Mitchell's Musings

How to Introduce a Speaker at a Meeting or Conference

2012-02-01T16:48:00.000-08:00

Whether you are the emcee of an event or overseeing a company sales meeting, you may be expected to skillfully introduce individuals who are scheduled to speak. Here is a brief overview of that topic, which addresses why a speaker needs to be introduced; how to prepare the introduction; and suggestions for organizing your thoughts.

Introducing the speaker serves two primary purposes. First, the introduction serves as a transition. The individual about to speak was previously in the audience, out of the room, and/or might be unknown to attendees at the particular event. This individual will now be stepping forward to share insight on a subject. Your introduction acknowledges this physical and emotional shift, and also helps listeners in the audience mentally move from where they were (i.e., focused either on the previous speaker or another topic) to the upcoming speaker and the topic he or she will address.

Second, your introduction offers valuable cues to the audience as far as what they should expect from the speaker and the topic. Thus, you want to answer the following questions: Why is the topic being presented at this time? Why should individual audience members care? Why has the speaker been chosen to address this topic? What special preparation, knowledge, or experience qualifies this person to speak?

The speaker may already have prepared an introduction for you to use. If so, practice reading it aloud several times so your presentation on the day of the event is smooth and polished.

If the speaker has not prepared an introduction, you’ll need to do so before the actual event. Contact the speaker to secure biographical information and inquire about his or her personal objectives for the presentation, perceived value of the topic to listeners, and any other thoughts that will inform the preparation and delivery of the talk.

You are now ready to write the introduction. Like any good presentation, your introduction will have an opening, body, and conclusion. The opening should grab the audience’s attention by establishing the importance of the subject the speaker is about to address. The body of your introduction needs to answer four questions, alluded to above: Why this topic? Why this audience? Why this speaker? Why now? Your conclusion should highlight the speaker’s importance to the overall proceedings and make him or her feel welcome, after which point you lead the applause and gracefully invite the speaker to the front of the room to deliver the talk. Wait for the speaker to arrive before vacating the area from which this individual will be speaking. You should plan on speaking for thirty seconds to two minutes, depending on the nature of the event and the celebrity of the speaker.

Your introduction is not a summary of the speech, nor should it include every detail in the presenter’s professional and personal background. It is not typically an occasion to make a joke at the speaker’s expense. Therefore, it’s advisable to share your written introduction with the speaker prior to the event to make sure it’s acceptable.

By avoiding these pitfalls and following the related guidelines, you are more likely to deliver an introduction that goes a long way to helping the speaker succeed. Equally important, you’ll be contributing to the overall effectiveness of the event.

Publicity is NOT Public Relations

2012-01-26T10:35:00.000-08:00

I recall the episode as if it were yesterday. A woman stood up at a meeting of a local professional organization I attended many years ago and proudly declared that she was the organization's public relations professional. She then went on to talk about her work, referring to it as publicity.

Several years later, I was dining with the owner of a small San Francisco-based public relations firm. He relayed with considerable enthusiasm the achievements of his staff in generating press coverage for a bevvy of well-known local groups, in the process touting his database of media contacts as a significant competitive advantage in the marketplace. When I responded that his work sounded more like publicity than public relations, he chortled, “I don’t care what you call it, as long as the clients pay for it.”

Fast forward to the present day. I can’t help but notice the headlines of stories I scan, with references to the “PR machine,” “PR pitches,” and “PR power girls,” among others, enticing readers to consume yet more variations of the theme that public relations consists solely of the art (and science) of generating press coverage (including social media) on behalf of clients–in other words, seemingly perpetually equating public relations is publicity.

While the industry, led by the Public Relations Society of America (PRSA), struggles to define public relations, I believe we can say definitely and energetically what it is not. Publicity is NOT public relations. And it's imperative we differentiate the two disciplines, lest the indispensable role public relations can and should fulfill in all organizations, for-profit and non-profit, large and small, continue to be trivialized.

Lest I be accused of being anti-publicity, let me highlight its importance. Media coverage on a product, service, company, or cause is vital for helping the sponsoring organization attain its business objectives. Print and broadcast coverage far surpasses advertising in terms of credibility and delivering value for money spent. Skilled publicists (and I considered myself to be one earlier in my career) are invaluable and deserve whatever lofty fees they can charge.

Public relations has a far different orientation, as noted in PRSA’s aforementioned campaign to redefine the function. Responsibilities include building and managing relationships with an organization's key audiences (both internal and external); overseeing its reputation (or what's often referred to as "managing the corporate brand"); and serving as the organization's conscience. Publicity and media relations are part of this equation, along with a variety of other functions.

The mandate of public relations, therefore, is much broader than that of publicity. And it's much more vital, in my opinion.

All the press coverage or awareness (however that is defined) in the world doesn't make a difference if a product is poorly made, a program ill defined, a strategy poorly executed, or simply if bad decisions are made. I've learned this lesson over and over again during my career as a public relations consultant and educator, and have seen it amplified in my research on organizational behavior and leadership. And I see it reinforced every day. Consider any one of the high profile organizational crises that we’ve witnessed over the last several years. As the leaders of these organizations have suffered public floggings for major missteps, their respective organizations have suffered. One could make a convincing case that had public relations counsel been available, on the mark, and heard by those making key decisions, much pain and suffering could have been avoided.

I confess that my concept of public relations is far less concrete and attractive to professionals and non-professionals alike than the publicists' bounty of coverage. Nonetheless, I remain unshakeable in my belief that a battle must be waged to rescue public relations from the publicity ghetto and all that it signifies if the profession as a whole is to thrive.

Three Essential Elements for Making Meetings Matter

2012-01-25T12:37:00.000-08:00

People frequently lament time spent in meetings. But they don’t have to be wasted time. In fact, with a little effort, most meetings can be productive for everyone–and even educational and entertaining. What’s critical is that every meeting attendee takes to heart three general but key principles of effective meeting management.

1. Effective meetings require planning.

Planning means that:

•The presiding officer knows what items the group needs to discuss and vote on. An agenda identifying these items has been prepared and disseminated before the meeting to the people who need to attend.

• The presiding officer knows how to lead discussion, solicit input, and conduct a vote on specific actions proposed (including holding elections, if that’s relevant to the organization and context)

• Officers, committee chairs, and others are prepared to give reports when called on.

• Individuals who want to discuss a topic not scheduled for the meeting contact the presiding officer ahead of time to place it on the agenda, if it’s considered appropriate.

• Meeting attendees who wish to speak about a topic prepare their remarks beforehand, if possible.

• The meeting starts and ends at the designated times.

2. All attendees at effective meetings assume responsibility for its outcome.

All meeting attendees, not just the presiding officer and committee chairs, take an active role in the proceedings. They strive to remain focused and engaged in deliberation, constructively participating in discussions to further the progress of the sponsoring organization and its individual members.

3. Officers and other attendees follow up to implement decisions made.

If the individuals at a meeting vote, for example, to spend money on a gift to acknowledge a vendor’s support, the president or other designated individual ensures that it is done. If a committee is appointed to plan an event, the committee sets a date to meet immediately after the meeting and commits to report back to the parent organization.

The Three Roles of an Organizational Spokesperson

2012-01-24T13:16:00.000-08:00

The prospect of being interviewed by a reporter creates anxiety in even the most confident professional charged with serving as an organization’s primary voice in communicating with media. Training helps increase the likelihood that this spokesperson relays an organization’s key messages clearly, and in a manner that fits a journalist’s needs. Understanding the three spokesperson roles—expert, educator, and salesperson—is the first and most important component of this training.

As the individual to be interviewed, the designated spokesperson is the one who the reporter wants to speak to about a topic at a certain time. There’s no one else. The spokesperson has the knowledge and perspective needed by the reporter to write a story. In other words, the reporter considers the spokesperson an expert.

As an educator, it’s the spokesperson’s responsibility to offer insight to a reporter so that he or she emerges with a clearer understanding of the topic. Reporters vary in journalistic experience and subject matter knowledge. Even the most experienced reporter doesn’t know everything. An effective spokesperson has access to information and perspective the reporter doesn’t have, particularly regarding company activities and industry trends. As an educator, the spokesperson acknowledges the reporter’s expertise and crafts the content and delivery of his or her remarks accordingly. The main challenge here is for the spokesperson to share information without seeming patronizing or arrogant.

Finally, the spokesperson is a salesperson for the organization, cause, product, or service. Public relations and other professionals approach reporters with stories because they see the media as a powerful means of communicating what their organizations have to offer to individuals who belong to key audiences. This “spokesperson as salesperson” role demands an enthusiastic, energetic communication style.

However, it’s imperative to recognize that reporters do not want to be sold, as a salesperson would attempt to persuade a prospective client about a product’s merits. Their goal is to write stories of interest to readers, viewers, or listeners, depending on the media. A reporter's purpose is to serve this audience, NOT to do a commercial for a company. That’s why the salesperson role comes third, after the expert and educator. More importantly, the most effective organizational spokespersons mute their marketing and sales orientation when they talk to reporters, highlighting what the subject of the interview means to the reporter’s audience while avoiding a treatise on why their company’s offerings are the best.

In all three roles, the spokesperson’s goal is to provide useful information that meets a reporter’s needs and communicates an organization’s key messages. It’s admittedly challenging to balance these tasks against filling the three roles identified – but invaluable over the long term for building productive media relationships that in turn serve marketing and broader organizational objectives.

Twelve Principles for Leaders in Professional and Other Volunteer Organizations

2012-01-23T15:47:00.000-08:00

I’ve been an active participant in professional and volunteer organizations such as the National Association of Real Estate Editors (NAREE), the National Speakers Association (NSA), Phi Delta Kappa (PDK), the Public Relations Society of America (PRSA), the San Francisco Public Relations Roundtable, and Toastmasters International. This activity has spanned the entirety of my working life, and has been invaluable source of learning, inspiration, and fun.

I have supplemented this experience with research. My doctoral dissertation explored leadership development in a Public Relations Student Society of America (PRSSA) chapter. Since completing that work, I’ve begun to investigate leadership in other civic, professional, and self-help organizations.

What I’ve enjoyed the most during my experience (and research) has been the opportunity to observe individuals exemplifying the highest standards of commitment and professionalism in supporting their chosen field. They embody core principles of leadership I consider indispensable for involvement in professional and other volunteer organizations–regardless of whether you’re president, a member of the board of directors, or volunteering for a committee.

Here’s an overview of these leadership principles.

1. Successful leaders in professional organizations consistently demonstrate their enthusiasm, energy, and talent.

2. The leader’s primary purpose in volunteering time and talent is to further the cause of the profession. They’re not involved simply for fame or glory, personal political gain, business leads, or for other unknown reasons.

3. Leaders pursue their activities on behalf of the organization with complete openness, honesty, and candor. There’s nothing underhanded about their words or actions that might cause someone to question their motives.

4. Leaders provide pointed feedback to volunteers/followers, when appropriate. Such feedback, especially when it is critical, is offered privately and delivered with sensitivity and caring. Praise is delivered generously and publicly, as deemed appropriate.

5. Professional organization volunteers make commitments to the organization and individual members–and meet them. Giving such a person a task means that it will get done.

6. Professional organization leaders strive to produce quality work, as good if not better than what they produce for their employer or paying clients. The excuse “we can tolerate less than the best because we’re not getting paid” never crosses their lips, as I noted in a previous blog post.

7. Leaders attend board and general membership meetings regularly. They make an effort to greet guests and make them feel welcome.

8. Leaders prepare for all meetings ahead of time. They actively participate, and encourage others to do so.

9. No task is too trivial for a leader. Whether it’s handing out flyers at an event, showing people to their seats in a crowded room, or arranging audiovisual equipment for a speaker, the leader completes all such tasks with alacrity.

10. The leader encourages the expression of differing points of view on matters of importance to the organization. He or she relishes diverse perspectives, considering them a sign of caring and commitment to the welfare of the organization.

11. Leaders arrive early and stay late at organizational functions, to do what they instinctively know needs to be done.

12. Leaders are first and foremost members of the organization. They pay the same fees and ascribe to the same standards as all members.

But it's only a volunteer organization!?

2012-01-04T14:21:00.000-08:00

Earlier in my career I was the president of a local (San Francisco) professional association. I have many fond memories of people, events, and overall personal growth I experienced during that service. I also can't forgot a comment made by one of my board members.

During a particularly vibrant discussion, that individual responded, "but it's only a volunteer organization!" In other words, as I interpreted the remark, we don't have to give it our best and/or exert our full energies because a) we're not serving an paying employer or (in his case) a client and, as a result, b) there's very little at stake.

Granted, earning a living ranks high on the list of life's priorities. And we certainly need to prioritize our commitments. But to argue that we should lend anything less than our total energy and talent to any commitment not only doesn't serve the organization or cause we've pledged to help, but it reflects poorly on us as individuals as well.

In other words, how you do anything in any context (paid or unpaid) is indicative of how you do everything. So if you're telling me that you'll hold back on your effort because you're volunteering your time, I'm wondering how you're going to perform for a paying client--and I'll hesitate to refer one to you.

Moreover, I've been around long enough--and have been involved in more organizations than I can count--where the pervasiveness of such thinking doomed many groups to periods of stagnancy, if not their outright demise. That is, what professional associations and similar entities can't survive if members don't step forward to lend their time and talent.

The bottom line here is to put forth your best effort no matter what the circumstances. If you've made a commitment to a group, meet it. Negotiate what you're willing to do (or not do) up front. Clear work boundaries are the sign of a true professional. The perceived need to hold back and/or cut corners in terms of effort and energy because an organization you've committed to serve isn't paying you, in my opinion, is anything but professional.

Good Teaching Makes a Huge Difference

2011-11-22T10:49:00.000-08:00

Freshmen tend to return to college for a second year in response to exposure to students from diverse backgrounds and good teaching, according to recently announced findings from a study conducted by two leading educational researchers.

Regarding the latter point, students responded positively to effective teaching skills in the classroom. These included instructor organization of material, use of class time, explanation of assignments and other materials, and review of subject matter. The good news, stated the researchers, is that faculty can learn these skills.

But by itself such potential won't amount to much. In my experience, the higher education system needs radical transformation to encourage, support, and reward the cultivation of such skills throughout undergraduate and graduate programs.

During thirteen years in higher education, I've participated in a mere handful of conversations about good teaching practices. And don't even get me started about the relative importance, or lack thereof, attached to high student evaluation scores in terms of hiring and promotion of faculty who actually know how to teach.

If teaching really makes a difference, let's acknowledge and support it in the very marrow of the bones of higher education. If sacred cows such as the system of tenure get slaughtered in the process, so be it. Short of such radical change, I fear that studies like this one will continue to garner much deserved attention and little else by way of a concrete response that makes a real difference for the lives of those who matter the most: our students.

Farewell, University of San Francisco

2011-08-15T09:19:00.000-07:00

My contract at the University of San Francisco (USF) ended July 31, and I will not be returning as a full-time employee the upcoming fall semester. Having recently completed my doctorate while earning outstanding teaching evaluations and a stellar reputation for my prowess in advising students, I believe I'm ready for a new position with expanded responsibilities. Unfortunately, no such opportunity was available at USF's School of Management.

I have been seeking full-time employment in higher education as well as the private sector, and concurrently have been rebuilding my consulting practice. I look forward to sharing details here once my plans are confirmed. I am excited to announce now that this fall I'll be teaching two courses for the University of California, Davis' MBA program (in San Ramon, California) as well as one for West Virginia University's online master's degree program in integrated marketing communications. See my LinkedIn profile for details.

While I am excited about the professional opportunities that await me, I am saddened to be leaving many wonderful colleagues among USF's faculty and staff. I look forward to staying in touch with you.

I will miss terribly the many wonderful students currently enrolled in a USF program, whom I taught, advised, and entertained (!). Yet I have little doubt that you'll succeed with a flourish, and swell the ranks of the many fine USF alumni whom I am proud to have worked with over the years.

I look forward to staying in touch, and invite you to connect to me on Facebook, LinkedIn, and Twitter if you haven't already done so. You can find my phone number and e-mail address if you're connected to me via the former two networks. Don't hesitate to reach out if I can help you.

My work for the USF's School of Management has been richly rewarding on so many levels, and I'm grateful to have worked with so many fine individuals. Thank you!

Yogurt Story?!

2011-08-09T16:08:00.000-07:00

In a recent Business Week story about her new frozen yogurt brand, owner Chloe Epstein offered the following advice:

“There should be a story attached to everything you serve. It makes the entire package more personal, honest, and irresistible. You need to love, trust, and feel good about every item. Every morsel counts.”

Sorry, Chloe, I don't. Tell me about the flavors and toppings, the number of calories in a serving, and how much the whole package costs. That's all I need to know. And I feel similarly about comparable efforts of marketers to "tell me their story" with self-centered narrative for a product that at best is a commodity, or at worst is a minor purchase.

Yes, I know, story telling is a way to differentiate a product and "build brand loyalty." But let's consider the product, the context within which the purchase takes place, and the relationship (for lack of a better term) between buyer and seller. In many instances those variables don't, in my opinion, merit a story.

So please just give me the yogurt, and save your story for someone else.

Speak with Knowledge, Insight, AND Based on Personal Experience, Please

2011-07-08T11:44:00.000-07:00

National Speakers Association (NSA) President Kristin Arnold bemoans the disconnect between what we've done and what we speak about, urging readers to "get yourself some (relevant) experience" before peddling one's wares as a presenter on a topic. You can't simply talk the talk, in other words; you have to have lived it.

Call me naive, but I'm shocked that some leadership speakers haven't been leaders, customer service presenters don't have experience (much less expertise) in that area, etc. because for me there's never been another alternative. I've learned over the last two decades that I simply must have practical AND deeply significant/meaningful experience in what I'm covering in a presentation, workshop, or class. There's no alternative. I've learned that the absence of such a connection results in a presentation that while on the surface might demonstrate the enthusiasm, passion, and even insight I typically bring to the platform, something is missing--and my audience suffers as a result.

Besides, audiences crave the kind of insight that only personal experience with a topic can yield. My students constantly tell me that real value they derive from classes comes from an instructor's insight/experience related to the topic and that conversely those individuals who stick to the text (or offer outdated examples) fail to capture their attention and respect.

I also look at this issue another way: I must love my topic with my both my entire head and heart if I am to realize my potential as a vehicle for connecting with students, audience members, consulting clients, and others with whom I come into contact while discussing it. In other words, I can engage in exhaustive research on a topic (and relish opportunities to do so) yet at some point must get the experience (and continue to keep it fresh and current) if I am to feel totally credible and confident as a presenter on it. This represents an ongoing challenge, but more importantly has emerged as an unshakeable commitment I've come to realize is central to who I am.

But We Keep All Our Shopping Carts!

2011-07-05T16:33:00.000-07:00

I visited the Ross Dress for Less Store in Santa Cruz, CA on Saturday, to assist my sister-in-law with her shopping. I hadn't been to a Ross store in years. Moreover, I normally don't like to shop, and aim to get in and out of stores as quickly as possible. The latter two points are both especially relevant given the experience I relate here.

We grabbed two shopping carts and proceeded to complete our shopping. While paying for our purchases we were informed that the shopping carts could not be removed from the store (they had long poles affixed to them), so we'd have to remove our packages from the carts and carry them to our car.

I'm usually very willing (and able) to carry packages to my car, but this policy struck me as ill-conceived and short-sighted. What about packages that were too heavy or awkward for the customer to carry? Or if it was raining? How would people with disabilities manage? These scenarios, among others, raced through my head, along with the prospect of people in these circumstances having to move their cars to in front of the store to load their packages (and the scene that might ensue).

The sales attendant at the receiving end of my curiosity/irritation about this shopping cart policy could only respond, somewhat curtly: "Well, we're the only one (retailer) around here that keeps all our shopping carts!"

I don't care if Ross keeps its shopping carts or not, much less whether this "success" resulted in some supposed competitive advantage among local retailers. That's their business (and no doubt a bottom-line concern), not mine. My goal is to have a quick, efficient, and pleasant shopping experience, which includes the ability to transport my purchases from the store to my car as effortlessly as possible.

I'm no expert on shopping carts; that said, other options exist that protect retailers' property from theft and accommodate the need for consumers to use them in the immediate vicinity of the store. It's too bad Ross neglected to consider these options, instead putting shopping carts before people--and, at least in my case, losing a future (albeit sporadic) customer.

Networking Requires Just One Conversation

2011-07-01T08:36:00.000-07:00

Many years ago, while attending a networking event, a woman reached out to introduce herself. We had a brief conversation, followed by many others. Last year, we celebrated our 20th wedding anniversary.

That conversation wouldn't have happened had my wife not initiated it. Effort was required, with no guarantee of a successful outcome.

I've had many meaningful relationships over the years start like this one, often with me reaching out. One conversation is all it took to spark a connection that led to subsequent meetings, mutual learning and joy, and professional opportunities.

The lesson here for me has been as follows: initiate conversations at networking events, and in other (appropriate) occasions that present themselves. I'm not there for the food, drinks, and (often) the educational program, but rather for the propsect of meeting someone who may ultimately be significant in my life.

Just one conversation. That's all it often takes for such magic to occur.

Leadership Development in PRSSA (my doctoral dissertation)

2011-05-27T10:23:00.000-07:00

On Friday, May 21, 2011, I graduated from the University of San Francisco with a doctorate in education (Ed.D.). My dissertation (which I hope to publish in a scholarly journal) explored leadership development in the Public Relations Student Society of America (PRSSA). Here's an overview of that work; please note that it's written for an academic (as opposed to general) audience.

DISSERTATION TITLE
Undergraduate Student Perceptions of Affiliate Organization Contributions to What They Learn about Leadership While Serving as Officers in Professionally Oriented Clubs

ABSTRACT
Organizations that sponsor professionally oriented undergraduate clubs claim to offer advantages to participants, yet the role they play in providing exposure to professional learning experiences and preparing students for working life has received scant attention. What remains unexplored are efforts to guide the professional and leadership development of undergraduates who assume positions as officers in university-affiliated chapters. The investigation of such efforts might consider the role of contextual factors given their importance in shaping student learning experiences (Rubin, Bommer, & Baldwin, 2002), especially whether a student group is affiliated with an organization outside the university. This affiliate relationship may provide access to resources often unavailable on university campuses (Peltier, Scovoti, & Pointer, 2008).

This study explored undergraduate student perceptions of the contributions of an affiliate relationship to what they learn about leadership while serving as officers in a professionally oriented club. It focused on a Public Relations Student Society of America (PRSSA) chapter at a public state university in Northern California and its Public Relations Society of America (PRSA) affiliate. A case study framework was employed, using qualitative research data collection techniques (i.e., 12 interviews, observation of six events, and review of documents).

Study results indicated that PRSSA, through optional resources, advice, and counsel, aimed to help PRSSA chapter officers fulfill individual responsibilities and learn about leadership. Their intent was to foster a view of leadership that encouraged support of the organization; its parent, PRSA; and the public relations profession as a whole. In turn, PRSSA chapter officers pursued a leadership purpose to help members learn about the public relations profession and find positions in the field. These officers derived value from affiliate organization activities, and considered what they learned vital to individual career development and to fulfill their leadership purpose. Yet this learning did not extend to officer responsibilities or leadership; for those areas, students looked to each other and predecessors for direction on how to serve as PRSSA leaders. The study concluded that leadership development occurred among PRSSA students, a phenomenon unexplored in previous literature.

Please let me know if you have questions and/or would like further information on my work.

Twitter as a Guerrilla Marketing Tool (presentation tonight)

2011-04-11T15:22:00.000-07:00

Tonight I'm speaking to Professor Leslie Goldgehn's Guerrilla Marketing class about how to best employ Twitter. Here's a summary of the key points I will discuss:

1. Consider Twitter above all as a tool to engage in conversation; foster connection; and build community. Achieving these objectives transcends any specific marketing efforts you may pursue (communication and understanding/trust come before marketing).

2. More specifically, use Twitter to gain insight and understanding on relevant topics; to share information and individual perspectives; and to rally others to a cause or issue.

3. After you establish a Twitter account, you can quickly gain followers by clicking "Who to Follow," "Find Friends," and follow the instructions.

4. You can also find people to follow by exploring Twitter's recommendations as well as sites like Listorious.

5. Hashtags (indicated by # before a word) indicate a broad topic of interest (or simply a way of labeling tweets so others can find them), and are an excellent tool for tapping into a broader community of people who are interested in the same topic.

6. Your tweets can consist of links to articles, observations, and/or developments in your life you consider of potential interest to follows. Whatever approach you choose, consider how you can add value to the ongoing discussion on myriad topics that is the Twitter experience.

To learn more, I encourage you to follow me on Twitter.

My Teaching Philosophy: Treating Students Like Clients (third of three parts)

2011-01-14T15:36:00.000-08:00

• I establish office hours and keep them. I’m also readily available to meet with students at other times if their schedules do not permit them to meet with me when I’m officially in my office. I also walk the halls of the building where most of my students have classes to interact informally with them, in the process answering questions and simply getting to know them better outside of the restraints imposed by the classroom.

• I inform students who complete my classes that they’re now members of my “alumni association,” which entitles them to future advice and assistance. I relish the opportunity to stay in touch with students who’ve been in my classes to help them in any way I can, and use Facebook, LinkedIn, Twitter, e-mail, and other means to do so.

• I relentlessly pursue a program of self-development as a person, professional, and teacher, as I believe that students–like my consulting clients–should derive more from my teaching over time in terms of my skills, insight, and general knowledge of the fields related to major class topics. I read widely in the subject areas in which I teach (above and beyond seeking formal education and/or training), and seek leadership positions in professional organizations relevant to my classroom efforts to expand my knowledge, experience, and contacts that collectively I can call on to better serve my students.

• I also assess each classroom experience shortly after it takes place, noting what goes well and what I might change the next time I teach the class. Every syllabus for classes I teach is a work in progress, open to modification based on insight I gain while teaching the class. In short, each class I teach is a living organism that is constantly evolving to reflect my growth and increasing skills in meeting the needs of students.

My Teaching Philosophy: Treating Students Like Clients (second of three parts)

2011-01-14T14:37:00.000-08:00

• I extend the offer to help my students with any matter related to their academic and professional success. For example, I seek out and disseminate relevant internship and job opportunities to interested students in specific classes I teach–while they’re in my class, for the remainder of their undergraduate or graduate academic careers, and even afterwards.

• I respond quickly (typically within hours, if not sooner) to student inquiries and requests for feedback on assignments, as well as other matters.

• I’m committed to helping students succeed–however they define that “success.”

• I want to make students think–to challenge how they view the world and their role in it. I encourage them to expand their horizons regarding the ethical and moral challenges they face in making both intellectual and personal decisions.

• While maintaining tough academic standards, I’m sensitive to appearing unreasonable as far as my expectations of students are concerned. I’ll modify assignments and class schedules in response to feedback or suggestions that ring true–without compromising my commitment to intellectual rigor and personal accountability in the classroom.

• I’m proactive in offering my assistance to individual students who I perceive need it or would otherwise benefit from it.

• I follow through on commitments I make to individual students seeking information.

• I give extensive written feedback on student assignments, and gladly offer additional feedback if students want it.

• I grade and return student assignments promptly–at the latest in most cases by the next class meeting. I calculate final grades and submit them to the university registrar as quickly as possible, then notify the students by e-mail that the grades are available.

• I carefully consider student questions or concerns about grades I’ve assigned, and respond in writing to them as quickly as possible.

My Teaching Philosophy: Treating Students Like Clients (first of three parts)

2011-01-14T12:52:00.000-08:00

Students are a teacher’s clients. They are your customers–customers of the university to which they are paying good money in pursuit of an education and all that it means. So it’s advisable to treat them as you would paying clients. Building on my career as a public relations consultant, trainer, and professional public speaker, this simple premise of treating students like clients lies at the core of my philosophy as a university instructor that I’ve successfully employed and modified since I first started teaching in higher education in 1998.

By equating students with clients, my students’ success is my success. Granted, not everyone will earn an A, nor take full advantage of the subject knowledge, insight, and enthusiasm I have to offer as an instructor, but nonetheless I am rigorously committed to the pursuit of excellence as my standard for teaching, scholarship, and service to the university. I translate this commitment to treat students like clients into the following principles, which I use as a guide in all the classes I teach:

• I consider myself a role model for personal and professional behavior, as relevant to the subject areas I teach. My goal is to embody and consistently and clearly demonstrate the knowledge and skills students need to succeed.

• I commit to being available to help my students in the same way I would as if they were paying clients. I publish my phone number and e-mail address in my syllabus; use Facebook, LinkedIn, and Twitter throughout the day, every day; and constantly urge students to seek me out if I can help in any way with their work in my course. This means I’m available seven days a week to help, if needed.

New Job, Doctorate Coming in 2011

2010-12-15T09:41:00.000-08:00

I have begun to look for a new job in higher education, as my contract at the University of San Francisco ends July 31, 2011.

I am seeking opportunities at both two and four-year institutions located in the San Francisco Bay Area. I see myself in a role that includes or combines teaching, extensive student contact, and administrative responsibilities.

Moreover, I anticipate completing my dissertation and graduating with a doctorate in education (with a focus on organization and leadership) in May 2011. In my next job, I look forward to capitalizing on this degree and the other talents I've displayed over the years.

I plan to increase my social media activity in conjunction with my job search. I also look forward to connecting with friends, colleagues, and others as I've learned--and have taught--that networking is essential in all search efforts.

I seek your support in this job search effort, and would appreciate any support or tips you have to offer.

A Plea for Being Direct in Interpersonal Communications

2010-11-28T20:32:00.000-08:00

I learned today that a family friend was let go after 50 years at his company. Apparently they'd been sending him indirect signals for some time that intimated their displeasure, including not telling him that their corporate headquarters had moved. Nonetheless, the news was quite a shock to him and his family.

Leaving aside myriad issues involved in terminating a lifetime employee, this scenario screams out for a direct approach to interpersonal communications. Being diplomatic, indirect, coy, or even passive-aggressive simply carries too many risks as far as ensuring that the intent of communications is understood. How can individuals change their behaviors if substantive, clear, and timely feedback is not offered? They can't, in my opinion -- but then again, the individual or organization originating the communication probably didn't intend that end. And how can anyone succeed in interpreting messages that may at best be mixed? I've lost count of how many times I've been bewildered by unclear communications -- and responded unexpectedly, at least in the eyes of the sender.

Being direct -- offering candid, unvarnished feedback with the respect and dignity I believe we all deserve -- is the solution for this problem. Perhaps more importantly, being direct saves time, energy, and shows a concern for the individual and the relationship. I can't help but think that all organizations could benefit from this approach -- especially the one that summarily dismissed my family friend.

Reasons to Conduct Media Training (fifth of five)

2010-08-24T14:46:00.001-07:00

Media training educates spokespersons on typical media relations challenges. Myths abound as to how journalists work and the vital role media relations professionals play in the editorial process. Training invites spokespersons into this process, introducing them to the art and science of building productive relationships with reporters and the vital role they play. Perhaps more important, key players within the organization begin to incorporate media considerations into their thinking as a by-product of a comprehensive training program, which benefits the entire organization as it strives to navigate through a media-rich world.

Reasons to Conduct Media Training (fourth of five)

2010-08-24T14:33:00.000-07:00

Media training increases likelihood that what you want to communicate is covered. It’s impossible for individuals in any audience to understand the purpose of your communication if you don’t know what you want to say. Media training forces an organization to clarify what it wants to say and how, thereby increasing the likelihood that a reporter will understand these messages and, ideally, report about the organization more accurately.

Reasons to Conduct Media Training (third of five)

2010-08-24T14:24:00.001-07:00

Media training produces better media coverage. Organizations want media coverage that, to the extent possible and practical, reflects its key messages – in other words, the main points the organization wants readers/viewers/listeners to gain from coverage. Training is the best way to assure that spokespeople master these main messages and skillfully weave them into their answers to a reporter’s questions.

Reasons to Conduct Media Training (second of five)

2010-08-24T13:59:00.000-07:00

Trained spokespersons help an organization secure more media coverage. Being interviewed by a reporter does not mean that the person will be quoted, or that a story will even result. So a successful media interview training program must also address what makes news from the journalist’s perspective. Equipped with such knowledge, spokespeople can focus their remarks on what journalists want, suggest story ideas, refer reporters to other resources, and, in short, make themselves valuable resources reporters turn to again and again.

Reasons to Conduct Media Training (first of five)

2010-08-24T12:23:00.000-07:00

Given the importance organizations place on generating press coverage, it’s vital to have a strategy and skilled professionals assigned to critical tasks. Preparing individuals charged with speaking to reporters (who work for traditional as well as myriad online media formats) is central to this effort for the following reasons.

ONE
Media interview training helps individuals cultivate the skills to engage in more productive give and take with reporters. Being interviewed by a reporter isn’t simply a matter of answering questions in rote fashion, while adopting a defensive posture. It’s incumbent on spokespeople to take the initiative in telling the organization’s story, from its perspective. To this end, spokespeople need to be familiar with how reporters work, the editorial environments in which they function, types of questions they’re likely to ask, and their individual backgrounds, among other issues.

April 10 Presentation to USF Education Graduate Students

2010-04-07T12:28:00.000-07:00

I'm speaking about online social media -- and LinkedIn in particular -- to my fellow education graduate students at the University of San Francisco. The presentation will take place on Saturday, April 10. Here's the handout I'll be offering to attendees.

Upcoming Presentations to USF Education Graduate Students

2010-03-05T16:00:00.000-08:00

I'm delivering two presentations to fellow graduate students at the University of San Francisco during the next several weeks. Here's the relevant information.

ONE
Saturday, March 13, 2010, 12:15 - 12:30 p.m.

"The Influence of Affiliate Organizations on What Undergraduate Students Learn about Leadership While Serving as Club Officers" (a preview of my doctoral dissertation)

TWO
Saturday, April 10, 2010, 12:20 - 1 p.m.

"Online Social Networking for Education Graduate Students"

Contact me for additional information on either presentation.

Should You Go Back to School?

2010-01-04T10:34:00.000-08:00

Since I returned to school to earn my doctoral several years ago, I'm occasionally sought out for advice on this topic. Here are some questions I've put together to help people determine if returning to school is right for them.

* Be very, very clear about your purpose in getting the degree. What do you want to learn? What are your objectives (e.g., increased earning potential, having a degree)? Are these objectives realistic?

* What's the subject you want to study in support of the aforementioned objectives?

* What options exist to study this subject? (i.e., degree programs, certifications, workshops). Which is best suited for a) your interests; b) your preferred learning style; c) your schedule; d) your budget?

* Once you identified specific program options, reach out to alumni to gain their perspectives. Is the particular program helping them to achieve their objectives? Anyone in your circumstances (or similar circumstances) who has found a good match in a particular program?

What are the Qualities of America's Top College Professor?

2009-11-13T07:55:00.001-08:00

An article in today's Wall Street Journal on the quest to be named as America's top college professor highlights the difficulties of pursuing and being rewarded for excellent teaching in an era when publishing dominates in tenure decisions.

While that point certainly resonates with (and concerns me) as I aspire to attain such status in my career, what stood out in the article were two key qualities cited by interviewees: empathy and liking students.

In my experience, the ongoing challenge is to see the material through the eyes of the student -- not primarily through my eyes. In so doing, I become just as much a student as the "students" who sit in my class. In other words, as students learn, the teacher learns.

During this process I believe you can't help but like your students. And they know it if if you care deeply and profoundly and show it in the classroom and during individual interactions -- and they know it if you don't. I believe you can't hoodwink any audience (nor should you want to if you're teaching in higher education) -- especially today's undergraduate and graduate students.

Realizing these attributes day in and day out is a tall order. I offer a big round of applause to the three individuals described in this article who've been able to do so steadily over the years.

Two New Positions at the University of San Francisco

2009-08-05T10:16:00.000-07:00

I'm delighted to announce that I'm moving into two new roles at the University of San Francisco (USF), effective August 20. First, I'll be Term Assistant Professor at USF's School of Business and Professional Studies, and will teach undergraduate and graduate classes on management communication, organizational behavior, and related subjects. In addition, as Director of Professional Development for USF’s MBA Program, I will spearhead efforts to enhance student skills, knowledge, and readiness for workplace opportunities.

I will concurrently continue to maintain a consulting practice to provide communications counsel to organizations, personal communications assistance to individuals, and training to corporate and nonprofit clients.

Finally, I am continuing to work on a Doctorate in Education (EdD) with an emphasis in Organization and Leadership at the University of San Francisco. I anticipate finishing my dissertation by December 2010.

Follow me on Twitter to stay updated on my activities, and continue to check this blog as well.

Need Help? Be Specific About What You're Seeking in Your LinkedIn Status Update

2009-06-10T13:42:00.000-07:00

Here are two status updates I've recently seen for my contacts on LinkedIn (names have been removed).

"(Student's name) is seeking a new professional opportunity"

"(Student's name) seeks a position with a growing company"

There are others I could share along the same vein: people are asking for help, but in such a general way as to undermine my ability to step forward with specific suggestions. I don't know the meaning of "professional opportunity." What it means to me no doubt differs from what it means to that student, which leaves me confused and frustrated in my ability to respond to such pleas for assistance.

I urge my students to be as specific as possible when crafting these status updates -- and in asking for help in general. That might mean identifying specific industries, companies, or functions that give me a clearer indication of what they're seeking, so in turn I can better direct them to individuals or organizations that might be able to help.

In offering such advice, I continue to return to the title of the Joe Jackson song: you can't get what you want until you know what you want. I add that remaining vague about what you want (or being open to "anything") often leads to frustration and a lengthy job-search process -- even in the best of times.

Show Employers You Want the Job ("Act as if")

2009-06-05T13:09:00.000-07:00

When you're in an interview you have to demonstrate genuine passion for the job you seek -- and a fervent desire to work in the related field long-term.

Uncertainty or vagueness about what you want to do in the future -- often accompanied by language such as "I'm not sure" or "I'm exploring a range of opportunities" -- will not serve you well in terms of selling an employer on your desire for a position.

Granted, you may not be certain about the job -- so "act as if" you want it. Muster all your enthusiasm and energy when you apply and interview for the position, so that there's no doubt in the employer's mind that you want the job.

I share these thoughts based on feedback I've received from some employers about USF MBA students communicating such uncertainty during job interviews, which ruled them out for further consideration.

In short, show you care deeply about the field and desire the position -- or else reconsider whether or not to apply, much less to go on the interview at all (should you be fortunate enough to be asked in for one).

The Power and Joy of Being a Connector

2009-05-07T15:39:00.000-07:00

I like to think of myself as a connector, which I define as an individual who brings together people with each other (or people with resources) for their mutual benefit. Yet there's a lot to learn in this arena, and I was so schooled during a meeting today with Edith Yeung.

Edith is an entrepreneur at heart, but a connector par excellence. She founded BizTechDay, a technology conference for entrepreneurs, and serves as the prime force behind the San Francisco Entrepreneur Meetup Group. Edith doesn't just radiate positive energy, she exudes a confidence that makes her a magnet for people and ideas. She's led by the question "how do you need help? And whom do I know who can help you?" and aspires to "create moments" at events that in turn attract people and resources in amazing numbers.

I learned (or relearned) a powerful lesson during my brief time with Edith today: cultivate skills as an organizer and/or connector in the true spirit of service to others. You will reap unanticipated rewards that will enrich your life beyond your wildest dreams.

Shouldn't Interns Get Paid? At Least One Major Bay Area Employer Thinks So

2009-04-30T14:41:00.000-07:00

Even in the best of time, unpaid internship opportunities abound. The number of such options has skyrocketed seemingly as a result of the economic downturn.

For me, it's simple: you do the work, you get paid. Sadly, many companies choose not to pay -- or claim they can't pay for a variety of reasons that may (or may not) have any basis in reality.

That said, I'm heartened by the following response I received from a major Bay Area employer regarding their hiring of interns.

"You’re right that we do not host unpaid interns. As a company, we’ve adopted the practice that we pay all interns. This was put in place not only for risk mitigation on the labor law side but also to drive the principle that we value people’s contribution and do pay everyone that works for (name of company)"

Amen! And may companies offering unpaid opportunities reconsider their decision not to pay interns in light of such a perspective.

Answering Questions on LinkedIn

2009-04-22T13:15:00.000-07:00

I regularly answer questions posed by LinkedIn's members. Given the range of question topics and volume of submissions, I've adopted the following strategy to make best use of this opportunity to share my experience and insight and in the process truly help the individual who posted the question.

* I answer a question when I have specific knowledge or insight to share that's based on experience and/or study. If I don't know the answer or the subject is one with which I'm unfamiliar, I don't answer the question. In other words, I don't speculate or offer opinions on subjects outside of my comfort zone.

* I'm most likely to respond when there are a handful of previous responses, and/or the existing responses either don't directly answer the question or haven't offered specific information I have that I believe is directly relevant. In other words, I tend not to answer a question if another member has already responded with the gist of what I would have shared, or if there are so many responses my contribution risks getting lost in a sea of information.

* I don't generally respond to philosophical questions or those that are subtle (or, in many cases) not so subtle marketing pitches by the questioner.

* I don't expect the questioner to acknowledge my response, although I'm delighted when that occurs!

My goal in answering questions is to connect people with information (including other people) that helps to answer their question. I find many opportunities to do so on LinkedIn, while keeping the task manageable and enjoyable using the general guidelines I've outlined here.

(To find questions on LinkedIn, click on the "answers" tab at the top of the page. View question topics in the category list in the right hand column of the answers page.)

What Happens When You Ask For Help

2009-04-07T16:30:00.000-07:00

Asking for help from others is essential to get anything you want in life. We simply can’t achieve anything of any magnitude on our own. Perhaps this help is in the form of an informational interview, an introduction to someone in the position to fill a job, or an invitation to an event. The bottom line is that we need the support of others if we are to succeed.

Asking for help even from people you know well often is difficult, and even more challenging as you seek assistance from those whom you don’t know as well. Regardless of the specific situation, I've observed the following responses over the years as I've reached out to scores of others to seek specific information, guidance, or inspiration:

* No response. The call, e-mail, or letter is not acknowledged in any way.

* Acknowledgment of my request followed by a promise to help. More often than not, this response reflects the respondent's effort to be polite without a commitment to act. Sometimes the respondent actually will provide a stream of opportunities or information.

* Enthusiasm and delight, accompanied by a willingness to help me in whatever way he or she can. Sometimes this individual comes through as advertised; sometimes, he or she does not.

In short, I've learned through experience that when I ask for help I can never be certain about what response I'll get (if any) or from whom. Moreover, what people say and what they'll do to help are two very different things. So I’ve learned not to have expectations! That said, I cherish the many people who've helped me over the years and challenge myself to continue to reach out as appropriate, while at the same time dashing my visions about what such help looks like, who actually provides it, and when.

Anatomy of an Accidental Best Seller: William Zinsser's On Writing Well

2009-04-02T11:11:00.000-07:00

There are many excellent books on the art and science of writing, with William Zinsser's On Writing Well possibly the best of the lot. His recent commentary about the book's evolution over 35 years includes much wisdom about personal and professional development, not just about writing. Here are the key points I took away from this article:

* Trust your gut and the advice of those who love you. The idea for the book came from Zinsser's wife, and he intuitively like it.

* Write about what you teach others to do. Zinsser had been teaching writing at Yale for four years, so the book provided him the opportunity to engage course material on a deeper level.

* Consult other sources for inspiration, but don't copy them. Be yourself. Zinsser achieved a breakthrough when he realized he didn't need to be like E.B. White, the author of another classic, The Elements of Style. He merely needed to draw on his own experience and style.

* Seek inspiration from outside your primary area of activity. Zinsser's model was Alec Wilder's American Popular Song: The Great Innovators, 1900-1950, not other books on writing.

* Go wherever the process takes you physically and intellectually. In Zinsser's case, that meant speaking at universities around the U.S. and expanding and revising the book as times demanded.

The result: a book that's sold nearly 1.5 million copies, an amazing intellectual and professional journey, and undoubtedly a rich, rewarding life.

Getting Unstuck: How MBA Students Can Overcome Internship/Job Search Inertia

2009-04-02T09:42:00.000-07:00

Yesterday I shared ways some students sabotage their search for internships/jobs. Here's the positive side of the story, as I present some principles that might help you address those challenges and overcome the inertia (and even boredom) that's seemingly unavoidable in any search effort.

* Act as if you know what you want. Find a way to connect to a prospective opportunity in a way that excites and inspires you. It could be the function, company, industry, or geographic location. Your desire will permeate every component of your effort to obtain that position -- and will motivate you to do the research and reflection you'll need to make contacts, develop materials, and apply for available internships/jobs.

* Consider every internship/job as an opportunity to learn -- if not about what you're doing, then about the organization, industry, or even how people relate to one another. Perhaps you'll even learn something about yourself! Your ongoing challenge is to clarify what you like and don't like in your work -- a process that based on my experience takes some time. Moreover, you never know when or where an experience may come in handy in the future. (I speak from extensive personal experience on this last point).

* Recognize that an internship/job is just that -- it's not your life, it won't last forever, and you don't have to get it right the first time (or even the second or third times, for that matter). Three months in an internship may seem like an eternity, but (in most circumstances) won't kill you -- nor will a year or two in a job.

* Develop a plan A, plan B, and even a plan C for your internship/job search. In other words, always have a backup plan should your first (or second) choice not work out. Who knows, your plan B job may evolve into a plan A job -- or may even become what you truly want to do!

Eleven Student Actions that Sabotage Job/Internship Search Efforts

2009-04-01T10:14:00.000-07:00

Here are eleven actions students take that doom their efforts to find jobs and internships. While MANY students succeed by assuming responsibility and taking consistent, well-thought out actions related to job search, the occurrence of these eleven actions is frequent enough to warrant my decision to share them here.

1. Commiserating with classmates in person on how you can't find an internship or job (or using Facebook and Twitter for the same purposes).

2. Expecting that stating "I need an internship/job" out loud to no one in particular will result in an offer.

3. Working endlessly on your resume.

4. Saying you don't know what you want, and not taking action to gain clarity.

5. Blowing off opportunities to meet with alumni (and guest speakers sponsored by clubs and outside organizations) who are willing to share their career insight and leads to internships or jobs.

6. Blowing off opportunities to meet with companies visiting campus for the express purpose of connecting with students to discuss internships or jobs.

7. Writing cover letters for jobs that don't exist, and/or that are so general as to leave the reader uncertain as to their intention.

8. Blowing off opportunities to practice interview skills or gain other insight and knowledge to help you in the search for an internship or job.

9. Saying there's no time to look for an internship or job, when time is available to socialize, travel during spring break, etc.

10. Criticizing services provided to help students find internships and jobs.

11. Failing to reach out to people who care for and love you, who'd be willing to help you gain clarity and make connections -- as well as others who've pledged the same kind of support for your search process.

Fortunately, each of these actions (or lack of action) is correctable. I've explored several in past posts, and will do so in the near future as well.

Should I Blog About Something. . .Or Not?

2009-03-23T10:43:00.001-07:00

Should I blog about a topic, keep my thoughts bottled up inside, or write about it for a totally different purpose? As I confront a daily deluge of information, related ideas, and feelings, I find myself constantly grappling with this question – as I suspect many others do as well.

I must write. It's part of who I am. It's also a necessity for different roles I fill - administrator in a university, doctoral student, teacher, aspiring scholar, and consultant. I find myself constantly setting boundaries regarding what I write in conjunction with each role, partly out of a sensitivity to the potential ramifications of what I share in a very public forum, the intersection of my different roles (I work, teach, and study at the same university), and also out of a need to focus on the most important matter at hand and not have it bleed over into other areas (for example, when I'm a student, I'm a student. . .and NOT an instructor).

This internal debate has led me to be far more conservative in my blogging than I am in conversation both with others and myself. I've tended to think that such circumspection has served me well given the strength of my opinions, the emotion with which I often express them, and the potential impact(s) given my diverse responsibilities.

Perhaps most important, writing enables me to process my thoughts and feelings in a very private way. I maintain a regular morning writing practice in addition to an ongoing effort during my workday, both of which offer me a place to get out of my head and onto the screen what's on my mind so in turn I can do what needs to be done. While occasionally such effort yields the kernel of an article or blog post, the primary intent is to process without concern for these writings ever moving from printed page (or screen) to a public forum.

In other words, I see blogging as the perfect venue to share ideas important to me that I believe might resonate with others - yet which aren't too personal, inappropriately revealing, or that risk coming back to bite me in terms of unnecessarily tweaking anyone with whom I may come into contact in the future. Not that I haven’t (and won’t) hesitate to express my opinions within these parameters. At the same time, I plan to keep writing for myself in private spaces and for my other roles in appropriate forums.

Should I Go on an Interview if I Don't Want the Job?

2009-03-11T10:33:00.000-07:00

No!

When times are tough (as they are now), it's tempting to consider any job interview opportunity as a victory -- not to mention a chance to practice your interview skills. One might also engage in wishful thinking, hoping (and expecting) that the interview itself will result in a magical transformation leading you (the job seeker) to actually want this very job that you only hours before had disdained.

Don't give in to either tendency. Don't waste your time (or the prospective employer's) chasing options that don't appeal to you. Life is too short. Focus your energies on looking for what you want. You'll do far better in an interview for a position you truly want than in one you have to force yourself to go on. Trust me on this point, as I speak from experience!

When You Join a LinkedIn Group

2009-02-24T09:56:00.000-08:00

LinkedIn groups offer new and potentially powerful options for connecting with others with whom you share a personal, educational, or professional bond. The proliferation of such groups poses challenges for individuals who wish to take full advantage of all they have to offer.

As the former manager of two LinkedIn groups for University of San Francisco MBA and Brandeis University alumni, staff, and friends, here's what I advise group members do to derive maximum value from their experience:

* Keep your LinkedIn profile current by including your latest academic and professional achievements.
* Let group members know what you're doing by taking advantage of the "What are you working on?" feature.
* Be as specific as you can if you need help or can offer it. . for example, if you're looking for a job in sales, let us know what kind of sales, in what industry, and in what geographic location.
* Initiate and contribute to discussions on group-related issues, business topics, and whatever you feel might interest other group members.

Discover What You Want To Get What You Want at Work and in Your Career

2009-02-13T10:50:00.000-08:00

You Can't Get What You Want (Till You Know What You Want). As I think about the arc of my career and the direction in which I'm heading, this classic Joe Jackson tune resonates loudly.

I've yet to find any kind of work (full-time or contract) by being open to whatever the universe should happen to send my way. "I'll take anything" has never generated much by way of results in the job market -- and in tough times like we face at present, the lack of clarity that such a perspective reflects is even likely to result in more frustration and fewer tangible results.

Getting clear on what you want requires hard, even painstaking effort for most people. I've found that there are few shortcuts. I was helped immensely in this effort by participating in a guided program offered by Life's Work Center in San Francisco. I worked alone and in groups as I engaged in a process of self-reflection and discovery based on exercises included in What Color is Your Parachute?, perhaps the most celebrated job and career exploration book in print today. This process, which I completed in 2003, helped me clarify my interests, skills, and optimal work scenarios, and has been indispensable for helping me find my current position, decide to return to school to earn a doctorate, and put together a long-term career plan.

Deconstructing "Networking = Not Working"

2009-01-27T10:35:00.000-08:00

At a presentation I attended last night on finding a green job, moderator Joel Makower quipped that by changing one letter in the word "networking" it becomes "not working." My guess is that I wasn't the only one who hadn't heard this statement before, given the nervous laughter from the 250+ attendees looking to break into the much sought-after green jobs market. That said, the comment inspired me to reflect on this "equation" and how it illuminates realities about how, when, and why people network.

I interpret the statement in three ways:

* Networking isn't work
* People who network don't have jobs, and thus have the time (and the need) to network
* People who have jobs don't have the need or time to network, and so they don't

These statements combined are a sad commentary on networking and its reputation, which ought to be an ongoing, integral component of every professional's personal development and marketing plan. We ought to commit to practicing and improving our networking skills, and to that end take advantage of every opportunity to do so regardless of our employment status or personal preferences.

That we're in the middle of economic turmoil and corresponding job losses no doubt triggered this comment and the wave of networking towards which it was directed. My fervent hope is that the individuals who heard this comment last night, plus all others new to networking, learn to relish opportunities in all walks of life from here on -- and not just relegate their efforts to looking for a new job. That's a lesson I've learned over the past few years, and it continues to pay dividends in my personal and professional lives.

Want to Learn about Non-Profit Career Opportunities? Don't ask Nancy Lublin

2009-01-22T09:43:00.000-08:00

Some people are better equipped to respond to requests for help than others. More specifically, I believe the appropriate package of kindness, openness, and responsiveness to requests for career or job search assistance is rare indeed -- with potential damage done by a professional ill-suited for such a role. For example, take Fast Company guest columnist Nancy Lublin.

In response to many requests for help about working in the non-profit sector, Lublin responds with sarcasm and self-righteousness. While I agree with her core observations (i.e., poor knowledge if not naivete about work in the non-profit sector, the tendency of job seekers to highlight tasks completed and degrees as opposed to highlighting achievements relevant to non-profit organizations), her tone is unfortunate and risks hurting more than helping individuals who seek her advice -- and may even come back to haunt her should such individuals ever be a position to help the nonprofit organizations with which she is associated.

Lublin maintains that she "takes meetings out of the goodness of her unnaturally large heart." Her response seemingly contradicts that intent. In my mind, she'd be far better off turning down such requests and referring inquiries to those in a better position to help.

National Society of Genetic Counselors PowerPoint Presentation

2008-12-10T14:11:00.000-08:00

Here's a copy of the PowerPoint for my presentation tomorrow to members of the National Society of Genetic Counselors.

Networking Balance Sheets

2008-12-09T15:19:00.000-08:00

An article recently published by IMD International extends thoughts introduced in previous posts about self-assessment and your networking efforts by introducing the concept of networking balance sheets.

Networking balance sheets help individuals understand assets, liabilities, and equity in their networks and networking skills. In the process, you're challenged you to consider the people in your network, the types of relationships you have with them, and how the individuals in your network are connected. In short, the balance sheet helps you to understand what you can do to increase your assets, decrease your liabilities, and create more equity in your networking efforts.

Check out a follow-up article on building an effective network for more valuable information on this topic.

I'm grateful to Christy Suerth, SPHR for letting me know about these articles.

Twitter as an Internal Networking Tool

2008-12-06T07:45:00.000-08:00

Twitter is a communications tool that allows you to communicate with others in 140 characters or less via the Internet or cell phone. People can "follow" you using Twitter -- and you can follow others -- as they share information and provide updates on business and relevant personal developments. In short, Twitter represents another vehicle for allowing others to get to know you and potentially form a mutually beneficial relationship. Check out this guide on how to use Twitter as a means of staying in touch with colleagues at your organization -- and how to build your personal profile.

And check out Guy Kawasaki's post on how to add followers on Twitter.

Embrace Gratefulness, Banish Entitlement

2008-11-26T10:34:00.000-08:00

It's the time of year to express gratitude for all that we have in our lives. For MBA students, that includes the education you're receiving right now, which has given you new insight, information, and experience that's destined to improve your potential for contributing to causes and organizations of your choosing. Your advanced education puts you in a distinct minority of individuals in the U.S. -- and an even smaller group worldwide -- who've elected to continue their studies beyond the undergraduate level.

The MBA equips you with a skill set suitable for a range of jobs, some of which even require the degree as a prerequisite for being considered. That said, the MBA does not entitle you to a job. I've yet to hear of any employer responding to a job seeker's plea "well, I have an MBA" by offering a job. The degree communicates that you have certain knowledge and skills -- that's it. It's not a free pass to getting a specific job, no more than a doctoral degree offers automatic admission to academia. Degree holders still need to demonstrate that their skills, interests, and personalities are a good fit for an employer's needs. That challenge seemingly never ends, regardless of your credentials.

So, in short, embrace gratefulness towards your education, and banish entitlement as you begin to look for work. This joint perspective will serve you well in a challenging environment for finding full-time work.

Job Search Sites Merely One Option in Your Search

2008-11-25T10:12:00.000-08:00

An article in today's Wall Street Journal on job search Web sites illuminates the potential of such tools for your job search -- but gives short shrift to their shortcomings.

I've observed a tendency among students to rely on job search sites too heavily in their efforts -- to the detriment of their overall job search process. It's a trap I fell into myself in searching for work over the last several years.

Consider the appeal: you sit comfortably at your desk, a computer screen filled with listings for jobs. A few clicks later, you've applied for the job. And on it goes until you've exhausted all available options for that day. Satisfaction soon sets in, as you can rest comfortably knowing that you've exerted maximum effort in your job search that day.

Nothing can be further from the truth. Searching for a job in normal times is tough; in these extraordinary economic conditions, the process is even more difficult. If you really want a job, you must be willing to use a variety of tools to identify appropriate opportunities. That means you must go beyond your comfort zone, get away from your desk and the computer, connect with others, meet strangers, and try things you normally might not if you're serious.

Do people get jobs by applying for positions listed on job sites? Absolutely. Should you continue to peruse such listings, and apply for appropriate opportunities? Definitely. Should you limit the time you spend on such efforts? Yes! Yes! Yes!

Times are tough. . .but worry, anxiety, and fear don't get you a job

2008-11-04T10:44:00.000-08:00

Yes, times are tough. Granted, the stock market is up as I write this post and over the last few days has shown signs of stability, if not tentative steps upward. Yet the impact of recent economic troubles is being felt in new ways every day -- particularly in the job market, in ways that are of keen interest to MBA students looking for internships and full-time positions.

Today I learned from a student that Marcus and Millchap, a real estate investment brokerage company, canceled its rotational program for MBA graduates for the next three years. Trammel Crow, another company in the same industry, postponed plans to start such a program. Wells Fargo Bank has opted not to offer MBA internships in 2009. And the list goes on to include news of layoffs far and near, with potentially devastating consequences for people we know (and many we don't).

What's the natural response to such news? Fear, worry, and anxiety. Fear that MBA jobs and internships won't be available come May, 2009, worry as to what students can and will do, and anxiety over the decision to step away from the world of work to continue an education.

I completely understand such responses. I've had them myself for much of my life, in response to challenges I've faced. Yet finally I learned the cold, hard truth: fear, worry, and anxiety do not help you get what you want. They only beget more fear, worry, and anxiety -- and as a result you're paralyzed. You're frozen in a state that precludes any positive steps, in other words, any progress towards meeting a goal.

The only solution is ACTION -- and that's what I advocate for students facing a difficult job market. Get into action NOW. That means working hard to get clear about what you want in a job or internship. That means reaching out to people who hold the kind of job you think you want, or who work at companies in which you're interested, and setting up informational interviews to learn more. That means taking advantage of all your networks -- the USF MBA network, your undergraduate network, your personal network -- to engage in conversations with people as part of your process of exploration, clarification of goals, strategic action, and, ultimately, application for jobs that represent a good fit for your interests and abilities. That means partnering with your fellow students to provide mutual support and advice during the job search. It means, bottom line, that you expend whatever available time and energy you have in your job search -- the sooner, the better.

I'm here to help you develop and implement your plan of ACTION. And while I empathize with the challenges one faces in looking for work in today's market -- having been through many frustrating experiences in looking for work over the years -- my sympathy has limits. There's simply no substitute, shortcut, or excuse for anything but ACTION if you plan to find work.

That MBA student who relayed the information on Marcus and Millchap to me epitomizes this commitment to action. He considered this news as another step in his path to finding suitable work upon graduation, and he persists in his effort despite such roadblocks. Will he succeed? I don't have a crystal ball, but I'd place my money on him. That's how he found an internship. Is he more likely to succeed than the student who delays his search, or spends time bemoaning the state of the economy? Absolutely!

Networking and Your Organization's Culture

2008-10-30T11:07:00.000-07:00

Does the culture of your organization support internal networking? That's a critical component in any effort to build a networking within your company, and I'll again use Baber and Waymon's thoughts as a jumping-off point for discussing the intersection of culture and networking. More specifically, consider the following questions:

* Do senior managers recognize the importance of internal networking? Do they spend time reaching out and building relationships with people across the organization?

* Is training on networking provided, and is it considered a vital part of the regular work day?

* Is participation in cross-functional teams and other efforts with individuals across the organization considered a regular element in your organization's approach to business?

* Are networking activities included in your activities/goals, and are you assessed on your efforts to network internally as part of your regular performance review? Are you acknowledged/rewarded when your networking contributes to the success of the organization?

Assessing the Strength of Your Network

2008-10-29T09:30:00.000-07:00

How strong is your internal network? Answer the following questions, adapted from Baber and Waymon's article, to help you assess the network you've established within your company.

* What people do you know at different levels of the organization? Do they know you? Your name? What you do?

* Do you know all people with whom you come into contact either directly or indirectly while performing your job? Do they know you? Your name? What you do?

* Do you participate in any cross-functional or interdepartmental activities?

* Do you quickly find out what's going on in the company, particularly through informal channels?

* How do you connect with people at work? Do you seek out and take advantage of opportunities to meet face-to-face to address complex problems and plan/implement projects?

* Do you talk regularly with colleagues about your work and industry trends that affect it?

* Do you stop by your co-workers' work areas to say hello and socialize, even if you don't need anything?

Why It's Important to Network Within Your Company

2008-10-28T14:08:00.000-07:00

Anne Baber and Lynne Waymon identify several reasons why it's important to network within your company in their article in Canadian HR Reporter. I'll share them here, along with my thoughts.

1. To keep in touch with what's going on in the organization (for example, reorganizations, new staff/management, business development)

2. To help the organization improve its bottom line. Even if you're not in sales. It's everyone's responsibility to help the organization succeed, in all ways that success is measured.

3. To venture into white spaces, or those areas between boxes on the organizational chart where projects are passed from one individual or department to another.

4. To improve organizational effectiveness and break through bureaucratic bottlenecks. Collaborating with others on projects not only can help your organization in many ways, but it provides opportunities for you to meet and get to know others with whom you might not have regular contact.

5. To expand your knowledge base. Identify what you need to know to perform the job you have now, in terms of individuals and resources.

6. To create your safety net. Your goal is to have opportunities come to you, and the way to make that happen is to reach out to others.

7. Identify what ways you can help the organization in addition to your current position. What special skills do you have that might be needed in your company? What can you do to let others know about such talents?

I'll share more from this article in subsequent posts. In the meantime, I welcome discussion on the issues outlined here.

Networking and Getting Promoted

2008-10-21T18:18:00.000-07:00

Why do people get promoted in organizations? There are a variety of reasons and they vary from organization to organization. It's our individual challenge to find out what matters in our particular workplace and whether we have what it takes to move ahead, or can acquire such attributes. That's the highest and best use of our time, as far as applying ourselves to further our careers in a specific organization.

Does skill matter? Absolutely. But ability and talent only go so far. I've learned that repeatedly during my career. Moreover, I've observed that individuals who build strong relationships throughout the organization, particularly with senior managers, help themselves significantly as far as finding new work opportunities. I've been told that having an advocate or champion in an organization when applying for a new position is vital -- and such advocacy only happens by reaching out, making connections, getting to know people, and allowing them to get to know you.

The Bottom Line in Networking

2008-10-21T18:12:00.000-07:00

Networking is about meeting your own needs, as well as helping others address their interests. In other words, it's a reciprocal process oriented towards building relationships -- especially within an organization, where individuals share a common setting and culture.

There's always a risk of coming across too strong when networking for a specific reason. Consider how you approach others with whom you work. Are you genuinely interested in them? Want to help them? Your fundamental motivation and orientation towards networking shows in every interaction with your fellow employees (or members, if you're in a community, business, or professional organization).

More important, I believe business professionals should see every interaction inside and outside the company as an opportunity to networking. Life presents a bounty of gifts in the form of the people we meet -- if only we are open to meeting and connecting with them in meaningful ways.

Setting goals for your internal networking effort

2008-10-21T10:36:00.000-07:00

I've been asked to address the topic of how to determine individuals in your organization with whom you seek to network. In other words, who are the individuals whose assistance/support is essential for furthering your career?

Before determine with whom you're networking, you'll need to clarify your goals -- by definition, what you hope to have achieved as a result of a series of actions completed over a certain period of time. Do you seek to enrich your current assignment, by assume more responsibility and building closer business and personal relationships with coworkers? Is there a position for which you're being groomed, through a formal succession plan? Do you aspire to a position where there is an informal (or unstated) succession plan? Do you have plans to start a business with your current employer as a client? Do you see your current position as providing valuable, albeit short-term experience necessary for you to achieve your professional goals at another organization (perhaps in another profession?)

I've touched on a few goals here that might inform your networking efforts. These and others you identify will help shape the particulars of your internal networking plan.

Blogs as an Internal Networking Tool

2008-10-21T09:47:00.000-07:00

I'll be sharing more here about strategies and tools for internal networking. In the meantime, check out this question and answer session about blogging as a way to use this communications platform to connect with others inside an organization.

Defining Internal Networking

2008-10-17T13:04:00.000-07:00

I define internal networking as the total of all relationship-building activities undertaken within an organization (more specifically, where you work -- whether that's a corporation, government agency, educational institution, or non-profit organization) with the intent of building strategic influence and thus further one's career.

In my mind, internal and external networking are very similar with one major difference -- external networking (more typically referred to as "networking") is geared towards efforts to connect with individuals outside of your organization while internal networking is oriented towards the people with whom you work.