4 Ways to Get a Hiring Manager's Attention

You've done everything right in your job hunt: You've built your professional network, your résumé is error-free and your online reputation is spotless. You think you've done a good job of marketing your skills and experience to prospective employers. But despite your best efforts, you're still searching.

How can you increase your chances of landing an interview and, ultimately, a new job in this competitive environment? Following are some suggestions to help you get noticed and distinguish yourself from the crowd of other applicants:

Become an expert

One way to gain the attention of potential employers is to make a name for yourself in your field. Easier said than done, right? Not necessarily. Building a reputation as an expert in your chosen niche might take less effort than you think. The key is to start small. Consider contributing to blogs that are targeted to individuals in your profession. If you're an administrative professional, for instance, you might comment on a post about Microsoft Excel shortcuts or one on best practices for negotiating with office supply vendors. You also could contribute articles to a local professional association's newsletter or speak at a group's upcoming chapter meeting. Look at avenues that align with your strengths and comforts. Over time, you may find that you're able to build a reputation as an expert in your field.

An added benefit of your efforts is that you can often direct hiring managers to materials that help illustrate your expertise. For example, you might include a copy of a recent article you authored on .NET programming with your résumé or list links to guest posts you contributed to a well-known blog frequented by information technology professionals in your cover letter.

Optimize your social networking profile

Many hiring managers search for potential hires through social networking forums. Your profile on these websites can, in essence, serve as an online résumé, available for any prospective employer to see. If you have a presence on LinkedIn or similar websites, make sure your work history is thorough and up-to-date. Integrate keywords that describe your skills, specialties and positions of interest. For example, if you're an accountant, you might include terms such as "certified public accountant," "international financial reporting standards" or "tax accounting." Treat your online profile with the same care as you would your official résumé -- make sure it is free of typos and grammatical mistakes, and ask a trusted friend to review it to confirm it is clear, concise and easy to understand. A good last step is to obtain recommendations from former colleagues and supervisors to post on your personal page.

Go old-school

In an age of electronic communication, sometimes using pen and paper can help you stand out from a crowded field of job candidates. If you submit your résumé to an online job board or company's website, consider following up by sending the employer a printed copy of your résumé on high-quality stationery. Or, after meeting with a hiring manager in person, send a handwritten thank-you note instead of an e-mail. In many cases, yours will be the only hard-copy document that a hiring manager receives.

Work with a recruiter

A recruiter can be an excellent partner in a job search because these individuals work with hiring managers all day, every day. That means they have existing relationships with -- and inside access to -- the people you are hoping to reach. Simply put, a recruiter can get your résumé read by a potential employer. Best of all, it costs you nothing to access a recruiter's expertise. When choosing the right recruiter, identify one who specializes in your field and has experience assisting job seekers like yourself.
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First-time boss? What you must know to succeed

You were recently promoted to your first management position. You're excited about the opportunity -- and a little nervous. You're worried about establishing authority and winning the trust and respect of your new staff.

Many new managers find their role a bit daunting. Although you may initially feel hesitant, keep in mind that your boss promoted you because he has confidence in your abilities. Chances are you have good management instincts, or you wouldn't have been singled out for advancement.

Even though the thought of managing former peers, friends or those who are older than you may cause some anxiety, you can reduce your uneasiness by establishing ground rules and earning your employees' respect.

The following tips can help you succeed in your new role:

Keep an open mind

A common mistake that new managers make is to walk into the job with a plan that is one-sided and lacks employee input. Resist the desire to make immediate changes in your department in a show of authority, or you run the risk of damaging employee morale. While you most likely will make adjustments and possibly even reassign some of your team's roles, you should first work to obtain employee feedback and, eventually,  support.

Solicit input from the group by asking what changes, if any, they consider necessary and the reasons for their recommendations. Remember that some members of the team may have been doing their jobs for many years and are likely to have good ideas for improving the group's cohesion and productivity.

Get to know your staff

It's vital that you form strong working relationships with your staff members. As their manager, you play a large role in their career advancement.  Workers today appreciate employers that place a priority on their professional development.

Start off on the right foot by arranging one-on-one meetings with every person on your team. Before each meeting, do your homework. Review employees' personnel files and evaluate their recent performance reviews. Find out if they have interests or talents they would like to develop. Determine what you can do to foster such interests and how you can take best advantage of the person's skills and experience. Set measurable goals and incentives, as well as a method for making sure these objectives are met.

Set the tone

Your actions will determine how your employees view you. Your goal is to establish your authority while also becoming worthy of respect. For example, when a tight deadline hits and you ask workers to put in extra hours, do you stay late yourself? Do you stand up for your employees if conflict arises with another group? Are you available to resolve problems or discuss challenges your staff members face?

Also examine your behavior with colleagues. Some new managers make the mistake of lowering morale inadvertently or in subtle ways. Take care not to cut off a team member who is speaking during a meeting, for example. Don't allow multitasking to prevent you from giving your full attention to an employee seeking guidance on a project. Likewise, don't be the boss who keeps forgetting to include a particular team member on group emails. While these indirect offenses may seem minor, they could cause employees to resent your new role.

Be prepared for tests

As you establish your leadership, you may initially find that an employee will test your authority, possibly by missing deadlines or meetings. Create rules from the start on how you will deal with such behavior, as your actions will set the tone for your tenure. Meet with the employee and explain the impact of such actions. You might point out, for example, that failing to turn in a report by a set date may cause more work for other members of the group who rely on the information. If the employee has normally been a high performer, try to find out what the problem is, and see if there is a way to help him resolve it.

It's important not to become rigid as you move into your management role. Flexibility is required when dealing with your new employees. As long as you remain open to suggestions, encourage communication and set clear goals and incentives for staff, your chances of succeeding in your new position are high.

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Why women make great leaders

With so many different approaches to leadership, there's another variable to add to the list: Whether you're a man or woman also helps determine your management style.

Susan Spencer, author of "Briefcase Essentials," says women have a unique approach to leading in the workplace and have 12 natural leadership skills. "Women's skills are different than men's, and when they work together they have a balanced leadership that benefits the entire organization," she says.

Here, Spencer explains how female leadership styles differ from those of their male counterparts, and why it's beneficial to have both types of leaders.

Leading instead of commanding

Female leaders are more concerned with helping everyone feel like a necessary part of the team than with being the only ones at the helm. "Women do not manage by 'command and control' as men do," Spencer says. "They manage by embracing teamwork and building solid professional relationships with each member of the team." In a tough economic environment or when leading a company that's going through turbulent times, this quality can help employees feel more connected to their workplace.

Communicating effectively

Running an organization or department often requires stellar communication skills, something that many women have mastered, says Spencer, who was once general manager of the Philadelphia Eagles football team. "Women communicate with employees at all levels of an organization regardless of their pay grade," she says and adds that it contributes to a positive working environment. Having this free flow of conversations also helps keep employees on the same page and prevents isolation.

Acknowledging mistakes

Admitting your errors can be difficult for top managers, but it can help subordinates relate to the boss and realize that she is only human. This is another positive trait. "Women leaders are not afraid to admit their mistakes," Spencer says. "By being straightforward and forthcoming about accepting responsibility where it rightfully belongs, they earn the trust and loyalty of their employees or organization."

Leading with empathy

One of the most important traits of female employers is their ability to empathize with their employees, Spencer says. Especially when a company goes through challenging, leaner times, women may be more understanding of their subordinates' problems, without simply dismissing them as unproductive employees. "They will be highly attuned to the problems of others and can put themselves in their shoes," she says. Using empathy to manage conflict between employees is also a key skill.

Flexibility

Another key characteristic of female leaders is flexibility when making decisions, Spencer says. "Men think linearly and women think contextually," she says. This means that women have "the ability to consider multiple options to problem-solve and arrive at a broadly analyzed problem." Contextual thinking results in a more thought-out process when making some company decisions and can lead to innovative solutions, she says.

Even as some companies realize these characteristics, many women still see huge barriers when trying to reach the highest positions in their firm and many still cannot land the same key roles as men. Women still get "pigeonholed into high-end administrative tasks," Spencer says. At some companies, women suffer from the stereotype of men being natural leaders and must constantly battle this misconception, she says. It's not all bad news: In the last 10 years things have changed, especially at the largest companies, where mentoring and other programs are meant to provide a network for women looking to lead organizations.

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source msnCareers

5 keys to becoming a great boss

Looking to become the kind of boss whom employees want to follow and who gets amazing results from his team? Cross the threshold from "good" to "great" boss by focusing on these five key areas:

1.  Leading by example

Nobody respects a hypocrite. A boss who wants improvements from her team, whether that change is better preparation for meetings or greater creativity when tackling problems, needs to be a role model.

"Don't just talk the talk; walk the walk, too," says Tracy A. Cashman, partner and general manager of the information technology group at Winter, Wyman, one of the largest staffing firms in the Northeast. "If your team sees that you are truly committed to something through your actions, they will be much more likely to buy in."

Likewise, it is important to demonstrate that accountability is expected at all levels. "If you make a mistake, don't be afraid to admit it," Cashman  says. "And then make it a lesson: What did you learn? How did you recover from it? That shows you to be a much bigger person than pretending you're perfect."

2.  Communicating effectively

Employees can't perform up to their full potential if they are not given clear information. Besides providing the basics such as expectations and due dates, a great boss helps his team see the bigger picture.

"Make sure your people know why they are doing what they are doing. If there isn't 100 percent understanding and belief, then you will get less than 100 percent effort," says Stuart Coleman, partner and general manager of financial contracting at Winter, Wyman.

3.  Demonstrating concern

Workers like to know that their boss cares about them. Taking time to inquire about a recent vacation or express good wishes over a child's graduation shows an interest in the person's life outside the office.

"Research has shown over and over again that we like working with people we think care about us personally. That means listening, and that means asking questions to get to know who we are at a deeper level," says Alan Vengel, a consultant on workplace issues and author of "Twenty Minutes to a Top Performer" and "The Influence Edge."

Concern for people as workers is important, too. An employee who knows that his boss has his best interests at heart and is willing to go to bat for him will tend to reciprocate that loyalty.

"We want a sense that our boss will help us get ahead," Vengel says. "That does not mean promotion or more money; what it really means is helping us to develop our skills and our competencies."

4.  Showing appreciation

Employees like to know that their efforts are recognized. A boss who takes a moment to give genuine kudos on a job well-done or to thank someone for putting in overtime demonstrates that she is observant and willing to give credit where it is due.

Note, though, that some forms of gratitude are more effective than others. "High performers have enough coffee mugs. Don't reward your top people with meaningless clutter like balloons, mugs or paperweights," says Martha Finney, an employee engagement consultant and author of "The Truth about Getting the Best from People." "Reward them with the knowledge that they've been noticed and appreciated for their contributions. Ask them to share their knowledge and techniques with the rest of the team. Give them extra training around a skill they want to build. If you must give them a gift, make it something that shows you see them as individuals, not just a task to cross off your to-do list."

5.  Setting a good tone

Lastly, remember that people are inclined to put forth their best when they are in a positive environment. Helping workers to feel good about their workplace and their role in it can lead to wonderful results.

"The emotional tone you set with your team does more than simply make your people happy. It makes them productive and creative," Finney  says." Studies show that relaxed and happy employees are more likely to reach a little further for creative and innovative alternatives to business challenges. An optimistic emotional tone in your team starts with you, and ends with a significant competitive edge."

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Soft skills all great leaders should have

Great leaders must have technical and business prowess. But perhaps more important are the soft skills.

We asked senior executives what soft skills they believe all great leaders should have. Do you have what it takes?

"Great leaders are the ones who have foresight and know how to use it. They see the possibilities out there and lead others toward these opportunities, projecting an attractive understanding of the future that others can commit to." --Randy Emelo, president and CEO of Triple Creek, a software provider

"The best leaders possess a strong emotional IQ. This defining trait allows for open, honest dialogue with other members of the team, and creates an environment of motivation and alignment within the organization where everyone feels like a stakeholder." -- Walter Buckley, chief executive officer at ICG, a holding company

"People want to follow a leader because he has a calming effect on them. He is pleasant and induces confidence. Good leaders gain the love of their followers and inspire them. Bad leaders rely on fear in their followers." -- Reuven Harrison, co-founder, Tufin Technologies, a management solutions firm

"One quality that is synonymous with great leaders is 'simple.' They practice humility, listen, internalize and communicate a response that makes a positive impact to a person, group or entire organization." -- Travis Lindemoen, customer experience executive, Nexus IT Group, an IT recruiting firm

"Great leaders have the ability to listen and distill what they glean in order to communicate in a manner that garners buy-in from their constituents, be it employees, peers or adversaries." -- Susana Alvarez-Diaz, president, The Alvarez Dia Group, a consulting firm

"The ability to inspire and motivate others. Almost every leader can push hard for results but the ability to get people to pull is rare." -- Joe Folkman, president and co-founder of Zenger Folkman, a leadership development firm

"It all starts with the ability to build trust. Oftentimes the greatest leaders, regardless of social or professional status, are remembered for inspiring others to buy in to a vision. This skill has less to do with focusing solely on business strategy and more to do with consistently showing others that 'I've got your back.'" -- Keld Jensen, managing director, MarketWatch Management, a consulting firm

"View all work as honorable. Any activity that happens inside the organization – from cleaning, picking up trash off the floor, to business analysis -- is important and valuable. Therefore, treat each person as valuable and important." --Scott A. Ward, principal, 4ward Associates, a corporate culture consulting firm

"Heart leadership. Head leaders are great at creating a strategy and plan, but heart leaders are great at making their people feel special by getting to know their team and connecting with their teammates' feelings and passions. Leaders who lead with the head and the heart have the ability to inspire their team to perform at high standards because they want to, but also give them clear direction." -- Linda Sasser, president and chief operating officer, The John Maxwell Co., a leadership development organization

"Leaders have mastered 'the pause.' When tempers flare or problems arise, instead of making a snap decision or passing judgment, they pause, listen and consider the options. The pause is a 'safe zone' where reason and fairness rule over emotion." -- Mary Nestor-Harper, president and owner, MJNH Consulting, a management consulting firm

"Making people happy and delivering exceptional customer service go hand-in-hand with customer acquisition and retention. Optimism is something that cannot be taught, but that can be a key driver for long-term growth and success. Optimism is that invisible motivator that makes a leader stand out, not just with the customers she serves, but with the team(s) she works with daily. And that translates to sustainable growth."-- Roy Hessel, CEO of EyeBuyDirect, an eyeglasses retailer

"There are three extraordinary skills all great business leaders must have today. They need to balance confidence and humility. This garners positivity and respect, equally, from your team. Two, they need to be constantly aware of the team's dynamics. Are people excited? Happy? Committed to the vision? Finally, they need to have an ability to adapt to the personalities on their team, not vice versa. Leaders who exert too much of their own iron fist will squander the team's unique identity and ultimately morale will suffer." -- Mike Sprouse, chief marketing officer, Epic Media Group, a digital marketing solutions company

"Two of the most critical soft skills that all senior executives must possess are communication skills: the ability to effectively speak in public and the ability to negotiate. The job of a C-level executive is to accomplish great things through the people on their team. In order to make this happen, the fantastic leadership ideas in their head need to be able to get out in order to influence others. Public speaking is one of the most powerful ways to make this happen. One of the great myths of management is that once you reach the C-level, you control everything. The reality is that you now have a lot more responsibilities and not much more control. That means that senior executives need to have the skills needed to work deals quickly and efficiently. This is where a mastery of the art of negotiating comes in. Knowing how to size up the other side of the table, when to give in and when to challenge them are all parts of how C-level executives marshal the resources and the staff to accomplish great things." -- Jim Anderson, president and CEO, Blue Elephant Consulting, a communications consulting firm

"Great leaders today are masters of persuasion. They can effectively communicate ideas and build support and buy-in largely because they are able to 'connect' with others. Emotional maturity and approachability make them  well-liked, respected and therefore effective." -- Lauren Elward, CEO, Castle Ink, an ink cartridge supplier

"It's essential to be able to persuade and excite others about the goals you want to accomplish for the company. It's hard, if not impossible, to be effective without buy-in across the organization." -- Tony Pham, vice president for marketing, Life360, a mobile start-up company

"Leaders are great listeners and make people feel comfortable so that they can talk through issues and decisions. Leaders are a calming influence on the teams within an organization. They have a knack for making the people in the room feel better about themselves as they handle the stresses that naturally arise in every business setting." -- Michael Araten, president and CEO,  K'nex Brands LP, a toy company

"I've come to learn that attitude and work ethic are by far the best early indicators of long-term success. I'd rather hire someone who is a team player, coachable and loyal, over the smartest person in the world who can't work with others."-- Yung D. Trang, president, TechBargains, a technology  information provider
"All great leaders possess the ability to create and foster enough trust in relationships so that they receive bad news even quicker than good news." -- Jay Steinfeld, CEO, Blinds.com, an online retailer

"Leaders should show empathy while listening to the concerns of their employees and business partners." -- Charles Tran, founder and research director, CreditDonkey.com, a consumer credit card comparison website
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