The New Fun Way to Hire US Veterans

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There is now offers a much better way to employ US veterans. It is also a great way for US veterans to get hired quickly. Transitioning from the military back into the civilian world is too often a very rough road. The faster we can get our veterans connected with the right companies, the better their lives will be, and their families too. They deserve a speedier path into civilian employment. 

By working with our hundreds of HirePatriots Ambassadors and our many contacts in the V.A., on military bases, in branches of the Dept. of Labor, and combing through our exhaustive contacts, databases, and resources, we are now holding special targeted hiring events for specific companies and industries across America.

We are using a model that is getting 40% of the veterans that attend our events to receive a second interview and/or hired. But we are improving. That percentage will continue to rise as we progress. (Job fairs’ success rate is just 3%.)

We bring a team of dedicated US veterans, senior NCOs and Officers, and successful veteran business owners to our events in order to prepare our veterans on how to be winners in the civilian world. It not just teaching. We have competitions, prizes, food and fun too.

We provide new suits to veterans that need them. And we make sure they are prepared for being interviewed by the company or companies attending. We review these companies’ website and even LinkedIn and Facebook information. Companies might invite veterans that work for them to share their experiences and encouragement. When everyone is properly prepared, we introduce them to the recruiters in attendance, who make a presentation before interviewing our work-ready US veterans. Then we begin the recruiting process. And we have made that fun too!

If you are a US veteran looking for employment, please register and post your resume on HirePatriots.com.

5 Ways to Create an Effective Military-to-Civilian Resume

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man in a suit giving a thumbs up signal

Transitioning from military to civilian life is difficult. Communication is subtle in the civilian world, and that can be tough when you’re used to straightforward and explicit military orders.

When you’re applying for a job, you have to navigate this communication gap. There’s also the additional challenge of learning how to structure a resume when you’ve always, or for a long time, had a Field Service Record to explain your qualifications to superiors.

These five strategies can help you manage the transition by creating a strong  military-to-civilian resume that will land you job interviews.

#1: Reframe your Skills to Target Civilian Employers

As a military veteran, you have many resume skills that civilian employers need. To start, you have certain technical and job-specific skills that qualify you for civilian jobs. You just need to know how to present them effectively.

Military Connection and other organizations have automated tools at your disposal. Military Connections lets you enter your Military Occupational Specialty code or title, or a keyword from that title, and then presents jobs you might qualify for, and how you would use your skills in those jobs.

Additionally, according to researchers from LinkedIn, veterans are more likely than lifelong civilians to be:

  • Reliable team players
  • Strong problem solvers
  • Critical thinkers
  • Team leaders
  • Detail-oriented workers

Don’t underestimate the power of soft skills. They’re even more in-demand than technical abilities for many types of jobs.

#2: Translate Military Jargon into Language that Civilians Can Understand

A civilian human resources manager might not know the difference between a senior noncommissioned officer and a squad leader, or how many people are in a battalion versus a platoon. Use civilian terms like “supervised,” “led,” and “mentored” to indicate your level of responsibility and how you affected the personnel under your command.

Additionally, avoid all military acronyms if you’re applying to a civilian company. Don’t just spell them out; a civilian employer might not understand “Officer Efficiency Reports” any better than they understand “OER.” Translate it to “performance review.” Remember, an employer wants to be confident you understand the civilian workforce.

#3: Open with a Qualifications Summary or Resume Summary

When you’re transitioning from military to civilian work, you’re changing industries. You should start your resume by highlighting those skills and achievements that will transfer best to your new industry.

As an industry-switcher, you should begin your resume with a resume summary or qualifications summary. Both are specific styles of resume introductions that draw attention to your skills or accomplishments rather than your experience.

A qualifications summary:

  • Focuses on skills
  • Uses five or six bullet points
  • Showcases abilities and achievements relevant to your target job
  • Highlights your value to a potential employer

A resume summary:

  • Focuses on your key accomplishments
  • Uses data to quantify these accomplishments
  • Is formatted using bullets with category subheadings

Determine whether your skill set or your various achievements are more marketable to your desired job, and choose the introduction that best reflects you as a candidate.

#4: Use Quantifiable Information to Highlight Your Accomplishments

Regardless of which introduction you end up choosing, fill the body of your resume with numerical data that quantifies your accomplishments. Under each job heading, introduce three to five bullet points, each with the following three-part structure:

  • Action verb
  • Data point
  • Relevant job responsibility

You don’t have to format every bullet point in this order, and it’s more than fine to include two pieces of data under the same bullet. For example:

“Provided safety training to three 150-member companies yearly, increasing compliance and reducing the number of injuries by 23%

The more quantifiable information you can attach to active descriptions of your work, the better an employer will understand that you get results.

#5: Tailor Your Skills and Experience to the Job Posting

Finally, exclude from your resume any information that doesn’t relate to your target job. All resumes should be specific, but tailoring to the position is particularly important for veterans.

Some employers think that a newly discharged or retired veteran is out of touch with the civilian working world, or that military skills aren’t useful in the private sector. You have to show them that this isn’t true.

Adjust your resume a bit for each job posting. It takes extra time, but it also shows an employer that you’re committed to the role rather than someone sending out bulk job applications.

The Takeaway

As a veteran, you have skills that civilians don’t, but employers won’t know it unless you explicitly show them. Take the time to create a military-to-civilian resume that shows all of the ways that you stand out.

For Business Minded U.S. Veterans

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maintenence-worker

The best way to provide good jobs for U.S. veterans is by helping other U.S. veterans to start successful businesses, because veterans like to hire veterans.

They share a camaraderie and respect for each other unlike any other. And they all have been trained how to work together effectively for maximum results.

Six years ago, in order to get more U.S. veterans employed with good wages I began teaching business minded veterans how to start a strong and successful Maintenance company from scratch. I realized that the more veteran owned businesses I created, the more veterans would get hired. I have developed 80 U.S. Military Maintenance businesses since. It has been an overwhelming success! They have earned millions of dollars and are employing thousands of other veterans.

But before I go further, I will introduce myself. Then I will summarize what I will do with you if you choose for me to show you how to start a maintenance business of your own, in just a week.

Many have earned $10 K or more in their first month. There are many U.S. Military Maintenance owners to talk with. You can talk to them personally and listen to their own success stories.

I have been putting on career fairs on military bases for more than a decade. And I have a job board exclusively for businesses seeking to employ U.S. veterans. HirePatriots.com.

It also has a unique job board for residents who want to hire local U.S. military to help with chores, and to provide a way to thank them; and for active duty, veterans and their spouses to earn extra money when needed. – My life has been devoted to serving our US military, veterans, and their families for more than 40 years. My primary focus has been to help provide ways for active duty and veterans to financially support themselves and their families well.

Book Cover of the Patriotic Business PlanI have written a best-selling book: The Patriotic Business Plan: How to Leap Over Your Competition. The book explains how I received voluminous local and national media attention, medals from two US Presidents, and financial support from civic leaders, organizations, and businesses. It was written in 2013 when social networks were exploding and changing the way businesses market themselves and increase profit. It has worked for myriads of businesses across the US and continues to grow in its effectiveness to immediately increase any businesses’ prestige, and bottom line. As its creator, I personally work with you to get your business started and to help you to also leap over your competition.

Learn more about these active duty, veteran and military opportunities and resources at PatriotHearts.

 

Keith Craig has been named CEO and President of Clever Talks

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Keith Craig CEO Clever Talks at a promotional event wearing a black suit and smiling

With notable speakers such as Rob O’Neill, Jocko Willink, Marc Cuban and Marcus Luttrell, Clever Talks brings the hard earned, practical lessons of real-world heroes to anyone who seeks to be better.

Craig served in the US Army for 32 years, working his way up to Sergeant Major, the highest-ranking non-commissioned officer in the Army. In addition to six combat campaigns, Craig’s service took him to 50 countries, where he conducted humanitarian, and natural disaster operations, played professional football and oversaw the creation of senior enlisted training programs.

Craig’s 50+ awards for military service include the Legion of Merit, three Bronze Stars (for three separate combat tours), the Meritorious Service Medal, the Army Commendation Medal, and the Army Achievement Medal. The Legion of Merit is one of the most prestigious awards in the US armed forces – it is one of only two decorations issued as neckwear, with the other being the Medal of Honor.

After retiring from the Army, Craig joined Walt Disney Studios as a Sales Manager, where he and the Disney Theatrical Sales and Distribution Team handled a record-breaking slate of 2019 films, including the highest-grossing movie of all time, Avengers: Endgame. Craig also became co-President of Salute, a Disney organization that provides support to veterans and their families.

Sponsored by the Marc Cuban Foundation, Clever Talks is a nonprofit organization that teaches skills and lessons of U.S. military and first responders to the general public through a free online library.

For more information about Clever Talks, how to support and get support, visit CleverTalks. For interviews contact Tara Thomas, G2 Tour Publicist, Tara Thomas Agency, King Harris Publicist at 812-558-8882.

9 Reasons Recognizing Companies and Employees is Important

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Diverse group of employees raising their hands in cheer

By Mona Lisa Faris

We all remember scientists Ivan Pavlov and B.F. Skinner’s experiments famous for exploring the benefits of using rewards and positive associations to change both behavior and emotion. Lately, I’ve seen it to be true with companies as well.

Few corporate awards are as highly sought-after or revered as a prestigious Best of the Best title.

A company achieving recognition in this area values inclusion and has a hand on the heartbeat of diversity at all times. There are two ways to achieve this award, either by employee vote or by a third party strictly looking at numbers.

In my opinion, independent third-party HR auditing, such as filling out a survey, outweighs employee-based evaluations.

Nine reasons recognizing companies and employees is important:

  1. Demonstrate You’re Doing Something Right

Business awards are important badges of honor to companies. The Best of the Best list is an opportunity to demonstrate to clients, employees, investors, customers, and the general public that yes, you’re doing something right, according to a third party and an objective panel of judges.

Whether or not your company has had direct involvement with these awards, the results are an invaluable source of information. It gives you an edge above your competitors, too.

  1. Diversity Matters

A company that makes it on a Best of the Best list believes in diversity and understands the importance of salaries, benefits, leadership, personal growth, and wellbeing, ultimately revealing what employees really care about in the workplace. Organizational cultures built on inclusion drive engagement, which drives business and financial performance.

  1. Employee Retention

Recognizing a job well done affects employee retention. When employee morale receives a boost, employee retention is increased. When a company is rewarded, it’s encouraged to strive to stay on the Best of the Best list and do even better. It is not a good sign when a company makes it on the list for a year and then doesn’t make it the following year.

  1. Better Job Performance

Recognition keeps employees feeling proud and passionate about their work. When employees are recognized, they are encouraged to perform better, and consistent recognition—especially when they’ve gone beyond the call of duty—will enhance their job performance. According to Great Place to Work, “Employees who say they have a great place to work were four times more likely to say they’re willing to give extra to get the job done.”

  1. Attract Great Talent

Award-winning status can help you compete for great talent. Customers, prospective employees, and the community hold top workplaces in high regard. If you’re recognized as a Top Veteran-Friendly Company, for example, it encourages veterans to apply with less hesitation knowing you’re diverse and inclusive to the veteran community. You present the following message: “Welcome, veterans, we’re here to train you and support you.”

  1. Media Exposure

Recognition as a Best of the Best company will keep your diversity message and branding alive all year long. Companies on the Best of the Best list performed two to three times better than their counterparts. Being awarded is a great opportunity to brag and put out public notices of achievement, such as a press release. It’s a great recognition to put on a website or use the Best of the Best logo to brand and market across the nation. Some companies go as far as putting the logo on their advertisements, marketing material, and at events and job fairs.

  1. Compete by Advantage

With better performance comes stronger revenue. When you’re on that list, it means you’re diverse, which means you’re getting diverse perspectives, ultimately putting out the best product and service because of the different views you have within your company. With a recognition, you also have a wider consumer base, which gives you an advantage over non-diverse competitors. At the end of the day, every company wants to be recognized, but companies are also interested in what other companies in their industry are being recognized for.

  1. Increase Innovation

Diversity drives innovation. It’s helpful for managers to establish a culture in which all employees feel free to contribute ideas, implement feedback, and give credit where credit is due. Employees who are given an environment to speak freely, no matter what the feedback is, are more likely to contribute their culture, ethnicity, gender, and work experience to drive innovation. Companies that foster and implement diverse groups for feedback, such as an ERG, help define culturally sensitive products, services, and demographics, and these diverse groups bring the greatest innovation.

  1. Increase Profits and Revenue

Recognition keeps employees satisfied, ultimately increasing revenue and profits. The bottom line is that we want our employees to be satisfied at work, because that is what influences company performance. Thus, diversity and inclusion are the keys to a company’s bottom line.

As a publisher of six-diversity focused magazines, I know it’s imperative to recognize companies for their achievements in diversity, and we do this through an independent survey. Any company award is a positive marketing strategy. Just as with any survey, do your research. My advice is to never participate in a “pay to play” investment because it’s not an investment. Our reports are never “pay to play.” By publishing these much-anticipated lists, my goal is to encourage those doing a good job to continue doing a great job, and for those who are not there yet, to entice them to join the bandwagon—to see what their competitors are doing and show the value. Companies that put diversity first, implement it in their policy, and practice it every day from the top down see the fruit of their labor and deserve praise.

Petty Officer Takes Marines to the Fight aboard U.S. Navy Warship

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Petty Officer Kevin Taylor aboard Navy warship

Petty Officer 3rd Class Kevin Taylor, a native of La Habra, California, was inspired to join the Navy to follow in family members’ footsteps. “My dad, the majority of my uncles and my grandfather all served in the military,” Taylor said.

Now, three years later, Taylor serves aboard one of the Navy’s amphibious ships at Naval Base San Diego.

“For the most part it’s really nice,” Taylor said. “It’s nice to be able to rely on shipmates for help and to help them as well.”

Taylor, a 2016 graduate of La Habra High School, is a interior communications electrician aboard USS Essex, one of four Wasp-class amphibious assault ships in the Navy, homeported in San Diego.

“We do the electrical work for the alarms,” Taylor said. “We maintain all shipboard alarms, warning and indicating systems and certain flight systems.”

Taylor credits success in the Navy to many of the lessons learned in La Habra.

“I learned that nothing comes easy,” said Taylor.

Essex is designed to deliver U.S. Marines and their equipment where they are needed to support a variety of missions ranging from amphibious assaults to humanitarian relief efforts. Designed to be versatile, the ship has the option of simultaneously using helicopters, Harrier jets, and Landing Craft Air Cushioned (LCAC), as well as conventional landing craft and assault vehicles in various combinations.

Because of their inherent capabilities, these ships have been and will continue to be called upon to support humanitarian and other contingency missions on short notice.

Sailors’ jobs are highly varied aboard Essex. More than 1,000 men and women make up the ship’s crew, which keeps all parts of the ship running smoothly, from handling weaponry to maintaining the engines. An additional 1,200 Marines can be embarked.

“Serving with the Marines gives you a different aspect of the military and seeing how different branches operate versus the Navy,” said Taylor.

Serving in the Navy means Taylor is part of a world that is taking on new importance in America’s focus on rebuilding military readiness, strengthening alliances and reforming business practices in support of the National Defense Strategy.

A key element of the Navy the nation needs is tied to the fact that America is a maritime nation, and that the nation’s prosperity is tied to the ability to operate freely on the world’s oceans. More than 70 percent of the Earth’s surface is covered by water; 80 percent of the world’s population lives close to a coast; and 90 percent of all global trade by volume travels by sea.

“Our priorities center on people, capabilities and processes, and will be achieved by our focus on speed, value, results and partnerships,” said Secretary of the Navy Richard V. Spencer. “Readiness, lethality and modernization are the requirements driving these priorities.”

Though there are many ways for sailors to earn distinction in their command, community, and career, Taylor is most proud of being selected as Junior Sailor of the Quarter and being promoted to third class petty officer.

“It’s something that you have to work for, to study and learn and to always be accepting of constructive criticism,” said Taylor.

As a member of one of the U.S. Navy’s most relied upon assets, Taylor and other sailors know they are part of a legacy that will last beyond their lifetimes contributing to the Navy the nation needs.

“Serving in the Navy is a sense of pride knowing that you’re doing something for the country and giving back to people,” said Taylor.

Source: Navy Office of Community Outreach

Find your new job: Retraining slots open for more than 2,700 airmen

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Little Rock Air Force Base

The Air Force this month has opened up retraining opportunities for as many as 2,773 active-duty airmen across its career fields in fiscal 2020.

According to retraining statistics provided by the Air Force Personnel Center, there are 1,708 slots available for first-term airmen to retrain into new jobs. There are also 797 retraining slots for staff sergeants, 258 slots for technical sergeants, and 10 slots available for master sergeants. In all, there are 111 career fields that need airmen.

That’s more than the 2,597 retraining opportunities the Air Force unveiled for fiscal 2019, which included 1,634 first-term airmen, 730 staff sergeants, 202 technical sergeants, and 31 master sergeants, and remains far higher than the retraining opportunities in the prior two years.

There are also 1,435 airmen in 63 career fields that are overmanned who need to retrain into other jobs. Only second-term airmen are eligible to retrain out.

In an Aug. 12 tweet announcing the opening of 2020 retraining, AFPC said that phase 1 of the non-commissioned officer retraining program, or NCORP, is open through Dec. 1.

If the Air Force does not get enough volunteers to retrain, it could move into a “mandatory retraining” phase.

AFPC said that these statistics, provided Aug. 19, are a snapshot in time that can fluctuate as needs change throughout the year.

The career field with the most retraining-in opportunities is 3P011 security forces, which has 312 vacancies among first-term airmen and staff sergeants. Education and training airmen in the 3F211 career field are short 140 first-term and staff sergeant airmen, and 4N011 aerospace medical service airmen have 231 vacancies in those categories.

There are also 120 first-term and staff sergeant vacancies among 1C111 air traffic controllers, as well as 112 1B411 cyber warfare operations vacancies and 100 1C311 command and control operations vacancies.

Continue on to the Air Force Times to read the complete article.

Managing the Shift from Military to Business Culture

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Veteran dressed in a suit holding a flag

By Mike Olivier

By this time in your career you have probably come across the concept of tribal culture. Tribal culture is also military culture, civilian culture, high school culture, and business or workplace culture.

Culture—or the rules of acceptable behavior and how you engage people—is ever-changing. To be successful in any phase of your life, you need to be able to adapt and adjust through means of observation and reprogramming your actions and direction. Trading the military culture for a civilian one is one of these phases.

For the most part, military culture is a straightforward one in which the language is direct, and there is little room for interpretation. Roles, responsibilities, tasks, and reporting requirements are often a matter of fact, not interpretation. This is due in part to the fact that authority is direct, and in matters of life and death misunderstanding or misinterpretation often leads to disaster. In the civilian world these relationships and the chain of command are often blurred. There are circumstances when you report to more than one person, where there are conflicting duties and responsibilities, and no stated priority.

Nevertheless, in both business and military cultures, there are common elements. One is that change is constant. We know that at first most people resist change. To achieve change in both cultures, there is a need for consensus, which is the result of process not action. Successful leaders are the ones that drive change in any culture.

Perhaps through your military training, class work, or direct experience you have worked through the military decision making process. At its core is a very democratic and consensus driven process for developing courses of action, orders, and for making organizational change. It is a means to deal with the reality that in both business and military worlds there are fiefdoms. In business there is accounting, human relations, production, sales, etc. In the military there is intelligence, operations, logistics, etc. Each of these functional staffs are a world and culture unto themselves. The challenge is getting each of these groups—each with their separate list of goals, objectives, and measurements of success—to work together.

Getting these individual staffs to work together depends upon their participation in planning, developing courses of action and in the decision-making process. The leader’s responsibility is to get these disparate groups to visualize and achieve the strategic objective. Some leaders may not actually follow the process while still others will remain dictatorial, all while giving praise to the collaborative process. Nevertheless, successful change—even if accomplished in a clandestine manner—is through the commitment and cooperation of all stakeholders.

As a veteran, and a member of perhaps the largest bureaucracy in the United States, you’ve for sure had some experience with this process. In the business world, though, the culture and vocabulary may be different, the bureaucracy is smaller but the process in how you approach problems remains the same. No matter what you do in terms of a civilian career, the challenge of managing change will always be there. Besides a technical fit, employers are often looking for those change agents that can assist the organization in moving forward. Being able to adapt and overcome are the hallmarks of military culture; add leadership and consensus planning experience to the mix and your entry into business culture will be that much more successful.

Sailor Spotlight! Operations Specialist 2nd Class Anthony Tran

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Anthony Tran standing in uniform with flags in the background

SAN DIEGO – A 2011 Rancho Alamitos High School graduate and Garden Grove, Calif., native is currently an instructor for the U.S. Navy training sailors in operating the technologically advanced Littoral Combat Ship (LCS).

Operations Specialist 2nd Class Anthony Tran has been an instructor at the LCS Training Facility (LTF) since June 2018.

The LTF, the first surface warfare training facility to provide integrated bridge and combat systems tactical scenario training for sailors serving on board an LCS, is operated by the Center for Surface Combat Systems’ (CSCS) learning site Fleet Anti-Submarine Warfare Training Center (FLEASWTRACEN) in San Diego.

Tran teaches a five-week LCS Capstone that focuses on basic Integrated Combat Management System (ICMS) operations and tactical decision making in a combat environment.

“I am responsible for ensuring future LCS sailors receive the most up to date and advanced training,” explained Tran. “I mainly focus on teaching tactical decisions and tactical advantages that help deploy fully trained Sailors out to sea.”

Sailors serving in the LCS environment demand a higher quantity and quality of training.

“LCS class ships drive a new approach to individual, team, and unit-level training to accommodate the minimum manning and rotational crewing concepts,” explained Capt. Brandon Bryan, FLEASWTRACEN’s commanding officer. “This new approach drives the need for the shore-centric Train-to-Qualify (T2Q) and Train-to-Certify (T2C) concepts, which rely heavily on high-fidelity shore-based trainers. Our simulators integrate LCS command and control, propulsion control, and bridge control systems to support individual training in a team environment at the basic, intermediate and advanced levels.”

Tran enlisted in the Navy in May 2013.

“I joined the Navy to have a solid foundation because I wasn’t sure what I wanted to do with my life,” Tran said. “With this, came the opportunity to serve my country and travel and today, I proudly serve as a United States sailor.”

His first assignment was Tactical Air Control Squadron 12, where he served as green crown controller conducting tactical air control onboard USS Bonhomme Richard (LHD 6) homeported in Sasebo, Japan.

“At the LTF, we prepare sailors to execute a wide variety of missions around the world,” Bryan said. “They leave our training facility ready to stand their watch and execute the Navy’s mission.”

Tran is the son of Khanh and Vanessa who reside in Garden Grove, Calif.

CSCS’ mission is to develop and deliver surface ship combat systems training to achieve surface warfare superiority. CSCS headquarters’ staff oversees 14 learning sites and detachments located throughout the continental United States, Hawaii, and Japan and manages and operates a Naval Education and Training Command (NETC) training division in Rota, Spain. CSCS provides over 538 courses, awards 114 different Navy Enlisted Classifications (NECs), and trains over 38,000 sailors a year. CSCS delivers specialized training for officers and enlisted sailors required to tactically operate, maintain, and employ shipboard and shore-based weapons, sensors, and command and control systems utilized in today’s Navy.

For more information on CSCS, visit https://www.netc.navy.mil/centers/cscs/ or follow CSCS on Facebook at https://www.facebook.com/pages/Center-for-Surface-Combat-Systems/1480366868885239

Source: Navy Outreach

Make Your Next Job Fair Be Your Last

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veteran standing outside convention center wearing a suit carrying a briefcase

Job fairs are a great opportunity to network and be proactive in the employment process. In order to make the most of these opportunities, set realistic expectations for what you hope to achieve.

Prepare for the job fair like you would for an interview, have a plan for when you arrive, make a good impression with the recruiters, and be sure to follow up with any connections you make.

Here are some other ways to make the most of your next job fair:

•    Research: The week prior to a job fair, find out which companies are participating and learn more about them. What are some interesting things the company is currently working on? Does the company have new leadership or a new product? These tidbits can be used as conversation starters that will impress a recruiter and possibly open the door to a new opportunity for you.

•    Dress for an interview: Job fairs typically involve on-the-spot interviews, so present yourself as you would for any other kind of interview. A suit is most appropriate, even if you’re applying for a technical job. It’s always better to be overdressed than underdressed.

•    Prepare: For your top employment choices, consider preparing folders that include your resume, cover letter, recommendations and appropriate work samples.

•    Carry plenty of business cards: Give the business cards to recruiters and other job seekers you meet. They need not be expensive or fancy. A simple design will do. Make sure they contain your name and contact information: phone number, email and address.

•    Organize: You may want to carry a portfolio or clipboard to easily manage and collect information. Be sure to have a pen for taking notes.

•    Relax, breathe and smile: Do your best to make a strong first impression.

•    Walk around: Get the lay of the land, see where your top companies are located and plan your connection strategy.

•    Network: Talk to other job seekers and ask questions. Find out what types of positions they’re seeking, and tell them a little about yourself. You never know who they might know, or if you might be able to help them with an introduction. Don’t hesitate to exchange information if you make a connection.

•    Visit booths: You may want to start by practicing your personal pitch with recruiters who represent companies that may not be your top choice. Have a list of companies you really want to visit and check them off as you go. This will keep you from introducing yourself to the same recruiter twice by accident. Listen to the “interviews” in front of you to get an idea what to expect and develop questions based on what you hear.

Speaking to recruiters
•    Connect: Make eye contact, smile, state your name and shake her or his hand. Use a prepared elevator speech—a 10-second summary of your bio, your skills and your achievements. Make sure to rehearse the speech until it becomes comfortable.

•    Listen: Pay attention, respond to questions and ask for more information. When appropriate, hand your resume to the recruiter and pause for them to do a quick review. Be prepared for questions about specific examples of your experience.

•    Keep it brief: Recruiters are typically swamped, so be mindful that your conversation may be limited to a few minutes. If appropriate, ask questions about next steps, applicant qualifications or any suggestions they may have for you.

•    Get recruiter contact information: Request a business card, and if one is not available, ask the recruiter for their email address. Conclude the conversation by thanking them for their time.

•    Step aside: Make time to write conversation notes before you move on to the next recruiter. If the previous recruiter mentioned she went to Florida State, capture that information. If she told you the company will hire for your desired position soon, write it down. Summarize your job fair experiences immediately in order to take full advantage of the event.

•    Call or email: After a few days, call or send an email, thanking the recruiters for their time and the information they provided. If you send an email to the recruiter who mentioned she went to Florida State, it is appropriate to write, “I’m the administrative assistant at the job fair who discussed Florida State with you.” That reminder could help her recall the conversation. Just taking the time to follow up will separate you from many job fair attendees.

•    Stay in contact: If the recruiter responds back to you, stay in contact. Keep an eye open for articles about their organization or industry and don’t hesitate to forward them on with a note. If you see the perfect job for you in their organization, and you’re qualified, apply for the position and then email the recruiter and let him or her know you applied.

•    Build your network: If you connected with other job seekers and traded contact information, you should follow up with them as well. You never know when they might have a job prospect for you, or vice versa.

If you need information or personalized assistance with your employment search, or have questions about education opportunities, visit the Military OneSource SECO page, or call 800-342-9647 to talk with a career coach.

The Making of a Grandmaster

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The Grandmaster stands with medals around his neck and the American Flag in the backgrounf

By Annie Nelson

From mastering orthopedic surgery to becoming a nationally recognized Grandmaster in Martial Arts, this son of a Marine and twin of a fellow soldier, has gone from Army Chief Warrant 2 to Doctor left that successful career all behind to follow his true passion, the world of mixed martial arts.

Most veterans think one huge career transition in life is plenty; however, this man gave up the comfort and success of being a surgeon to fulfill the dream of his heart and soul. That transition proved to be the best yet! Enjoy getting to know Dr. Barry Broughton as much as I did when he sat down to tell me about his journey.

Tell me a bit about your military service.

I enlisted in the U.S. Army a couple of years after high school to take advantage of the Veterans Education Assistance Program. After Basic Training, AIT (Advanced Individual Training) as a Combat Medic, and Airborne School, I was able to squeeze in college courses, emergency medical technician and paramedic courses between deployments and training exercises at my first duty assignment in Germany. I was fortunate enough to attend numerous leadership schools such as PLDC (Primary Leadership Development Course), BNCOC (Basic Noncommissioned Officer Course), and Warrant Officer Candidate School, and was selected to attend the Army Physician Assistant program that was affiliated with the University of Oklahoma at the time. After graduation from PA School, I served as a Battalion Medical Officer for Field Artillery and Armor Battalions. I left the Army as a Chief Warrant Officer 2 after nine years of active duty service.

After leaving active duty, I had the amazing opportunity to continue to serve the military as a Department of the Army civilian while completing a two-year Orthopedic Surgery Training program at Evans Army Community Hospital at Ft. Carson, CO. I remained on staff in the Orthopedic Surgery Department for nine years before going into private practice.

You have a twin who also served, did you both know you wanted to serve growing up?

I can’t speak for my brother, but I don’t recall a specific desire to serve in the military while growing up. Even though my father served in the Marine Corp and was on Iwo Jima during WWII, and all my uncles had also served during WWII, it wasn’t something that my father spoke of. I didn’t realize it was a viable option until after being out of high school for a couple of years. My brother and I were both Eagle Scouts as teenagers, so I had a cursory understanding of serving others, leadership and serving something bigger than one’s self. But for me, it wasn’t until a mutual friend introduced me to a Corpsman in the Navy, who was home on leave, that I made the connection between getting an education while in the military and simultaneously serving our country. However, after attending Basic Training, AIT, jump school, and getting to my first duty assignment, I really began to understand what selfless service was about. At that point, obtaining an education became secondary to serving my country.

After serving you went into the medical field, was that always your plan?

No, not always. I wanted to be a professional martial artist. After watching the television series Kung Fu and the movie Billy Jack when I was ten or eleven years-old I was intrigued by the characters of Kwai Chang Caine and Billy Jack. I wanted to acquire that same duality of peace and power in my own life that the two of them possessed.

At nineteen, shortly after obtaining my first Black Belt, I expressed my desire to become a professional martial artist. Unfortunately, my dream was trampled into submission by those claiming it was impossible to make a living teaching Martial Arts.

I’d had a keen interest in the sciences while in high school, but I didn’t have the finances or family support to attend college at that time. After the serendipitous encounter with my Corpsman friend I enlisted in the Army three months later. What was initially intended to be a three-year enlistment began my twenty-five-year journey in healthcare and medicine. I continued in medicine because of the opportunities for training and more education. From Combat Medic to Paramedic, to Physician Assistant, to Orthopedic Surgery, PhD, and Integrative/Naturopathic Physician; it just seemed like the correct logical progression at the time.

At what point did you know you were leaving medicine for your true heart’s desire?

I had continued my martial arts training and was teaching intermittently for many years while in medicine. As the years rolled by and I put on my white lab coat day-after-day, it was slowly sucking the life out of me. It’s like getting on the wrong train; the longer that you are on the train the faster it gets moving, and the harder it is to jump off. But my time in the dojo teaching martial arts would reenergize and revitalize me. Even after the most long and arduous days of surgery and seeing patients at the office, when I was teaching martial arts in the evening, I felt alive, vibrant, and in my own element. It’s not that I disliked practicing medicine; I really enjoyed helping people, it just didn’t fulfill me. It was a job; not my passion. It’s difficult doing something that you are good at but not passionate about.

I’m a Martial Artist, and it’s who I’ve always been. Eleven years ago, I finally took the leap. I closed Barry Broughton Coaching a student at BKBHOFmy practice to focus on teaching full-time.

Previously, I was at a point in my life where I didn’t have the support network that I now have. I wouldn’t have been able to invest the demanding hours and travel schedule that has allowed me the level of success that I have now experienced in the martial arts industry if it weren’t for my amazing wife, my instructor staff, team members, Black Belts, and friends.

Have you ever regretted leaving your role as a successful doctor?

No, not really. That is the most common question that I get asked when people find out about my previous career. Even after 11 years of not practicing I still get phone calls at the dojo where former patients have hunted me down to ask for advice. I like having helped people, but I don’t miss the daily grind of medicine and the administrative component that accompanies patient care. On rare occasions I miss the technical aspects of doing orthopedic surgery or reducing a gnarly fracture or dislocation. But I think that is most likely because I’m a “hands-on” kind of guy. That’s probably why I have an affinity for jujitsu related martial arts. But I have never regretted taking the leap to become a full time professional martial artist.

What was your greatest challenge in stepping out and following your dreams?

Convincing others that I wasn’t crazy and going through a midlife crisis! Many of my family and friends thought it was too risky.

For good or bad, I tend to do everything in an all-or-nothing fashion. I burned my bridges by allowing my State and National Certifications, and DEA Licensures to expire, knowing that it would be extremely difficult to retake the licensing and certification exams. In hindsight, it was probably meant to be as symbolic to others as I had intended to be for me. By not having the mental safety net of knowing I had medical career to fall back on, I was forced to make my dream become a reality.

What has been your greatest reward?

That’s an easy one. Seeing lives changed! Whether I’m teaching an AKT Combatives Jujitsu class, a weekend self-defense and personal protection seminar, a Police Defensive Tactics course, or a leadership workshop, my objective is always to use the physical techniques of kicks, punches, throws, joint locks, and submissions as the medium to instill the intangibles of improved self-confidence, self-discipline, self-respect, goal setting, and the ability to overcome obstacles.

I’ve had a lot of personal successes and have coached Sport Jujitsu Regional, National and World Champions, but my greatest reward is empowering others to step into their own destiny. Investing in the lives of those who don’t necessarily see the potential for their own success motivates, drives and inspires me.

I feel that I am making a more significant impact in people’s lives now than I ever did while in the medical profession.

What advice would you give others who are in a career, but it is not their true passion?

That’s a tough call because there are so many variables that can prevent someone from leaving a career and converting their passion into their livelihood. I suspect that it was easier for me because I was already self-employed. To start, I’d suggest doing your research and due diligence. Is your passion something that others would want, and would pay for? Get the education and training needed. Do the hard part and learn the business side of your passion. Find a couple of good mentors who will hold you accountable. Start off by working your passion on a part time basis. As it grows, be willing to work two full time jobs as you make your transition. Understand that all passions cannot easily be converted into careers, and that’s okay. Above all, surround yourself with a good support network and team who will not only cheer for your successes but will also call your bluff when you need it.

What does the future hold for you and AKT Combatives Jujitsu?

Wow! Where do I start? I currently own two academies in New York with instructor staff at both locations. I am actively mentoring my Black Belt students who have an entrepreneurial spirit in preparing them open their own AKT Combatives Academies.

I’ve written a bestselling book, Beyond Self-Defense: AKT Combatives Reality-Based Personal Protection and am currently working on several follow-up books and instructional video projects. I have the privilege of traveling around the country teaching AKT Combatives Jujitsu, Self-Defense and Personal Protection, Workplace Violence Prevention, Police Defensive Tactics, and Sport Jujitsu seminars. We are also currently preparing Team AKT members for the upcoming 2019 World Sport Jujitsu Championships.

How can people follow Barry Broughton?

You can follow me on Facebook.com/BarryBroughtonAKTjujitsu, on Instagram @BarryABroughton, or at my website at AKTcombatives.com.