Winning Resume

Crafting a Winning Resume By Katharine on November 16, 2012 11:17 AM | Permalink It may be no secret that having a professional-quality resume is a must to compete in today’s job market, but the means to creating one may be somewhat less clear and perhaps a bit daunting to do-it-yourselfers. Developing a powerful resume that will fully optimize a job search takes preliminary strategizing and a systematic follow-through to ensure an effective, attention-garnering execution. In an age of technology-enhanced job-search tools — online job postings, and electronic resumes — a resume in any form must be considered as nothing less than a powerful personal marketing tool that spotlights career accomplishments, touts job skills, and identifies you as a viable candidate in the job market. Experts in the resume-writing field may have style differences, but all seem to agree on the importance of a final presentation that is rich in accomplishments and action-oriented language with unique qualities and special skills promoted as “value-added” extras. It seems to be universally agreed that resume writing is about creating powerful career-marketing documents that identify you as a candidate who is in-step with leading-edge job-search trends and technologies. Categories: Resume Tips Tags: electronic+resumes, job-search+tools, online+job+postings, resume

John Wooden sobre a diferença entre vencer e o sucesso

"Com uma profunda simplicidade, o treinador John Wooden redefine o sucesso e nos incita a buscar o melhor dentro de cada um de nós. Neste discurso inspirador, ele compartilha o conselho que deu aos seus jogadores na UCLA, cita poesia e lembra da sabedoria de seu pai."

Link: http://video2.ted.com/talk/podcast/2001/None/JohnWooden_2001-low-pt-br.mp4


From Ted

Five Coaching Strengths that Produce Champions

From Harvard Business Review - by Marcie Schorr Hirsch and Therese S. Kinal

This summer's Olympics got us thinking: how do we as managers and leaders become coaches who elicit greatness in others? A study of the coach-athlete relationships that yield successful performance, released by the Canadian Olympic Committee in 2010, has some findings worth adapting to the coaching of corporate performers. Authored by Penny Werthner, an Olympic athlete herself, the reports reveals that, to produce Olympic champions, coaches must deliver in five critical areas:

• help the athlete cultivate self-awareness 
• build a strong coach-athlete relationship 
• create an optimal training environment
• provide financial and other support systems
• manage the Olympic environment 

Of these key contributions, #2 was cited as "the most crucial factor in winning an Olympic Medal or producing a personal best performance."

In the corporate milieu, we can leverage these findings to encourage strong showings among our employees. Our experience suggests that as a manager/coach, you can help your employees live up to their promise by adapting the five Olympic coaching principles in the following ways:

Build your employee's development plan on her natural talents and interests. Truly get to know the employee you are charged with developing, from her temperament to her motivators. Work with each individual to encourage honest self-assessment of her strengths and areas of challenge. Resist the urge to create development targets based solely on the needs of your organization. Rather, be creative and think of how you can get the best out of your employee while still fulfilling corporate needs. Stars are built on strengths, not on remediation of weaknesses. What really excites and interests your employee? How does she like to be rewarded? How does she like to challenged? How can you help her become a star?

Create a relationship of trust and respect. This is the foundation of all of the work you will do together; without it, both of you are on shaky ground. Demonstrate the willingness to listen and an open mind to hearing whatever is shared. Create a pattern of honest, two-way communication. Don't be afraid to show weaknesses and be who you are. Authenticity is key to building trust and respect. And remember: good coaches win by creating winners. Be willing to "share" your coaching role with others as needed: leverage your vantage point as coach by pulling in additional individuals who have expertise you may lack but your employee needs.

Audit your employee's world at work. Is he connected to key players who can help him? Does he know what their motivators are and how he can influence them? Does his role encourage visibility that can propel his career? Are there individuals in the organization who are less than helpful in advancing his agenda? What changes in his work content, setting or other variables would integrate her development goals into her daily work life? Play an active role in helping to create a context that primes the pump for your corporate athlete to succeed.

Remove obstacles to success. Is there time in her schedule to devote to pursuing her development? Are there financial resources to underwrite her efforts (and is she aware of them?) What other obstacles might preclude her successfully executing on the plan that you and she have co-created? Your job as coach is to clear the decks so that your employee can focus on working on—not getting access to—the development she needs; it is also a vote of confidence if you articulate your willingness to ensure that she has the requisite resources.

Provide the perspective on the organization that your employee can't possibly see from her position. It's a simple organizational truth: some things can only be seen from sufficient height. An important element of coaching is one ring out from simply communicating good information: helping your employee to see the organization in new, more sophisticated ways is a key component of "value added" coaching activity. Your knowledge of key players and organizational history and politics is truly valuable. But your ability to help your employee learn to make sense of your organization in new ways or to reframe her understanding of his situation in the company so that he sees new alternatives and strategies—that is invaluable. In fact, that's true development.

Earlier this year, we had the pleasure of listening to a panel discussion on lessons shared between business and sport at London Business School. One of the panelists, Ralph Kruegar (Associate Coach, Edmonton Oilers), mentioned two particularly inspirational lessons we took home. First, he noted that winners are born in difficult times. Second, that sports coaches are really tough on their athletes, but they never stop believing in them. In our experience, this is just as valuable in organizational settings, but sadly not always practiced. How often do we give our employees enough freedom and trust to battle through tough challenges without our meddling? How many of us walk in to the office and excude a genuine belief in the success of our employees ... and that we are committed to helping them get there? There have been numerous articles written about how difficult it is to manage the new generation of employees and managers (Millenials/Gen Y), but at the heart of it, is it not this authetic belief and dedication to the betterment of not only the company but also the individual and society that's challenging traditional management thinking and practice?

One final lesson from the study of coaching winning Olympians relates not only to what the coach does, but how she does it. And, in a wonderful turnabout, this behavior will encourage coaches themselves to stretch and develop. Good coaches don't shoot from the hip. They are thoughtful and deliberate about their style in a given situation. To do this, they must capitalize on their understanding of the employee they are coaching, and communicate with them in the way that will be most effective at conveying their message. One scenario may benefit from a directive approach, another from self-revealing sharing. Or inspiration may be what's required. Ultimately, the coach needs to make this call, and to do so effectively, she must be able to get outside herself and view the situation through the eyes of the person she's coaching. In this area, great corporate coaches and great Olympic coaches must be similar: they must truly know and understand the individuals they seek to coach.

Gerações - We wall want to be young

Excelente vídeo sobre as gerações e o que cada uma delas considera importante e a influência que exerceram e/ou estão exercendo na sociedade...

Plano B

Quando penso na minha carreira, sempre me lembro primeiro dos momentos difíceis e de como superei cada um deles. Depois me lembro dos bons momentos, aqueles tranqüilos em que a gente sente que tudo corre bem e parece que nossa vida esta no curso normal... E por último, me lembro dos momentos extraordinários. Aqueles momentos espetaculares, que fazem a gente pensar por um momento que nossa vida profissional alcançou a velocidade de cruzeiro.


Esses momentos são raros, e trazem um sentimento todo especial. Neste momento “excepcional” que acontece inesperadamente (ou esperado), nos sentimentos donos do mundo. Senhores do nosso destino. Porém esses momentos são raros, pontuais e passageiros.


São os momentos difíceis que nos ensinam, eles nos desafiam e nos obrigam a pensar diferente e reavaliar nossas estratégias de “guerra”.


Nessa retrospectiva profissional, percebo que em todos os momentos difíceis tomei uma grande decisão profissional que impactou significativamente o curso da minha carreira.


Foram os momentos difíceis que me possibilitaram conhecer novas pessoas, novas culturas organizacionais e novas empresas... Esses momentos me trouxeram o novo, e me fizeram pensar no PLANO B.


E se não der certo continuar aqui? E se eu não conseguir o que almejo, no tempo em que almejo? E se algo melhor surgir? São essas perguntas, e suas devidas respostas, que me fizeram ter sempre o PLANO B.


Meu PLANO B sempre foi o meu próximo passo. O caminho que eu seguiria independente das decisões da organização.


Ele poderia ser um movimento na empresa onde eu estava ou fora dela. Meu PLANO B sempre me deixou segura de que minha carreira estava e está em minhas mãos.


Ter um PLANO B, nos mantém focados e seguros de que independente do que aconteça, sempre temos como mudar nossa estratégia e seguir um novo caminho.


Seu plano B não precisa ser uma mudança de empresa, função ou ramo de atividade. Ele precisa ser somente, um desvio. A alternativa que manterá você no rumo certo, que você traçou para si mesmo.


Sua carreira está em suas mãos, assim como seu PLANO B.


Você já tem seu PLANO B traçado? Você sabe como preparar seu PLANO B?


Estas e outras questões podem ser respondidas durante o processo de Coaching. Se você esta pensando em estruturar seu PLANO B, recomendo que você procure um Coach para ajudá-lo neste processo.


Boa sorte!

Por Cristiane Dantas