Saturday, 31 January 2015


While looking for a job, one often asks, “How do I make an attention grabbing resume?” Your natural instinct will be to “Google” the web for a solution and find yourself confused with a dizzying array of data about what content and method will present you the best. It is very difficult to make sense from all of it. So, here it is made easy for you. With a strong backing of extensive research and recruiter insights, we have compiled a list of important tips you will need to know and do while drafting an impressive resume:
  • One size does not fit all! The single resume approach won’t make it in today’s competitive market, which continuously demands specialized needs. So, plan and draft many versions of your resume that fit perfectly to the variety of jobs that you are applying for. It is necessary to include ways in which you can immediately add value to the organization you are applying to; this reflects your homework and your passion to be part of that particular organization. Before sending it to the recruiters, make sure that you carefully review your resume and adjust it to contain the key words that the recruiters will be looking for.
  • Unread objective! Stop worrying about the objective of the resume. Normally, employers overlook this section. It is very rare that an employer will screen a resume based on an objective. Instead concentrate your efforts on your experience, skills and result driven descriptions. Let the later components make the case for you.
  • Prioritize your content! “Space gives you importance”, placing the most important information at the top will grab the employers needed attention. Also, invest more time in writing more information about skills, experience, undertaken projects that are directly related to the applied job.
  • Keep it simple! Avoid using complicated fonts and designs in your resume. With such complications, the chances of your resume being read effectively minimize because, the application tracking system of the company or the third party website cannot decipher elaborate fonts and complicated designs.

  • Prove yourself! It is not as difficult as it sounds nor impossible. We work in a metrics driven world and quantifying your work will easily prove your point. Instead of plainly saying that you increased the sales or contributed to the marketing activities, support it with quantifiable data whenever possible.
  • Check, recheck! One spelling mistake, inaccuracy or an alignment error can cost you second look or even rejection. Proof read your resume for grammar, spelling mistakes, typos and formatting. Get a trustworthy person also to do the same for you. Sometimes, a fresh eye points an obvious mistake overlooked by us.
  • Omit needless words!, there is no need to mention any controversial information like sexual orientation, racist comments or political associations in a resume. It is not only illegal, but also irrelevant and may cost you your dream job.
  • Size matters! Long resumes need time and patience which employers don’t have. Keep the resume one or two pages. If it exceeds more than a page, mention your name and email id on every page and do your best for the employer to keep on reading!

Friday, 30 January 2015


What are “soft” skills? Why do I need them, if I have “technical” skills?
What are “soft” skills?
“Soft” skills are the abilities of an individual to prioritize work, possess decent interpersonal communication, be a team player and easily overcome conflicts.
Why are “soft” skills important for my career?
If you apply for a vacancy in an organization and another candidate has the same skill sets as you do, same expertise as you, then what will be the differentiating factor?
“Soft” skills.
The candidate who is able to articulate his or her ideas effectively will surely be the preferred candidate. “Soft” skills are particularly important in recruiting recent graduates.
According to a BBC article, employers prefer “soft” skills rather than technical knowledge in recruiting recent graduates. They look for “determination and ability” to learn new things, instead of banking on skills acquired through education.
There is a well-known saying within recruitment – “Recruit for attitude and train for skill.”
Do you have the required soft skills?
When you spend time with your friends, teachers, parents or mentors you should try and get a solicit feedback on your behavior. It is always from a third person’s point of view that you understand things that you can’t see yourself. How you present yourself in situations like these will pave your way to success.
If you do realize you lack in some “soft” skill areas, just know that practice makes perfect. Practice speeches in front of the mirror and attend networking events to force yourself to socialize in a business atmosphere. Challenge yourself and show initiative at work. If you possess both “soft” skills and technical skills, your career opportunities will be limitless.

Ref: Careerunbound

Thursday, 29 January 2015


How can you improve your presentation skills? Effective presentation skills are very important to learn and develop, no matter what industry you work in. When you improve your public speaking and presentation skills, you will feel more confident and your presentations will be more impressive.
Stage fright
Studies show that the majority of people get uncomfortable while facing a group or while giving a performance. If you have stage fright or feel some anxiety you are not alone. Even great speakers like Winston Churchill experienced this fear.
To overcome stage fright:
1. Be calm and positive. Tell yourself that you are going to make a great presentation and that the audience will listen carefully.
2. Rehearse  in front of the mirror. Start with simple topics that won’t cause your brain to over think; this will help to boost your confidence. Look into your eyes in the mirror when you talk and observe your expressions. You will get an idea about what needs improvement and what works best.
Preparation is important when looking to improve your oral presentation skills. A detailed study of your topic is a must. Also, understand your audience. What do they want? Why would they listen to you? If you want to reach them with your presentation, you must reach them through their needs. Give real life examples relevant to your topic so that the audience finds it easy to understand.
Rehearsing your presentation
Rehearse your speech on your feet at least three times. It is okay to rehearse parts of it in your car or sitting at your desk. Try to get used to the feeling of delivering your presentation. The best way to reinforce a set of skills is by repeating the pattern the way you plan to deliver.
Eye Contact
Talk directly to people. The best presentation is delivered as a conversation to every person in your audience one person at a time. If you want to be believed – talk to every individual and this will help to give you credibility.
Your posture can tell your audience about your confidence & comfort level. Standing up straight tells the audience that you are comfortable and ready to give a stellar presentation.
Help your audience remember the important parts
Repeat the points you want them to remember. Use a story to illustrate the point.
We find it easier to remember images and feelings. If you want your audience to remember the key points of your presentation attach those points to images or emotions.
Look your best
You look your best when you smile. You look most trustworthy, friendly and confident when you smile.Don’t keep smiling all the time, your audience may not listen it carefully. Make it a warm friendly smile. When you smile you look confident and help to improve the confidence of your audience.

Wednesday, 28 January 2015

What Kind of Leader Do You Want to Be?

It’s the question missing from so much of leadership development: “What kind of leader do you want to be?”
We facilitate and encourage self-awareness among up-and-coming leaders (what kind of leader you are), get them to map their journeys so far (what has made you the leader you are), share knowledge and ideas (what kind of leader you should be), and help them acquire new skills and adopt new behaviors (this is how you can become that kind of leader).
But we don’t focus strongly enough on arguably the most central components to successful leadership – leadership intent (the kind of leader you want to be) and impact (the legacy you want to leave). As a shorthand, I refer to these two components, combined, as your “leadership footprint.”
In my experience, many have thought about their leadership footprint at some point, but few have defined it clearly enough to guide their behavior and evaluate their “success.” Of those who have, fewer give it regular consideration – letting it guide their daily decisions – or share it with others, to get feedback and be held accountable.
Here’s an example of how this looks in action. Gail Kelly, CEO of the Westpac Group, one of Australia’s biggest banks and winner of the “Most Sustainable Company” award at the World Economic Forum in Davos this year, has spoken openly and honestly about her personal leadership legacy goals. She’s described these goals as “generosity of spirit.” There are two key elements to generosity of spirit, according to Kelly. The first is believing in the power of people to make a difference (leadership intent). The second is creating an environment that empowers them to flourish to be the best they can be and thereby make that difference (leadership impact).
Kelly does also think about leadership tactics, but these act in service to the greater leadership footprint she’s defined. She defines leaders who have this generosity of spirit as having humility, listening to others, and demonstrating empathy. They are not selfish, intolerant, judgmental, quick to shoot the messenger or find scapegoats, and they don’t sit on the fence to see which way something works out before they decide if they’re going to support it. They deliver feedback honestly and in a timely manner – you don’t wait six or twelve months for your annual performance review. Poor performance is dealt with quickly. And perhaps most importantly, managers choose their assumptions. As Kelly puts it, “I choose to assume that you (my colleague) want the best for me personally and for others. I am generous in my assumptions of your underlying motivations and your intent towards me. Hard as it may be at times, I will assume good intent.”
I’m certainly not arguing that the one-stop shop for everyone’s leadership success is this idea of generosity of spirit. It works for Gail Kelly because it’s a footprint she has personally chosen and defined. She builds it into her leadership team and ties it directly to results she wants to see in the business.
We shouldn't all have the same leadership success criteria. We have to define it ourselves. Leaders must give themselves space, time, and permission, and ask for help where they need it, in order to clearly define the culture of leadership they want to build around them. They must assess – both from their own observations and others’ feedback – how they are living up to it, and make the changes necessary to keep building it on a day-to-day basis.
Central to creating a leadership footprint is:
  • Defining the kind of leader you want to be.
  • Knowing clearly how that aligns with, and helps achieve, your organizational vision and purpose.
  • Fostering self-awareness, reflecting on your own behavior and encouraging others to give you feedback.
  • Recognizing differences that may arise between your intent and your impact.
  • Self-regulating. 
  • Choosing the assumptions about yourself and others that you need to rely on for your leadership footprint to be realistic and sustainable.
My challenge now to every client, whether established or new to their leadership journey, will be the same as the question I need to regularly ask myself: Do you know — and are you mindful on a daily basis of — what leadership footprint you want to make?
Ref: Harvard Business Review