadership was about motivation, vision, and managing change. Based on this differentiation of skills, different training solutions evolved to meet ansicht needs. Managerial training involved elements of planning, organizing, staffing, reporting, and budgeting. Often lead by a specialist, management training was finely tuned to meet the requirements of a particular population. In contrast, leadership development programs often look not at the what of a managers role but rather the how. Typically, unterstellung programs stem from one of the many different theories of leadership. Some of behauptung key theories are Situational Leadership Different circumstances require different forms of leadership Leadership Traits By examining the traits of great leaders, employees can copy and develop them Leadership Behavior Looking at what leaders do, rather than their traits if we can define successful leadership behavior, we can train others to replicate it in the workplace Authentic Leadership Encuraging leaders to be true to themselves and take unconditional responsibility Transactional Leadership The mutual benefit from an exchange-based relationship, where the leader offers certain thin gs, such as resurces or rewards, in return for the followers commitment Leader as a Hero Leaders are born with innate, unexplainable skills and charisma consequently, they are elevated to hero status Attribution Recognizing the importance of followership and concentrating on the factors which induce people to follow a particular leader Transformation Proactively motivating others to breed commitment, not just complianceThe Importance of Leadership DevelopmentWhichever model or training vehicle is used, the essential difference between management and leadership development is in the role of the facilitator. Management training requires the facilitator to remain in the instructor role, imparting new information to the participants. On the other hand, leadership development focuses on the how. He/she needs to create an environment where participants feel confident enough to articulate their development needs, learn how they can fulfill them, and practice different approaches in order t o close any gaps.While leadership development had to rely on and reference managerial responsibility, management training did not need to reference leadership experience. An instructor could lead a successful, practical management session in isolation from any leadership capability or behavior. In other words, they could operate quite successfully in a leadership vacuum. This led to some participants to see leadership development as something for them upstairs and not as something that was instrumental in their everyday operational tasks. Fundamentally, leadership is proactive. Effective leaders anticipate problems and opportunities and they motivate and develop strategic responses. In contrast, management is reactive. When problems develop, managers respond. In the past, this was the key differentiation between leadership and management. Now, the two are coming together.Leadership and Management TodayTodays team managers have to process mora data and react mora swiftly than they did ten years ago. However, they are now also expected to take responsibility for the morale, well-being, and development of their teams. At the same time, there has been a cultural shift from the perspective of employees about their manager. Managers may be responsible for the commercial aspect of their teams performance however, in achieving unterstellung goals, employees expect that the manager will behave not as a dictator, but as a colleague not as the boss, but as a coach. The simple truth is that todays organizations no longer want managers who can maintain thestatus quo they want leaders at all levels who can inspire individuals and the organization to greater success. Ultimately, when looking to build and structure yur management and leadership development, you should be highlighting the link between managerial training interventions and leadership responsibility.Originally featured in TrainingZoneRelated Salary.com Content Overqualified? You May Be Underemployed. How Much Are Dads Worth? Supreme Curts Union Ruling and Impact on HR Practices From ur trusted Partners From ur trusted Partners Home Articles Are Leadership and Management Development Two Different Things?What is the Difference Between Leadership and ManagementSearch Are Leadership and Management Development Two Different Things? Share this articleTwitterLinkedinFacebookemailLeadership Versus Management Do you know the difference between leadership and management? In Western economies, the lines between the two have become blurred. In her book, The Seven Keys of Charisma (1997),Joanna Kozubska says There are times when a leader needs good, systematic management skills and times when a manager must inspire people. We have to be able to do both. This has significant implications for the way that leaders and managers should be developed. Originally, the difference between management and leadership arose based on the perception that management was abou t implementing organization and leadership was about motivation, vision, and managing change. Based on this differentiation of skills, different training solutions evolved to meet ansicht needs. Managerial training involved elements of planning, organizing, staffing, reporting, and budgeting. Often lead by a specialist, management training was finely tuned to meet the requirements of a particular population. In contrast, leadership development programs often look not at the what of a managers role but rather the how. Typically, unterstellung programs stem from one of the many different theories of leadership. Some of unterstellung key theories are Situational Leadership Different circumstances require different forms of leadership Leadership Traits By examining the traits of great leaders, employees can copy and develop them Leadership Behavior Looking at what leaders do, rather than their traits if we can define successful leadership behavior, we can train others to replicate i t in the workplace Authentic Leadership Encuraging leaders to be true to themselves and take unconditional responsibility Transactional Leadership The mutual benefit from an exchange-based relationship, where the leader offers certain things, such as resurces or rewards, in return for the followers commitment Leader as a Hero Leaders are born with innate, unexplainable skills and charisma consequently, they are elevated to hero status Attribution Recognizing the importance of followership and concentrating on the factors which induce people to follow a particular leader Transformation Proactively motivating others to breed commitment, not just complianceThe Importance of Leadership DevelopmentWhichever model or training vehicle is used, the essential difference between management and leadership development is in the role of the facilitator. Management training requires the facilitator to remain in the instructor role, imparting new information to the participants. On the other hand, leadership development focuses on the how. He/she needs to create an environment where participants feel confident enough to articulate their development needs, learn how they can fulfill them, and practice different approaches in order to close any gaps.While leadership development had to rely on and reference managerial responsibility, management training did not need to reference leadership experience. An instructor could lead a successful, practical management session in isolation from any leadership capability or behavior. In other words, they could operate quite successfully in a leadership vacuum. This led to some participants to see leadership development as something for them upstairs and not as something that was instrumental in their everyday operational tasks. Fundamentally, leadership is proactive. Effective leaders anticipate problems and opportunities and they motivate and develop strategic responses. In contrast, management is reactive. When problems develop, man agers respond. In the past, this was the key differentiation between leadership and management. Now, the two are coming together.Leadership and Management TodayTodays team managers have to process mora data and react mora swiftly than they did ten years ago. However, they are now also expected to take responsibility for the morale, well-being, and development of their teams. At the same time, there has been a cultural shift from the perspective of employees about their manager. Managers may be responsible for the commercial aspect of their teams performance however, in achieving unterstellung goals, employees expect that the manager will behave not as a dictator, but as a colleague not as the boss, but as a coach. The simple truth is that todays organizations no longer want managers who can maintain thestatus quo they want leaders at all levels who can inspire individuals and the organization to greater success. Ultimately, when looking to build and structure yur management and leadership development, you should be highlighting the link between managerial training interventions and leadership responsibility.Originally featured in TrainingZoneRelated Salary.com Content Overqualified? You May Be Underemployed. How Much Are Dads Worth? Supreme Courts Union Ruling and Impact on HR Practices From our trusted Partners From our trusted Partners Home Articles Are Leadership and Management Development Two Different Things?What is the Difference Between Leadership and ManagementSearch Are Leadership and Management Development Two Different Things? Share this articleTwitterLinkedinFacebookemailLeadership Versus Management Do you know the difference between leadership and management? In Western economies, the lines between the two have become blurred. In her book, The Seven Keys of Charisma (1997),Joanna Kozubska says There are times when a leader needs good, systematic management skills and times when a manager must inspire peopl e. We have to be able to do both. This has significant implications for the way that leaders and managers should be developed. Originally, the difference between management and leadership arose based on the perception that management was about implementing organization and leadership was about motivation, vision, and managing change. Based on this differentiation of skills, different training solutions evolved to meet unterstellung needs. Managerial training involved elements of planning, organizing, staffing, reporting, and budgeting. Often lead by a specialist, management training was finely tuned to meet the requirements of a particular population. In contrast, leadership development programs often look not at the what of a managers role but rather the how. Typically, these programs stem from one of the many different theories of leadership. Some of these key theories are Situational Leadership Different circumstances require different forms of leadership Leadership Traits By examining the traits of great leaders, employees can copy and develop them Leadership Behavior Looking at what leaders do, rather than their traits if we can define successful leadership behavior, we can train others to replicate it in the workplace Authentic Leadership Encouraging leaders to be true to themselves and take unconditional responsibility Transactional Leadership The mutual benefit from an exchange-based relationship, where the leader offers certain things, such as resources or rewards, in return for the followers commitment Leader as a Hero Leaders are born with innate, unexplainable skills and charisma consequently, they are elevated to hero status Attribution Recognizing the importance of followership and concentrating on the factors which induce people to follow a particular leader Transformation Proactively motivating others to breed commitment, not just complianceThe Importance of Leadership DevelopmentWhichever model or training vehicle is used, the essential di fference between management and leadership development is in the role of the facilitator. Management training requires the facilitator to remain in the instructor role, imparting new information to the participants. On the other hand, leadership development focuses on the how. He/she needs to create an environment where participants feel confident enough to articulate their development needs, learn how they can fulfill them, and practice different approaches in order to close any gaps.While leadership development had to rely on and reference managerial responsibility, management training did not need to reference leadership experience. An instructor could lead a successful, practical management session in isolation from any leadership capability or behavior. In other words, they could operate quite successfully in a leadership vacuum. This led to some participants to see leadership development as something for them upstairs and not as something that was instrumental in their everyda y operational tasks. Fundamentally, leadership is proactive. Effective leaders anticipate problems and opportunities and they motivate and develop strategic responses. In contrast, management is reactive. When problems develop, managers respond. In the past, this was the key differentiation between leadership and management. Now, the two are coming together.Leadership and Management TodayTodays team managers have to process mora data and react mora swiftly than they did ten years ago. However, they are now also expected to take responsibility for the morale, well-being, and development of their teams. At the same time, there has been a cultural shift from the perspective of employees about their manager. Managers may be responsible for the commercial aspect of their teams performance however, in achieving these goals, employees expect that the manager will behave not as a dictator, but as a colleague not as the boss, but as a coach. The simple truth is that todays organization s no longer want managers who can maintain thestatus quo they want leaders at all levels who can inspire individuals and the organization to greater success. Ultimately, when looking to build and structure your management and leadership development, you should be highlighting the link between managerial training interventions and leadership responsibility.Originally featured in TrainingZoneRelated Salary.com Content Overqualified? You May Be Underemployed. How Much Are Dads Worth? Supreme Courts Union Ruling and Impact on HR Practices From our trusted Partners From our trusted Partners Home Articles Are Leadership and Management Development Two Different Things?What is the Difference Between Leadership and ManagementSearch Are Leadership and Management Development Two Different Things? Share this articleTwitterLinkedinFacebookemailLeadership Versus Management Do you know the difference between leadership and management? In Western economies, th e lines between the two have become blurred. In her book, The Seven Keys of Charisma (1997),Joanna Kozubska says There are times when a leader needs good, systematic management skills and times when a manager must inspire people. We have to be able to do both. This has significant implications for the way that leaders and managers should be developed. Originally, the difference between management and leadership arose based on the perception that management was about implementing organization and leadership was about motivation, vision, and managing change. Based on this differentiation of skills, different training solutions evolved to meet these needs. Managerial training involved elements of planning, organizing, staffing, reporting, and budgeting. Often lead by a specialist, management training was finely tuned to meet the requirements of a particular population. In contrast, leadership development programs often look not at the what of a managers role but rather the how. Typical ly, these programs stem from one of the many different theories of leadership. Some of these key theories are Situational Leadership Different circumstances require different forms of leadership Leadership Traits By examining the traits of great leaders, employees can copy and develop them Leadership Behavior Looking at what leaders do, rather than their traits if we can define successful leadership behavior, we can train others to replicate it in the workplace Authentic Leadership Encouraging leaders to be true to themselves and take unconditional responsibility Transactional Leadership The mutual benefit from an exchange-based relationship, where the leader offers certain things, such as resources or rewards, in return for the followers commitment Leader as a Hero Leaders are born with innate, unexplainable skills and charisma consequently, they are elevated to hero status Attribution Recognizing the importance of followership and concentrating on the factors which induce peop le to follow a particular leader Transformation Proactively motivating others to breed commitment, not just complianceThe Importance of Leadership DevelopmentWhichever model or training vehicle is used, the essential difference between management and leadership development is in the role of the facilitator. Management training requires the facilitator to remain in the instructor role, imparting new information to the participants. On the other hand, leadership development focuses on the how. He/she needs to create an environment where participants feel confident enough to articulate their development needs, learn how they can fulfill them, and practice different approaches in order to close any gaps.While leadership development had to rely on and reference managerial responsibility, management training did not need to reference leadership experience. An instructor could lead a successful, practical management session in isolation from any leadership capability or behavior. In other words, they could operate quite successfully in a leadership vacuum. This led to some participants to see leadership development as something for them upstairs and not as something that was instrumental in their everyday operational tasks. Fundamentally, leadership is proactive. Effective leaders anticipate problems and opportunities and they motivate and develop strategic responses. In contrast, management is reactive. When problems develop, managers respond. In the past, this was the key differentiation between leadership and management. Now, the two are coming together.Leadership and Management TodayTodays team managers have to process mora data and react mora swiftly than they did ten years ago. However, they are now also expected to take responsibility for the morale, well-being, and development of their teams. At the same time, there has been a cultural shift from the perspective of employees about their manager. Managers may be responsible for the commercial aspect of the ir teams performance however, in achieving these goals, employees expect that the manager will behave not as a dictator, but as a colleague not as the boss, but as a coach. The simple truth is that todays organizations no longer want managers who can maintain thestatus quo they want leaders at all levels who can inspire individuals and the organization to greater success. Ultimately, when looking to build and structure your management and leadership development, you should be highlighting the link between managerial training interventions and leadership responsibility.Originally featured in TrainingZoneRelated Salary.com Content Overqualified? You May Be Underemployed. How Much Are Dads Worth? Supreme Courts Union Ruling and Impact on HR Practices From our trusted Partners From our trusted Partners Home Articles Are Leadership and Management Development Two Different Things?What is the Difference Between Leadership and ManagementSearch Are Leade rship and Management Development Two Different Things? Share this articleTwitterLinkedinFacebookemailLeadership Versus Management Do you know the difference between leadership and management? In Western economies, the lines between the two have become blurred. In her book, The Seven Keys of Charisma (1997),Joanna Kozubska says There are times when a leader needs good, systematic management skills and times when a manager must inspire people. We have to be able to do both. This has significant implications for the way that leaders and managers should be developed. Originally, the difference between management and leadership arose based on the perception that management was about implementing organization and leadership was about motivation, vision, and managing change. Based on this differentiation of skills, different training solutions evolved to meet these needs. Managerial training involved elements of planning, organizing, staffing, reporting, and budgeting. Often lead by a s pecialist, management training was finely tuned to meet the requirements of a particular population. In contrast, leadership development programs often look not at the what of a managers role but rather the how. Typically, these programs stem from one of the many different theories of leadership. Some of these key theories are Situational Leadership Different circumstances require different forms of leadership Leadership Traits By examining the traits of great leaders, employees can copy and develop them Leadership Behavior Looking at what leaders do, rather than their traits if we can define successful leadership behavior, we can train others to replicate it in the workplace Authentic Leadership Encouraging leaders to be true to themselves and take unconditional responsibility Transactional Leadership The mutual benefit from an exchange-based relationship, where the leader offers certain things, such as resources or rewards, in return for the followers commitment Leader as a He ro Leaders are born with innate, unexplainable skills and charisma consequently, they are elevated to hero status Attribution Recognizing the importance of followership and concentrating on the factors which induce people to follow a particular leader Transformation Proactively motivating others to breed commitment, not just complianceThe Importance of Leadership DevelopmentWhichever model or training vehicle is used, the essential difference between management and leadership development is in the role of the facilitator. Management training requires the facilitator to remain in the instructor role, imparting new information to the participants. On the other hand, leadership development focuses on the how. He/she needs to create an environment where participants feel confident enough to articulate their development needs, learn how they can fulfill them, and practice different approaches in order to close any gaps.While leadership development had to rely on and reference managerial responsibility, management training did not need to reference leadership experience. An instructor could lead a successful, practical management session in isolation from any leadership capability or behavior. In other words, they could operate quite successfully in a leadership vacuum. This led to some participants to see leadership development as something for them upstairs and not as something that was instrumental in their everyday operational tasks. Fundamentally, leadership is proactive. Effective leaders anticipate problems and opportunities and they motivate and develop strategic responses. In contrast, management is reactive. When problems develop, managers respond. In the past, this was the key differentiation between leadership and management. Now, the two are coming together.Leadership and Management TodayTodays team managers have to process mora data and react more swiftly than they did ten years ago. However, they are now also expected to take responsibility for the morale, well-being, and development of their teams. At the same time, there has been a cultural shift from the perspective of employees about their manager. Managers may be responsible for the commercial aspect of their teams performance however, in achieving these goals, employees expect that the manager will behave not as a dictator, but as a colleague not as the boss, but as a coach. The simple truth is that todays organizations no longer want managers who can maintain thestatus quo they want leaders at all levels who can inspire individuals and the organization to greater success. Ultimately, when looking to build and structure your management and leadership development, you should be highlighting the link between managerial training interventions and leadership responsibility.Originally featured in TrainingZoneRelated Salary.com Content Overqualified? You May Be Underemployed. How Much Are Dads Worth? Supreme Courts Union Ruling and Impact on HR Practices Fro m our trusted Partners From our trusted Partners Home Articles Are Leadership and Management Development Two Different Things?What is the Difference Between Leadership and ManagementSearch Are Leadership and Management Development Two Different Things? Share this articleTwitterLinkedinFacebookemailLeadership Versus Management Do you know the difference between leadership and management? In Western economies, the lines between the two have become blurred. In her book, The Seven Keys of Charisma (1997),Joanna Kozubska says There are times when a leader needs good, systematic management skills and times when a manager must inspire people. We have to be able to do both. This has significant implications for the way that leaders and managers should be developed. Originally, the difference between management and leadership arose based on the perception that management was about implementing organization and leadership was about motivation, vision, and managing chan ge. Based on this differentiation of skills, different training solutions evolved to meet these needs. Managerial training involved elements of planning, organizing, staffing, reporting, and budgeting. Often lead by a specialist, management training was finely tuned to meet the requirements of a particular population. In contrast, leadership development programs often look not at the what of a managers role but rather the how. Typically, these programs stem from one of the many different theories of leadership. Some of these key theories are Situational Leadership Different circumstances require different forms of leadership Leadership Traits By examining the traits of great leaders, employees can copy and develop them Leadership Behavior Looking at what leaders do, rather than their traits if we can define successful leadership behavior, we can train others to replicate it in the workplace Authentic Leadership Encouraging leaders to be true to themselves and take unconditional responsibility Transactional Leadership The mutual benefit from an exchange-based relationship, where the leader offers certain things, such as resources or rewards, in return for the followers commitment Leader as a Hero Leaders are born with innate, unexplainable skills and charisma consequently, they are elevated to hero status Attribution Recognizing the importance of followership and concentrating on the factors which induce people to follow a particular leader Transformation Proactively motivating others to breed commitment, not just complianceThe Importance of Leadership DevelopmentWhichever model or training vehicle is used, the essential difference between management and leadership development is in the role of the facilitator. Management training requires the facilitator to remain in the instructor role, imparting new information to the participants. On the other hand, leadership development focuses on the how. He/she needs to create an environment where participants feel confident enough to articulate their development needs, learn how they can fulfill them, and practice different approaches in order to close any gaps.While leadership development had to rely on and reference managerial responsibility, management training did not need to reference leadership experience. An instructor could lead a successful, practical management session in isolation from any leadership capability or behavior. In other words, they could operate quite successfully in a leadership vacuum. This led to some participants to see leadership development as something for them upstairs and not as something that was instrumental in their everyday operational tasks. Fundamentally, leadership is proactive. Effective leaders anticipate problems and opportunities and they motivate and develop strategic responses. In contrast, management is reactive. When problems develop, managers respond. In the past, this was the key differentiation between leadership and management. Now, the t wo are coming together.Leadership and Management TodayTodays team managers have to process more data and react more swiftly than they did ten years ago. However, they are now also expected to take responsibility for the morale, well-being, and development of their teams. At the same time, there has been a cultural shift from the perspective of employees about their manager. Managers may be responsible for the commercial aspect of their teams performance however, in achieving these goals, employees expect that the manager will behave not as a dictator, but as a colleague not as the boss, but as a coach. The simple truth is that todays organizations no longer want managers who can maintain thestatus quo they want leaders at all levels who can inspire individuals and the organization to greater success. Ultimately, when looking to build and structure your management and leadership development, you should be highlighting the link between managerial training interventions and leaders hip responsibility.Originally featured in TrainingZoneRelated Salary.com Content Overqualified? You May Be Underemployed. How Much Are Dads Worth? Supreme Courts Union Ruling and Impact on HR Practices From our trusted Partners From our trusted Partners Home Articles Are Leadership and Management Development Two Different Things?What is the Difference Between Leadership and ManagementSearch Are Leadership and Management Development Two Different Things? Share this articleTwitterLinkedinFacebookemailLeadership Versus Management Do you know the difference between leadership and management? In Western economies, the lines between the two have become blurred. In her book, The Seven Keys of Charisma (1997),Joanna Kozubska says There are times when a leader needs good, systematic management skills and times when a manager must inspire people. We have to be able to do both. This has significant implications for the way that leaders and managers should be developed. Originally, the difference between management and leadership arose based on the perception that management was about implementing organization and leadership was about motivation, vision, and managing change. Based on this differentiation of skills, different training solutions evolved to meet these needs. Managerial training involved elements of planning, organizing, staffing, reporting, and budgeting. Often lead by a specialist, management training was finely tuned to meet the requirements of a particular population. In contrast, leadership development programs often look not at the what of a managers role but rather the how. Typically, these programs stem from one of the many different theories of leadership. Some of these key theories are Situational Leadership Different circumstances require different forms of leadership Leadership Traits By examining the traits of great leaders, employees can copy and develop them Leadership Behavior Looking at what leaders d o, rather than their traits if we can define successful leadership behavior, we can train others to replicate it in the workplace Authentic Leadership Encouraging leaders to be true to themselves and take unconditional responsibility Transactional Leadership The mutual benefit from an exchange-based relationship, where the leader offers certain things, such as resources or rewards, in return for the followers commitment Leader as a Hero Leaders are born with innate, unexplainable skills and charisma consequently, they are elevated to hero status Attribution Recognizing the importance of followership and concentrating on the factors which induce people to follow a particular leader Transformation Proactively motivating others to breed commitment, not just complianceThe Importance of Leadership DevelopmentWhichever model or training vehicle is used, the essential difference between management and leadership development is in the role of the facilitator. Management training requires th e facilitator to remain in the instructor role, imparting new information to the participants. On the other hand, leadership development focuses on the how. He/she needs to create an environment where participants feel confident enough to articulate their development needs, learn how they can fulfill them, and practice different approaches in order to close any gaps.While leadership development had to rely on and reference managerial responsibility, management training did not need to reference leadership experience. An instructor could lead a successful, practical management session in isolation from any leadership capability or behavior. In other words, they could operate quite successfully in a leadership vacuum. This led to some participants to see leadership development as something for them upstairs and not as something that was instrumental in their everyday operational tasks. Fundamentally, leadership is proactive. Effective leaders anticipate problems and opportunities a nd they motivate and develop strategic responses. In contrast, management is reactive. When problems develop, managers respond. In the past, this was the key differentiation between leadership and management. Now, the two are coming together.Leadership and Management TodayTodays team managers have to process more data and react more swiftly than they did ten years ago. However, they are now also expected to take responsibility for the morale, well-being, and development of their teams. At the same time, there has been a cultural shift from the perspective of employees about their manager. Managers may be responsible for the commercial aspect of their teams performance however, in achieving these goals, employees expect that the manager will behave not as a dictator, but as a colleague not as the boss, but as a coach. The simple truth is that todays organizations no longer want managers who can maintain thestatus quo they want leaders at all levels who can inspire individuals and the organization to greater success. Ultimately, when looking to build and structure your management and leadership development, you should be highlighting the link between managerial training interventions and leadership responsibility.Originally featured in TrainingZoneRelated Salary.com Content Overqualified? You May Be Underemployed. How Much Are Dads Worth? Supreme Courts Union Ruling and Impact on HR Practices From our trusted Partners From our trusted Partners Home Articles Are Leadership and Management Development Two Different Things?What is the Difference Between Leadership and ManagementSearch Are Leadership and Management Development Two Different Things? Share this articleTwitterLinkedinFacebookemailLeadership Versus Management Do you know the difference between leadership and management? In Western economies, the lines between the two have become blurred. In her book, The Seven Keys of Charisma (1997),Joanna Kozubska says There ar e times when a leader needs good, systematic management skills and times when a manager must inspire people. We have to be able to do both. This has significant implications for the way that leaders and managers should be developed. Originally, the difference between management and leadership arose based on the perception that management was about implementing organization and leadership was about motivation, vision, and managing change. Based on this differentiation of skills, different training solutions evolved to meet these needs. Managerial training involved elements of planning, organizing, staffing, reporting, and budgeting. Often lead by a specialist, management training was finely tuned to meet the requirements of a particular population. In contrast, leadership development programs often look not at the what of a managers role but rather the how. Typically, these programs stem from one of the many different theories of leadership. Some of these key theories are Situati onal Leadership Different circumstances require different forms of leadership Leadership Traits By examining the traits of great leaders, employees can copy and develop them Leadership Behavior Looking at what leaders do, rather than their traits if we can define successful leadership behavior, we can train others to replicate it in the workplace Authentic Leadership Encouraging leaders to be true to themselves and take unconditional responsibility Transactional Leadership The mutual benefit from an exchange-based relationship, where the leader offers certain things, such as resources or rewards, in return for the followers commitment Leader as a Hero Leaders are born with innate, unexplainable skills and charisma consequently, they are elevated to hero status Attribution Recognizing the importance of followership and concentrating on the factors which induce people to follow a particular leader Transformation Proactively motivating others to breed commitment, not just complianceThe Importance of Leadership DevelopmentWhichever model or training vehicle is used, the essential difference between management and leadership development is in the role of the facilitator. Management training requires the facilitator to remain in the instructor role, imparting new information to the participants. On the other hand, leadership development focuses on the how. He/she needs to create an environment where participants feel confident enough to articulate their development needs, learn how they can fulfill them, and practice different approaches in order to close any gaps.While leadership development had to rely on and reference managerial responsibility, management training did not need to reference leadership experience. An instructor could lead a successful, practical management session in isolation from any leadership capability or behavior. In other words, they could operate quite successfully in a leadership vacuum. This led to some participants to see leadership deve lopment as something for them upstairs and not as something that was instrumental in their everyday operational tasks. Fundamentally, leadership is proactive. Effective leaders anticipate problems and opportunities and they motivate and develop strategic responses. In contrast, management is reactive. When problems develop, managers respond. In the past, this was the key differentiation between leadership and management. Now, the two are coming together.Leadership and Management TodayTodays team managers have to process more data and react more swiftly than they did ten years ago. However, they are now also expected to take responsibility for the morale, well-being, and development of their teams. At the same time, there has been a cultural shift from the perspective of employees about their manager. Managers may be responsible for the commercial aspect of their teams performance however, in achieving these goals, employees expect that the manager will behave not as a dictator, but as a colleague not as the boss, but as a coach. The simple truth is that todays organizations no longer want managers who can maintain thestatus quo they want leaders at all levels who can inspire individuals and the organization to greater success. Ultimately, when looking to build and structure your management and leadership development, you should be highlighting the link between managerial training interventions and leadership responsibility.Originally featured in TrainingZoneRelated Salary.com Content Overqualified? You May Be Underemployed. How Much Are Dads Worth? Supreme Courts Union Ruling and Impact on HR Practices From our trusted Partners From our trusted Partners Home Articles Are Leadership and Management Development Two Different Things?What is the Difference Between Leadership and ManagementSearch Are Leadership and Management Development Two Different Things? Share this articleTwitterLinkedinFacebookemailLeadership Versus Management Do you know the difference between leadership and management? In Western economies, the lines between the two have become blurred. In her book, The Seven Keys of Charisma (1997),Joanna Kozubska says There are times when a leader needs good, systematic management skills and times when a manager must inspire people. We have to be able to do both. This has significant implications for the way that leaders and managers should be developed. Originally, the difference between management and leadership arose based on the perception that management was about implementing organization and leadership was about motivation, vision, and managing change. Based on this differentiation of skills, different training solutions evolved to meet these needs. Managerial training involved elements of planning, organizing, staffing, reporting, and budgeting. Often lead by a specialist, management training was finely tuned to meet the requirements of a particular population. In contrast, leaders hip development programs often look not at the what of a managers role but rather the how. Typically, these programs stem from one of the many different theories of leadership. Some of these key theories are Situational Leadership Different circumstances require different forms of leadership Leadership Traits By examining the traits of great leaders, employees can copy and develop them Leadership Behavior Looking at what leaders do, rather than their traits if we can define successful leadership behavior, we can train others to replicate it in the workplace Authentic Leadership Encouraging leaders to be true to themselves and take unconditional responsibility Transactional Leadership The mutual benefit from an exchange-based relationship, where the leader offers certain things, such as resources or rewards, in return for the followers commitment Leader as a Hero Leaders are born with innate, unexplainable skills and charisma consequently, they are elevated to hero status Attribu tion Recognizing the importance of followership and concentrating on the factors which induce people to follow a particular leader Transformation Proactively motivating others to breed commitment, not just complianceThe Importance of Leadership DevelopmentWhichever model or training vehicle is used, the essential difference between management and leadership development is in the role of the facilitator. Management training requires the facilitator to remain in the instructor role, imparting new information to the participants. On the other hand, leadership development focuses on the how. He/she needs to create an environment where participants feel confident enough to articulate their development needs, learn how they can fulfill them, and practice different approaches in order to close any gaps.While leadership development had to rely on and reference managerial responsibility, management training did not need to reference leadership experience. An instructor could lead a successfu l, practical management session in isolation from any leadership capability or behavior. In other words, they could operate quite successfully in a leadership vacuum. This led to some participants to see leadership development as something for them upstairs and not as something that was instrumental in their everyday operational tasks. Fundamentally, leadership is proactive. Effective leaders anticipate problems and opportunities and they motivate and develop strategic responses. In contrast, management is reactive. When problems develop, managers respond. In the past, this was the key differentiation between leadership and management. Now, the two are coming together.Leadership and Management TodayTodays team managers have to process more data and react more swiftly than they did ten years ago. However, they are now also expected to take responsibility for the morale, well-being, and development of their teams. At the same time, there has been a cultural shift from the perspect ive of employees about their manager. Managers may be responsible for the commercial aspect of their teams performance however, in achieving these goals, employees expect that the manager will behave not as a dictator, but as a colleague not as the boss, but as a coach. The simple truth is that todays organizations no longer want managers who can maintain thestatus quo they want leaders at all levels who can inspire individuals and the organization to greater success. Ultimately, when looking to build and structure your management and leadership development, you should be highlighting the link between managerial training interventions and leadership responsibility.Originally featured in TrainingZoneRelated Salary.com Content Overqualified? You May Be Underemployed. How Much Are Dads Worth? Supreme Courts Union Ruling and Impact on HR Practices From our trusted Partners From our trusted Partners Home Articles Are Leadership and Management Developme nt Two Different Things?

If Nothing Else, Do These 5 Things in Your Job Interview

If Nothing Else, Do These 5 Things in Your Job InterviewIf Nothing Else, Do These 5 Things in Your Job InterviewGetting face-to-face with a potential employer can be very exciting- and also totally nerve-wracking. Unfortunately, there are many, many ways that job seekers can botch up a job interview. If nothing else, do these five things during your job interview to ensure successShow up on time.It goes without saying that the first impression youll make on your potential employer is if youre on time- or not. Be sure to show up at least 15 minutes earlier than your scheduled interview time. Not only will you be able to find parking, but you can also find the hiring managers office and get yourself situated with time to spare. If youre doing a Skype interview for a telecommuting job, make sure that you sign onto your account at least 10-15 minutes prior to your scheduled interview time. That way, if your connection is slow or a program isnt working, youll have time to fix it before yo ur interview- sans stress.Remember your interviewers name.Youre nervous. Its totally understandable. But your interviewer wont understand (or think too highly of you) if you call him Mr. Wilsonand his name is Mr. Weathers. To avoid saying the wrong name- or forgetting it altogether- try practicing saying your interviewers name a few times before the interview. That way, it will flow more freely and naturally during your conversation.Learn how to talk about your accomplishments. If you thought that your resume and cover letter could do all the talking for you, think again. During the job interview, your interviewer will most likely ask you to expand upon certain points in your resume. But if talking about your previous accomplishments leaves you a little tongue-tied, youll need to learn how to speak about your successes without sounding like youre boasting or bragging. Focus on what you specifically did (e.g., you helped create a company-wide program that helped boost productivity by 20 percent) to ensure that your conversation will be fact-based.Speak well of your previous position. Even if you absolutely, positively hated your last job and every single solitary thing about it (including your insane boss), you should never, ever mention it during a job interview. While no one is asking you to lie about your previous job, you should try as hard as you can to find a few positive things to say about the position. You can mention how you learned a new program, worked together well as a team, or helped your boss on a months-long project. If you are negative during an interview, you are limiting your chances of getting hired, so stay positiveShowcase your knowledge. Some job seekers show up to a job interview ready to answer questions about their previous work history, but dont have any questions of their own to ask their prospective boss. Before heading into the interview, do some research first about the company and your interviewer. Find out about the history of the company and, if possible, your interviewers own accomplishments working there. He or she will be very impressed that you know so much about the company, which will surely make you one of the top candidates for the position.Sure, there are many things you can potentially do to make an interview go badly, but there are even more ways that you can swing a job interview in your favor. Be confident, be prepared, and be ready to accept a job offerReaders, how do you prep for job interviews? Let us know in the comments section below

Why are your employees quitting

Why are your employees quittingWhy are your employees quittingRetaining talent is as important as attracting new talent because job hopping can actually be very costly for the employer.Tzu sichefore, employers should always be in touch with their employees and understand why their employees stay and for the quitters, why they quit.Follow Ladders on FlipboardFollow Ladders magazines on Flipboard covering Happiness, Productivity, Job Satisfaction, Neuroscience, and moreBelow I have put together the most common reasons why employees leave and how an employer can avoid this situation.Low CompensationEverybody wants to get paid what they deserve and when an employee finds out that s/he is getting paid lower than the market value, then, this part feels undervalued and wants to leave. As an employer, if you want to keep an employee who is getting paid lower than the average, then you either should have a great company culture or a well-known brand recognition. Otherwise, as soon as your emp loyee finds another job with higher compensation, s/he will leave.Lack of Career Advancement OpportunityEmployees always look for new opportunities to advance their skills so that they can move up the career ladder. Especially employees from Generation Y and Z want their employers to provide them training options or rotational programs within work so that they can improve themselves. Therefore, if an employee feels that work has started to become routine or the managers dont give importance to his/her progress, then, s/he will want to leave.Relationships with Coworkers and ManagersEmployees do not leave companies, they leave their managers and coworkers. If an employee has problems with his/her manager, then, it means that this employee will most likely leave soon. Also, if an employee doesnt have any friends at work who s/he chit-chats or goes to lunch with, then, this employee is most probably not happy with his/her job and may soon leave the company.Job SecurityNobody wants to wo rk in an environment in which the future of the company is unclear. Employers should demonstrate stability and growth to their employees. One way they can do this is sharing financial reports with them quarterly or informing them via monthly newsletters. The important point is to be transparent to your employees so that they can feel secure in their jobs.Pursue Other OpportunitiesSometimes your employees leave because they want to pursue other career opportunities. They may want to make a career change or go to graduate school to make an academic career or they may want to found their own businesses. Therefore, no matter what you do, sometimes you cannot stop them because of their personal goals or life events.This article first appeared on Personal Branding Blog.

Work-At-Home Call Center Jobs in Colorado

Work-At-Home Call Center Jobs in Colorado Work-At-Home Call Center Jobs in Colorado It takes more than a phone and an Internet connection to land a work-at-home call center job. You have to be in the right location too. Only a few virtual call center companies hire in all states. This list of  call center companies hire for home-based jobs in Colorado: Accolade Support Call Center Services The home-based tech support agents and customer service reps servicing this firms clients are all independent contractors. Pay is a per-minute rate at a maximum of $10/hour. However, there is no minimum wage. Alorica Alorica, which merged with home call center company West at Home, hires work-at-home customer service reps in Colorado who are paid on a per minute or per call basis, but since they are employees, they are assured of earning the minimum wage in their state. American ExpressFinancial services company hires home-based call center agents with experience in reservation systems (as well as travel agents)  for the companys corporate travel division. Bilingualism is an advantage in getting hired into one of these jobs. Apple At-Home AdvisorsThe work-at-home call center division of Apples customer care division hires technical support agents nationwide though the jobs often have locations listed in the postings. Apple provides computer equipment. AROCompanys virtual call center employees work in a variety of jobs including sales and customer service. It also hires insurance auditors and LPNs and RNs to work from home. Aspire LifestylesSpecializing in virtual assistant or concierge services, the companys remote agents handle customer requests  phone, e-mail, and chat. Fluency in French, German, Spanish or Italian is a plus. Asurion (formerly NEW Corp)Call center for device replacement insurance hires remote employees for full- and part-time work. Carenet Healthcare ServicesRegistered nurses are hired for medical call center jobs from home. Agents are employees and paid approximately $25/hour. Jobs are full time, and overnight work may be available and/or required. Convergys Work-at-home call center reps employed by this business process outsourcing (BPO) firm  take incoming calls and provide customer service, sales or technical support. Companys training is paid, and it offers benefits. LiveOpsThis BPO hires remote call center agents as independent contractors for a variety of customer service jobs including bilingual customer service (Spanish and French), insurance work and financial services. Agents are paid at a rate that is based on minutes of talk time plus sales incentives in some cases. Agents must become certified to work for individual clients. This certification is not paid. Agents must pay for their own background check. SitelSitel WorkHome, the companys work-at-home program, offers its call center employees  professional training from home for full- and part-time jobs. Support.comThe company provides technical support services for its clients, using remote chat and call center agents. Its remote services technicians answer inbound calls. SYKES Home Powered by Alpine AccessRemote employees receive inbound customer service, and sales calls for a variety of this BPOs clients. They are paid for training, and then receive around $9/hour. Applicants who are offered a position must pay $45 for a background check. The hiring process for these call center jobs is online and by phone. Bilingual skills a plus. teleNetworkOutsourcing call center hires work-at-home technicians to assist with Internet services, desktop support, and security issues as well as customer service reps. TeleTechHomeThe global company hires associates for  20-30 hours/week to work from home as call agents and other fields. Bilingual call center agents needed. Benefits include paid training, 401k. Pay is $9-10/hour. TranscomCall center company hires work-at-home agents for customer service and tech support in Colorado. Ver-A-FastHome  call center agents make verification calls for companys clients, which are primarily from the newspaper industry. Windy City Call CenterChicago-based call center company hires remote agents in Colorado as employees for telemarketing jobs. These virtual call center companies may also hire agents from Colorado. And these worldwide work-at-home jobs, though not necessarily call center jobs, hire just about everywhere.

Tips for Writing Handwritten Cover Letters

Tips for Writing Handwritten Cover Letters Tips for Writing Handwritten Cover Letters You might think that handwritten cover letters are a thing of the past, but that’s not always the case. 99% of the time employers want typed letters, but every once in a while they ask for a written letter. These examples of real-life job postings ask for exactly that: For immediate consideration, please fax a handwritten cover letter and resume.Submit resume and handwritten cover letter.Please submit a resume with a handwritten cover letter. As our required documentation is very detailed, your handwriting is very important to us.Please email or fax a handwritten cover letter and typed resume with Attn: Hiring Manager. You might be asked to submit one because the job involves writing and your handwriting needs to be legible. It’s also a way to check out your spelling and grammar. Tips for Writing Handwritten Cover Letters As you can see from the last example if an employer is asking for something handwritten it’s important that your penmanship is perfect. Handwriting can seem like a lost art in a time when almost everything is done on a computer, so take the time to get it right. What You Need You can write the cover letter on computer paper, that way it will match your resume and will be easy to scan if that’s how you are going to send it. You could also opt for a higher quality stock paper to make a really good impression. Use black or blue ink and a quality pen. You may need access to a scanner and a fax machine. Practice Your Penmanship If your handwriting isn’t neat, practice writing by copying another document. Remember what you learned in elementary school, and practice a few times until your writing is clear and legible. Printing your letter is fine, especially if your cursive isn’t very readable. Compose Your Letter Keep your letter short and focused on why you are the best candidate for the job. Relate your experience to the employer’s requirements. The first paragraph of your letter should explain why you are writing, the second explains why you are qualified for the job, and the third thanks to the employer for considering you for the job. To be sure its perfect, compose your letter on your computer, spell check, and grammar check it, then print it and copy it. Format the Letter Be sure to format your cover letter as you would a typed letter including your contact information and the contact information for the employer. Write a Rough Draft Write a rough draft of your letter so you can see how the spacing, paragraphs, and format look on the page. Proofread Your Letter The employer is evaluating more than your penmanship. They are going to be reading your letter for content and style, as well. Reread your letter one more time to make sure it flows before you write the final version. Write the Final Version Write the final version of your cover letter using a good quality pen. Leave room for your signature. Sign the Letter Sign your letter with your full name (first name, last name) and make sure your signature is legible, not a scribble. Even if you print your letter, your signature should be written in cursive. Scan the Letter With a handwritten letter, you are going to need to scan it to apply online or via email. If you have an iPad  you may be able to use  an app to scan your document.  If you dont have a scanner or an iPad, check with office supply and shipping stores like FedEx Office Stores, UPS Stores, Staples, etc. You should be able to scan it for a nominal fee. You can save the scanned document as a PDF file on a flash drive or email it to yourself. Mail, Fax, Email or Upload with Your Resume to Apply Employer requirements vary, so follow the instructions in the job posting to apply. Know how to correctly mail a resume and cover letter. If you’re emailing your application, make sure to attach your applications materials to an email message. If you don’t have a fax machine, you can use an internet fax service to send.

Diversity expert for Fortune 500 companies on what an ideal inclusive workplace looks like

Diversity expert for Fortune 500 companies on what an ideal inclusive workplace looks like Diversity expert for Fortune 500 companies on what an ideal inclusive workplace looks like Ladders recently spoke with Joe Gerstandt, a renowned keynote speaker and consultant who works with Fortune 500 companies, small non-profits, and everything in between to help them understand diversity and inclusion. Read on as Joe discusses technology’s role in HR,   what an ideal inclusive workplace looks like and the challenges organizations face to achieve it.How important of a role does technology, like data science for example, play in the field of HR and specifically in your work?I think that technology and data science are going to revolutionize DI work…there are some powerful opportunities to reduce the impact of bias, and identify where bias is causing us to leak talent.  Follow Ladders on Flipboard!Follow Ladders’ magazines on Flipboard covering Happiness, Productivity, Job Satisfaction, Neuroscience, and more!Joe GerstandtWhat are the biggest challenges, from a technical and/or business standpoint, that those in recruiting and talent acquisition face nowadays? I thi nk that few organizations understand the impact that bias has, I think that in most organizations “talent,” is a relatively vague and ambiguous idea, I think that most organizations are focused solely on finding talented individuals, and not at all on building talented teams…which is a different body of work, I think that most organizations still do not understand the value of diversity and inclusion.What does an actual, inclusive workplace actually look like, and how does one achieve it? An actual inclusive workplace is one in which employees, regardless of who they are or are perceived to be, consistently feel included. What that looks like and means is going to vary from organization to organization. A big part of the reason why we have made so little progress on inclusion is that very few organizations have any clarity on that experiential outcome they are promising to deliver, there is not conversation around what it means to be included, what it looks like, feels like, a nd sounds like…so they continue to chase a vague and ambiguous target. Which is incredibly wasteful. Inclusion is the product we are hoping to deliver, an employee experience of feeling consistently included…if it is our product, we should be able to speak to its characteristics. Most organizations can’t do that. Including organizations winning awards and getting put on lists. Inclusion as a body of work is in its infancy. You achieve an inclusive workplace by getting some clarity on what it means to be fully included in your organization, and then identifying the behaviors and practices that inform that experience.  What should HR/recruiting/talent acquisition execs look for when recruiting job candidates? That they are willing and able to align with the values of the organization, and they bring something new / make the organization or their team smarter in some way.

Starting Your Job Search Campaign

Starting Your Job Search Campaign Starting Your Job Search Campaign Launching a job search will take more than polishing your resume. It is going to take some serious campaigning. It all starts with a strong platform and a plan to gain visibility.Your promise. Political candidates represent issues that benefit their constituents such as the economy, human rights or environmental issues. These are the problems they want to solve for you, the voter. Politicians want to rally your support by addresses and professing to solve your problems. Now, put your campaign hat on and make your campaign promise one that solves the problems your ideal employer would face. Through informational meetings and conversations, learn about their projects and challenges and incorporate that into your promise of value- the problem that you will solve for them.Start close to home. Before you jump on the campaign trail, you want your closest friends to support and advocate for you. For them to do this, they need to know what you stand for. Your closest supporters should know y our campaign promise. Make it easy for them to remember and share. You can take it one step further by helping your friends, family and colleagues understand which employers would benefit from your promise. Let them know the company names so they can be on the lookout and promote your candidacy.Hit the campaign trail. No one will ever know about you if you aren't visible, so get out of your house. Attend events where your voters are, the people with the power to hire you or who should at least be aware of your campaign promise. They belong to professional groups, volunteer in the community, host company events and they may even belong to the local gym. Be strategic. Your time and travel cost money, invest both wisely by knowing where you're going and whom you want to meet at these events.Your campaign materials. You probably haven't seen signs that say "Vote for Me! I'm running for anything." The same is true for your campaign. You're pursuing a specific role based on past successes . Your campaign materials should clearly identify the role you're seeking and your prior accomplishments. These materials are the tools you hand out to promote your campaign promise and could include a business card, a one-page bio or even your email signature. If you're serious about your campaign, you have to promote yourself and let people know you're in the running.Practice your speech. Politicians don't just wing speeches or show up at a debate unprepared. Likewise, you should practice and rehearse how you will answer questions until you come across as genuine yet polished. Your speech could be the answer to "what do you do," a common question when you meet someone new. Rehearsing for an interview is equally as important, especially knowing how you will answer those "hard to answer" questions, like why you left your last job. Your campaigning is ongoing. Once a politician has been voted in, he or she continues to communicate with his or her constituents. He or she remains visib le and shares updates on the promises made, or at least the progress he or she is making. Politicians know their term will be over and want to maintain the support they have worked so hard to acquire. You may not know when your term is up, however, it can't hurt to stay in contact with the supporters you've made along the campaign trail.Hannah Morgan is a speaker and author providing no-nonsense career advice; she guides job seekers and helps them navigate today's treacherous job search terrain. Hannah shares information about the latest trends, such as reputation management, social networking strategies, and other effective search techniques on her blog, Career Sherpa.

Four Tips for Planning a Career

Four Tips for Planning a Career Four Tips for Planning a Career Planning a career  should be taken seriously. When you are first starting out your  career plans  should be clear. You should have a general idea of what field you wish to enter and how much training you will need. If you do not have the proper training you should take the steps to get it as soon as possible. The better prepared you are, the greater your chances are of making yourself into a success. Here are some tips to help you as you map out your steps in the beginning stages of your career. 1. When you are  planning a career  you need to know your strengths and weaknesses. The reason for this is you need to develop a good, solid resume and know how to discuss your ambitions in an interview. There are plenty of  careers  to choose, but you need to know where you fit in and in what capacity. Then, you need to play this up so that you will look better than other applicants. 2. In order to get good information about  career info  you can search online for the most important information related to your industry. Doing a good  employment job search  is essential, because you will want to have as many different options as possible. The more resumes that you send out the better your chances will be to snare the interview. 3. You should also make sure that you are clear that you want to be able to excel in your career choice. Management options are always available in most positions, so you want to be clear that that is your intention in the long run. 4. When you are working, make sure that you perform your job duties to the highest level possible. When planning your career, make sure you plan what exact steps you are going to take as you are working how will you succeed at a given job? Make sure that you get along well with management and that you are a team player. Your hard work and efforts will pay off. Career planning is important. Make sure that you take the necessary steps to get yours off to the right start. When you are ambitious and willing to work hard, it will show to others and you will succeed in your endeavors.

6 Ways to Use Your Job Search Time Wisely

6 Ways to Use Your Job Search Time Wisely 6 Ways to Use Your Job Search Time Wisely When you are out of work and searching for a job, there are countless ways you could spend your job search time wisely, or not so wisely. Do you camp out on LinkedIn all day, making connections and finding people pertinent to your job search? What about calling every HR person you can find and giving them your pitch? Maybe you participate in every job fair within 150 miles. It can be exhausting. To minimize job search fatigue and make sure you are utilizing your job search time wisely during this journey, here are six strategies to remember: Tackle your least desirable tasks first. Brian Tracy, in his amazing book Eat That Frog, talks about the benefit of completing our least favorite tasks as early in the day as possible. If you don’t go ahead and get it over with, the task hangs like a cloud over your whole day. You need all your mental energies focused on the present moment. If procrastination is a consistent personal challenge for you, check out my article, 25 Ways to Fight Procrastination. Set and follow a schedule. Since searching for a job is as intense as having one, develop a schedule for each day. Determine how much time you want to allocate to the job search, and divide up those hours with specific activities. Decide in advance what constitutes a valid interruption of your work. Post them in a place where you can see them if needed. Your time is too valuable to waste! Keep a log of your progress. You may enjoy one activity related to your job search more than another (e.g., perusing job sites versus making phone calls), but if it isn’t moving you toward gainful employment, why are you doing it? Create an activity log that lists the activity you engaged in that day and what, if any, results you got. Review it weekly to see where you may want to spend less (or more) time next week. Post when others are looking. A significant portion of many job searches today is about engaging others online. If you are posting when no one is looking, how effective is that time you are spending on it? Once you identify individuals you want to follow or interact with, notice their online habits. When do they post to social media? If you’re using LinkedIn as a job search tool, the best times are 7-8:30 a.m. and 5-6 p.m. Fannit has a superb infographic on the best times to post to social media. Focus in short bursts. The job search process is mentally draining. If you work for long periods of time, you tend to get sloppy and less effective in your work. You also tend to try and multitask more often as you get tired and your mind starts looking for distractions. Set a specific period of time to work on one part of your job search, and don’t allow anything short of a house fire to deter your attention. An effective tool to aid you in your focus is the Pomodoro Technique. Take time for personal renewal. The job search can become an all-consuming process, robbing you of time you need for improving your personal well-being. Schedule time in your day to do those things that refresh and renew you. Look for moments of what I call sacred idleness. Plan ahead on how you will spend your evenings. I had a friend who was out of work and gained over 40 pounds during his job search. He allowed the stress to drive him to overeating, and I can only imagine how much it hurt others first impressions of him when he had an interview. Remember that a job is what you do…it is NOT who you are. To learn more time management tips and strategies, download my article, 15 Proven Time Management Strategies. And may your next job bring you more work-life satisfaction than you ever dreamed possible. Readers, how do you use your job search time when actively or passively job searching? Share with us below! Todays guest expert is Jones Loflin. Using innovative ideas with practical applications, author and speaker Jones Loflin equips individuals with real tools to move their work and life forward. You can learn more about Jones at www.jonesloflin.com or contact him directly at info@jonesloflin.com.

How Toxic Bosses Can Chase Off Amazing Employees

How Toxic Bosses Can Chase Off Amazing Employees How Toxic Bosses Can Chase Off Amazing Employees A recent Gallup study found that around 50 percent of people have left a job to get away from their boss. The same study found that those with good relationships with their managers had higher engagement and satisfaction levels. Management truly drives their teams to success or failure - and in some cases, stress and anxiety. If you’re unhappy at work and wondering if it might be time to leave, take a look at these stories from the employees of former nightmare bosses .   David ran into a toxic boss 20 years ago in the telemarketing department where he worked: “I worked very hard, loved the place and put in extra time. . . . Each day, this bully boss would claim that I was somehow doing things that were wrong and find excuses to threaten me with the sack. I often turned around to find him sitting behind me, just inches away. . . . I was eventually called upstairs to the HR managers department and told that I was being let go due to not having done well. When they crunched the numbers on my final pay packet, I had achieved 180% of the end of month target on the tenth day of the month.” Beyond false complaints about performance, this toxic boss also used physical intimidation. But there’s more. “I had been let go just 2 weeks short of passing the probation. The timing was intentional because if he had waited just a fortnight longer, then I would have been an employee with full rights. I never complained about him because he said that if I did, then the department would be wrapped up and my job would be gone anyway.” Not only did the boss use the probation period against the David to target him when he had fewer rights - he also threatened the entire department if David went to human resources and complained. What should you do in this situation? If you think you have a decent rapport with HR, you could go to them despite the threats and tell them about the bullying, bringing records of the interactions if you have them. Even if you’re new to the company - and worry the department might be more inclined to take the manager’s side- still make the report. You don’t want to work for a company where HR doesn’t take employee claims seriously, and no job (or very few, anyway) is worth the stress that this toxic boss put David under. This second story features Katie, who worked her way up from the bottom of a company and gave it her best for five years, only to be driven out of the job by a toxic manager : “I worked for a company for 5 years before I finally had to throw in the towel. I had started with the company in 2008 and actually loved every second of it. . . . Quickly I moved to an area manager position and moved around to different territories across the US. . . . Eventually, I was promoted to a Regional Manager and I worked very closely with my boss (the VP of Sales) and the owner of the company. My boss was actually pretty incredible. . . . The owner of the company, on the other hand, was not. . . . If you caught him on a bad day, he would call screaming and cursing, rather than ask questions to find out what happened. He failed to coach, and just belittled. Still, I withstood the verbal abuse because I respected my boss and she always had my back.” This sounds like a situation many of us find ourselves in. A member of management is tough to work with, but we love the job and our direct boss is great, so we stay and tough it out. However, in Katie’s case there was more to the story. “Aside from being verbally abusive at times, which all of us just somehow got used to, he was not good with actually running a business. . . . Eventually, it seemed that he found excuses not to pay the people working for him to make sure expenses at the main office got paid. The straw that finally broke the camel’s back for me was when I was in LA with my boss. He called to yell at me. . . . I hadn’t gotten paid, and he had no intention of paying me, and he wanted me to fire someone that was integral to the success of the area. . . . I couldn’t support his decision, so he said I needed to do what he said or leave, so I chose to leave.” What should you do in this situation? Katie made the right choice. You should never feel forced to compromise your morals or integrity by a manager. You also shouldn’t have to deal with a supervisor that calls just to yell at you. Getting the right message across over the phone is important, and yelling definitely sends the wrong message. However, since this was the owner of the company, there, unfortunately, may not have been much Katie could do but leave. While there’s definitely something to be said for toughing out the more tedious parts of an otherwise enjoyable job, it’s smart to set boundaries - and to hold firm on those boundaries. Katie’s experience and rapid rise in the ranks may have made finding an equivalent job easier, without having to sacrifice five years of her career to a miserable boss. Working with horrible bosses is tough. The stress and emotional conflict it causes can leave scars that take years to heal. There are options, though. And there is almost always another job. You should never feel trapped in a position at any company. Don’t let a toxic boss derail your career passion.

How a Bootcamp Can Boost Your Career

How a Bootcamp Can Boost Your Career How a Bootcamp Can Boost Your Career Want a high-paying job with security and potential for growth, as well as a chance to use your creativity and problem-solving skills every day? The tech industry could be a good fit for you. Of course, if you’re already entrenched in another, decidedly untechnical career, you might think that you’re out of luck. (Or at least, looking at years of schooling and hefty loans before you can make a change.) But this isn’t necessarily the case. In the past few years, coding bootcamps have popped up all over the world. Their promiseâ€"â€"to take non-tech types and transform them into tomorrow’s developers and engineers, often in as little as a few months or weeks. Buyer beware, however: these programs aren’t cheap, and they’re not created equal. While less expensive than most two- and four-year degrees, bootcamp programs will often run you thousands of dollars. Plus, there’s no guarantee that you’ll get a job afterward. To get the most out of a coding bootcamp, it’s important to know what these programs offer, how to choose a program that’s right for you, and how to maximize your chances of getting hired once you graduate. Here’s what you need to know. Career Benefits of Bootcamps Before you even consider a bootcamp, the most important information to acquire is a bit of self-knowledge. What, exactly, are you hoping to get out of the programâ€"â€"a better job, an entirely new career, new opportunities? This is all the more important if you’ve never held a technical role before. Many skilled programmers are self-taught; others have degrees in their field. But what they all have in common is a passion for their job. If you’re not sure whether you’ll love being a developer, engineer, data scientist, etc., it may be better to start off by taking one class, to get your feet wet, before jumping into a bigger commitment. Remember: finding the right career isn’t just about the occupational outlook and pay. Fit is the most important part. If you’ve done your soul-searching and determined that a tech career is right for you, a bootcamp might be the perfect way to break into your chosen field. Depending on your career goals, bootcamps can help you: Train for a New Career This is obviously the major selling point of most bootcamps and the primary reason why job seekers attend. There are a lot of Cinderella stories out there, such as the 2015 New York Times profile of the $20,000-a-year waiter who transformed himself into a $100,000-a-year data scientist after a three-month course. Your mileage may vary, depending on the bootcamp, the coursework, and your own background. (The waiter in that piece already had a math degree.) Does that mean that you can’t make the leap from, say, former English major or retail worker to web developer? Not at all. But it does mean paying careful attention to some practical aspects of bootcamps before making your decision. More on that in a moment. Evolve Into a New Role Tech companies don’t run on technical staff alone. If you’re already working at a tech employer, but need some help jumping from administrative or other creative work to a more technical role, a bootcampâ€"â€"or even just a few classesâ€"â€"might be a way in. If this is your situation, your best bet is to use the connections you have right now to determine the most expedient way to get to where you want to go. Some of the most valuable networking you can do is at work. You might be surprised at how willing people are to tell you about their career journey and share tips on how to forge a similar path. Expand and Develop Your Network One benefit of bootcamps is the chance to make a lot of connections in a short period of time. The teachers, previous alumni, even your fellow students are all potential members of your network. How valuable that network is depends on how much support the program provides post-graduation (e.g., do they offer job placement assistance and/or an alumni network?) as well as your own initiative. What to Look for in a Bootcamp Job Placement Rates A reputable program will be willing to share job placement rates with you, as well as specifics on what kinds of jobs graduates tend to land after participating. That last bit is important because you’re presumably not shelling out $10,000 or more to get a job that pays the same or less than your current gig. Several bootcamps have joined together to create the Council on Integrity in Results Reporting, which verifies graduate outcomes like employment rate, frequent job titles, median annual salary, and pre-bootcamp job title. (Again, important if you’re coming in from an unrelated field, because you need to know whether you’ll be able to transition to that high-paying tech job of your dreams.) Other programs participate in an evaluation model from Entangled Solutions, a consulting firm, or post their own stats. Again, buyer beware. Career Services If you’re going to pay top dollar for a career-changing program, you better make sure it provides you with an on-ramp to employment post-graduation. Some bootcamps offer alumni networks, mentoring programs, even job guarantees. Just be sure to read the fine print. The last feature often comes in the form of partial tuition reimbursement if you don’t get a job in the field. That’s better than being out the full price, of course, but it won’t buy back your time. Salary Potential vs. Bootcamp Cost Finally, before you make your decision, it’s worth looking at those graduation outcome stats one last time to calculate your likely ROI. Will you earn enough to pay off your investment? Be sure the numbers add up before you take the plunge.

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