When college students can spend several months at top international firms like Goldman Sachs, they naturally come away with valuable résumé-building experience. But what’s often left out of the conversation is the value that students inject back into the business.
Joseph Camarda, a managing director in private wealth management at Goldman Sachs in San Francisco, cited this mutually beneficial exchange when explaining why the company has partnered with Drexel University in Philadelphia to place 145 students in cooperative education positions at its U.S. offices since 2014.
“They bring a young, vibrant, innovative mind to the team and that adds a value that we want to use over and over,” he said.
By collaborating with businesses, colleges and universities can deliver on the promise of relevance for career-minded students. From co-ops and internships, to mentoring and research opportunities, they can also invigorate programs on campus and bring value to firms.
Ashley Inman, a human resources expert who has worked with college interns in several industries, recalled one intern at a construction firm who developed an app for the company to better track inventory — a strategic innovation that helped streamline sales.
“Organizations can get stuck in their ways,” she said. “The value that the students bring is a fresh perspective.”
It’s part of the reason Goldman values its partnership with the university today — 13 years after the co-op relationship began with just a few students in the company’s Philadelphia office. A number of graduates since that time have gone on to work for Goldman full-time.
“The work ethic of these students is just phenomenal,” Camarda said. “It shows up every day.”
Students, in turn, bring valuable perspectives back to campus with them – including “bottom-line” urgency that can sometimes be lacking in academia, said Inman, who sits on the talent acquisition panel of the Society for Human Resource Management.
Strong and meaningful links to industry can inform curricula and programming on campus – helping to make sure academic offerings remain relevant to the needs of industry and students seeking jobs.
Higher education, however, has typically struggled to create and maintain those links, leading to a skills gap that leaves companies with jobs they can’t fill and students who can’t get jobs.
Continue onto Forbes to read the complete article.
Active duty service members and veterans alike are big fans of Richard Rawlings. From outposts around the world, they tune into Fast N’ Loud, a Discovery Channel TV show that features Rawlings and his crew restoring broken down, classic cars in the Gas Monkey Garage. Rawlings’ products—energy drinks, tequila, sweatshirts—are available at more than 200 military bases in the United States and abroad.
Our military men and women may be fans of Rawlings, but Rawlings is an even bigger fan of them. “I can never express enough gratitude to them for keeping us safe,” he said, in an interview with U.S. Veterans Magazine. “I hope they all come back safe and happy.”
In 2017, Rawlings spent Thanksgiving with the troops in South Korea. He wanted to serve dinner to the men and women stationed in Seoul, but military tradition calls for the brass to serve the front-liners, so he made the rounds, broke bread, and offered his personal thank-yous. “It was an amazing experience,” said Rawlings, who was a police officer, firefighter, and paramedic before becoming a businessman. “It really hit me in the gut how young some of these people are …. It was great. We talked about cars.”
That our troops are fans of his shows and his famous—or is it infamous?—”Gas Monkeys” and request that his merchandise get trucked, flown, and shipped to bases from Camp Pendleton to South Korea to Guam never ceases to amaze him. “It’s an absolute honor,” he said.
As for what servicemen and women do as professionals and as patriots, he said, “It’s just very noble.” Rawlings is nothing if not relatable. He’s Texan, folksy, funny, and a bit of a gearhead, and he drinks Miller Lite and razzes his pals. He’s the consummate guy next door. And he’s a family man.
Let’s face it: In the car and garage business, dudes are the demographic, right guys? But that’s not entirely so with Fast N’ Loud and his other show, Garage Rehab, on which he helps struggling shop owners. Garage Rehab debuted in 2017 and is now in its second season. And yes, men can’t get enough of watching the crew cherry out a Ferrari F40 or 1930 Ford L-29, but women love it, too, and families also watch the show together. That’s exactly how Rawlings planned it after watching hours and hours of machismo car shows.
“It’s family accessible,” he said. “Grandmas come up to me, and I’m proud of that.” He says the family feel of his shows reminds him of his home life. Here’s how he describes it: “Come on over, watch the Cowboys game, and tinker around in the garage.” He adds, “It’s not an act.”
In 2002, Rawlings launched Gas Monkey Garage in Dallas. The shop created automobiles for customers worldwide. Soon after, he got out of the printing business when he sold Lincoln Press. Now, it was all cars, all the time. Since 2012, the facility has been the focus of Fast N’ Loud.
In September 2013, Rawlings started Gas Monkey Bar N’ Grill in Northwest Dallas, then set up a second location at Dallas Fort Worth International Airport in March 2014. Rawlings is working to launch a third Texas grill outside the Dallas-Fort Worth metropolitan area.
In 2014, Gas Monkey Live, a venue dedicated predominantly to live music, was opened. In 2015, Rawlings published his first autobiography, Fast N’ Loud: Blood, Sweat and Beers, which includes such colorful lines as: “If we’re gonna have fun, it better have a motor,” and “We turn rust into gold. We make it fast and loud.”
All the entertainment activity on top of multiple lines of merchandise? He’ll never admit it, but Richard Rawlings—the car kid, the self-admitted daydreamer, the maniac who broke the Cannonball Run record with a time of 32 hours, 51 minutes from New York City to Los Angeles—is a mogul.
Rawlings, born in Fort Worth in 1969, got his love of cars from his dad, who liked to fuss about in the garage and go to car shows. He learned the business of buying and selling cars in high school. His first car: a 1974 Mercury Comet. But back then, all he wanted to do was scrape together enough dough to buy his next cool ride.
After graduating from Eastern Hills High School in Fort Worth, he worked as a police officer, firefighter, and paramedic. Then he got bit by the entrepreneur bug and opened a printing business. But his first and abiding love has always been cars.
Rawlings learned early on that if you’ve got cash in your pocket, you can buy ramshackle rides on the cheap, then fix, shine, and sell them for a profit. But it wasn’t all about money; it was about taking a no-hope car and making her new again. He pitched a reality TV show built around that concept for eight years and heard, “sorry, no thanks” about a million times before landing Fast N’ Loud.
Even he couldn’t have dreamed that he’d meet the coolest car guy ever, the original Cannon
Ball Runner, the handsome man at the wheel of a Trans Am: Burt Reynolds. Reynolds passed away last September, but not before Rawlings got the chance to meet him and pay homage. Several years ago, in what’s become a classic episode of Fast N’ Loud, Rawlings rolled up to Reynold’s Florida home in a 1978 black bandit Trans Am and shook hands with the star. He was also trying to collect on a bet—a $25,000 roll of the dice—that he could get Reynolds to sign the Trans Am.
“I’m almost at a loss for words,” he said. “I mean, here I am, standing there with Burt Reynolds, and I’m trying to get his signature so I can make twenty-five grand, yet I feel like I should just give him the twenty-five grand for even gracing me with his presence.”
Rawlings considers himself lucky and feels a responsibility to give back. He teamed up with Gary Sinise Foundation for a future two-part episode of Fast N’ Loud, which finds Richard and his team restoring a classic ’81 Jeep CJ7 that is being auctioned off at Barrett Jackson in Scottsdale—all proceeds go to the Foundation. Also, an upcoming episode of Garage Rehab focuses on American Warrior Garage, where veterans train to learn the automotive industry and land jobs. Of that, Rawlings says, “I think there could be one of those in every city.”
Who knows what his next big project will be? Even he doesn’t know. He’s certain of one thing, though: “I have a platform that I can use.”
View the Spring U.S. Veterans Magazine’s Digital Issue featuring Richard Rawlings coming soon!
It’s a great time to be searching for jobs and exploring different opportunities. And ideally, that’ll mean going to lots of interviews.
Now, you’re surely aware that as part of the interview process, you’ll be asked a number of questions about your work experience, skills, and goals. But at some point during each conversation, you’ll most likely also be asked to come up with questions of your own. And that’s where a lot of job candidates find themselves stumped. Rather than let that happen, go in prepared with a list of insightful questions that show you’ve put thought into the role at hand. Here are a few you can start with.
1. How has the company evolved over the past few years?
Generally speaking, it’s best to work for a company that’s been showing signs of growth. And a good way to figure out whether the employer you’re applying to falls into that category is to see how it’s changed over the past few years. Ideally, your interviewer will give you insight as to how the company has progressed and developed its staff and product or service line. As a follow-up question, you might also ask how the company has adapted to recent challenges to get a sense of how it operates. Not only are these thoughtful questions, but they’re ones whose answers will inform your decision of whether to accept a job offer if you get one.
2. What has your experience been like working for this company?
Asking your interviewer about his or her personal experience working for the company you’re applying to is a good way to gain insight as to what your own experience might entail. It also shows that you’re taking an interest in your interviewer, and that you value his or her opinion.
3. What’s the company culture like?
You want to enjoy going to work, and a company whose culture promotes a pleasant environment is generally one worth pursuing. It’s always smart to ask about company culture during an interview because it can give you great insight into what your days might be like. Ask how the typical day goes for the average employee, and what steps the company takes to foster collaboration and teamwork. Along these lines, don’t hesitate to ask whether employees generally manage to maintain a decent work-life balance. While the answer might vary on a case-by-case basis, you should try to get a general sense of whether employees get enough personal time or are pushed too hard to always be available for work purposes.
4. What made the last person who filled this role successful?
Assuming you’re not the first person to land the position at hand, it pays to ask what made the previous employee good at what he or she did. Was that person a strong project manager? Was he or she a risk-taker? Asking this question shows you’re invested in being successful yourself.
The last thing you want to do during a job interview is come off as apathetic or unprepared. Before you sit down to meet with a prospective employer, jot down some important questions to ask in advance, or use the ones we’ve discussed here.
Continue on to YahooNews to read the complete article.
Dual-career couples have unique relocation challenges.
Couples career-planning can be challenging under the best of circumstances. When one partner’s occupation requires relocation, it may be difficult to ensure both people can build fulfilling careers. “I do think it’s incumbent on couples to be strategic and have conversations about who is willing to do what,” says Lisa Wolf-Wendel, professor of higher education administration at the University of Kansas and co-author of “The Two-Body Problem: Dual-Career-Couple Hiring Practices in Higher Education.” “It’s quite miserable to move somewhere for one person’s job and the other person isn’t doing something that is satisfying.”
Several professions require relocation.
Moving is the norm in several professions. Military spouses have it particularly rough, since active-duty service members typically move every two to three years, sometimes without much notice. Members of the foreign service also relocate fairly frequently, to countries throughout the world, exposing their families to many unique cultures and labor markets. And when academics snag rare opportunities to research and teach at universities, their partners may find themselves having to pick up and move to far-flung college towns. Who are accompanying partners?
In active-duty military families, 93 percent of spouses are women, according to the Syracuse University Institute for Veterans and Military Families. Their average age is 33, just a few years away from when women tend to reach their peak earning potential. More than a third of professors are partnered to other professors, according to Stanford University’s Clayman Institute for Gender Research. These couples may find it especially difficult to build mutually satisfying careers, since it’s rare for a university to offer two perfect-match jobs simultaneously. Women who work in academia are more likely than men to be partnered with other people who work in academia; 83 percent of women in the natural sciences are partnered with scientists compared to 54 percent of men.
You know enough to regularly update you resume—so if you find a job posting you’re interested in, you’re halfway through the application process.The other half, of course, is your cover letter. If you have some time and are just rusty, you can make a game plan to write a draft, then take a break, and come back to it with fresh eyes.
But if you see the deadline to apply is just 30 minutes away, you don’t have any time to spare. Here’s how to write a cover letter that will bolster your application—in just half an hour. (And if you need to revamp your resume or prep for interview in the same amount time, look here and here.)
Minutes 1 Through 10: Write Down Your Main Points
Maybe it’s just me, but I often struggle the most on the opening line of a cover letter. I know I shouldn’t lead with “My name is…,” and I want something that’ll grab the hiring manager’s attention. But my quest for the perfect beginning can lead me to spend 15 minutes (or more) typing and deleting the same line over and over. (And at that rate, my 30-minute cover letter would be all of two sentences.)
So, skip the intro if need be, and just start writing about why you’re a great fit for the open position. Don’t stress about the very best way to phrase your current responsibilities. Just write down your main points.
Need a prompt? Answer these questions: What do you find most exciting (or interesting) about the position? What relevant experience do you have? What would you bring to the role (and/or company) that’s unique to you?
Definitely make sure to have your resume and the job description open or printed out next to you. That way you can glance over at both and make sure you’re highlighting the right experience.
Minutes 10 Through 20: Add in Examples
OK, so you’ve written out all of reasons why you’re perfect for the job. Now it’s time to make sure you’re on the same page as the hiring manager. How so? Go back to that job description.
Re-read what the position calls for. Did you mention the experience and skills they’ll be screening for? To connect the dots in a way that’s clear—but wouldn’t be confused with a laundry list—add in an example or two.
If the job calls for people skills, swap out the line that reads, “I have excellent people skills” with a line that explains how in previous roles you’ve managed relationships with board members, which taught you about working with opinionated stakeholders. Does the position call for someone with sales experience? An anecdote about how you’ve been in sales since you set up your first lemonade stand when you were seven years old is memorable.
What are your company’s biggest goals right now—building out a core product, improving customer service, growing your client base? When looking at employers’ top priorities, it’s rare to find hiring more veterans among them.
But when you hear what National Director of Military Affairs at Power Home Remodeling Mike Hansen has to say, you just might change your mind.
After a decorated military career, Hansen at first struggled to find a civilian position in the midst of the Great Recession. But after coming across a sales opportunity at Power Home Remodeling, he quickly found his footing. Within 12 months, he had closed a million dollars in deals. And Hansen wasn’t alone—he found that other employees who had served in the military were, on average, significantly outperforming the general population.
This discovery prompted Hansen to reach out to leadership all the way up to the co-CEO, Asher Raphael, to lobby for a veteran hiring program. Fast-forward five years later, and running the program became his full-time job when it launched in the spring of 2016. But make no mistake—Hansen doesn’t see his job as an act of corporate charity.
“When you go back to aligning the program with business objectives, you create a department that not only pays for itself, but pays for itself times ten,” Hansen said.
Glassdoor’s Emily Moore caught up with Hansen to learn more about his unique military affairs program, advice for companies hoping to hire veterans and vision for the future of the company—here’s what he had to say.
Glassdoor: How did the opportunity with Power Home Remodeling come about?
Mike Hansen: It actually kind of fell in my lap. One of the Marines I served with a few years before I joined Power started working in our Philadelphia branch, so he referred me to the local one outside of DC. I figured I’d go in for the interview and see where it went. I had no intention of working in this industry—I never thought I would be with a company like this given what I wanted to do. I was completely clueless, but ended up finding success rather quickly within the organization.
Glassdoor: What made you start thinking about recruiting more veterans to Power Home Remodeling?
Hansen: I met a couple other vets across the business that were doing pretty well, and we found that most of us were doing not just well, but disproportionately well. I wrote a couple of white papers to the chain of command saying, “Hey, we should have a more defined military initiative.” Then in 2015, our organization won Fortune Magazine’s number one place to work for Millennials and camaraderie—that was a real jump-off point. At that point, I got to meet with our co-CEO Asher Raphael and found that he wanted to do a military program and just didn’t know how. We felt that on the heels of that award, it was a really good time to launch this initiative. We set up a military affairs council, and we put together some ideas and thoughts of what we could do and what our objectives would be, and we just started iterating from there. Very quickly after that, we realized that someone would have to manage this full-time, and that’s when our co-CEO Asher asked me to move up to the headquarters and build the program.
Glassdoor: You mentioned that you noticed veterans were not only successful at Power Home Remodeling, but disproportionately successful. Can you talk a little bit more about why that might be?
Hansen: A lot of companies are afraid to hire vets because of PTSD or other perceived issues that come from being in the military. But everybody who is hired, whether they’re right out of college or a 40-year executive, comes with baggage. The difference is the military population has a natural leadership background, a strong work ethic and an understanding of how to operate in chaos that most non-veterans can’t really relate to. The culture is very mission-driven in the military, and that can be applied to any work environment. The second that an organization is able to vocalize their mission, that military drive kicks in and veterans just naturally work towards the objective.
Glassdoor: How did Power’s veteran hiring program start, and how has it changed and grown along the way?
Hansen: We started out thinking we were just going to offer a bonus and do some military-focused hiring. The more we dove in, we saw how our program aligned with the business objectives, and we started iterating and kept evolving our processes. One of the things that’s so unique is we’re able to tie the metrics of our initiative to the actual business growth, which then creates a positive feedback loop. Now, we want to double-down on some of our investments. A big goal for me is leadership development, because it’s one thing to build this program and to successfully identify, attract and onboard new talent, but when we have more veterans in Director, VP or Senior Vice President roles, military talent and leadership becomes part of the genetic makeup of the organization. That creates that positive feedback loop that just runs itself.
We actually have this joke in the business, even our co-CEO got me a T-shirt at our company party in Mexico last year that said, “Get Hansen Fired.” The idea is that my job is complete when I’m no longer needed. We’re trying to continue to build this cycle of leadership development so that more of that group will continue to take the business into the future without needing a dedicated department.
Glassdoor: A lot of companies want to hire veterans, but have no idea where to start. What advice would you offer to them?
Hansen: Number one, I think every company that’s bigger than a hundred people has probably got a veteran or two working there, and a lot of times they just don’t know. I think the first step is looking internally at your own veteran population, and getting together to understand their stories. What you’ll find is usually that some of those military veterans and spouses will already be performing above average. Then you can tie that back to where the business is going and which objectives you’re trying to solve for.
I think that’s what is intrinsically unique about our philosophy—it was never just about hiring. It was about solving business objectives. One of those objectives was investing in human capital and making sure we had the right people and the leadership development we needed to grow and scale the organization. We were able to very quickly identify that some of the gaps in our organization could be filled by a military affairs program. We come at it from a different angle, whereas most organizations view it just in terms of hiring or as a philanthropic endeavor.
Glassdoor: Are there any benefits or perks that companies should offer to help entice candidates to work there?
Hansen: We offer a $3,000 sign-up bonus for vets and spouses, but I’m not necessarily advocating that everybody do that—it just aligns with our business model because that’s the way we’ve built the program. I think the best things you can offer veterans are a sense of purpose, tying what they do back to how it’s making an impact in the lives of the people or the customers that they serve, and a sense of community. In the military, your sense of identity, purpose and community are all so defined by your environment. When you leave the military, you lose those things almost immediately. Companies that can create that sense of purpose and community naturally for their employees help them shape and evolve their new identity.
Glassdoor: Beyond creating a veteran hiring program, what can employers do to sustain it long-term?
Hansen: There are so many different versions of military hiring programs at different companies. What I like to know is, what was the foundation or the philosophy that spurred them to start that program? When you look five years down the road, the programs that were founded on philanthropy alone tend to fizzle out, or their impact wasn’t very measurable on the company. When you go back to aligning the program with business objectives, you create a department that not only pays for itself, but pays for itself times ten and helps create new opportunities across the business.
I was a non-traditional student in so many different ways. A military veteran, I had come to the decision of obtaining a degree only after more than a decade in the service.
I was older than the students I shared the classroom with. I had different expectations and a different understanding of why I was there. I had a small collection of physical and mental barriers that these younger, healthier students did not.
Becoming a college student was a learning experience in and of itself. I had to learn what advantages my military service had given me when it came to participating in a university setting. I also had to learn what I needed to do to mitigate the disadvantages that came with being an older disabled veteran student. I was successful at this and did obtain my degree as a result. I’ve written this to share the things I learned that led to that success in the hopes that it will be helpful to other veterans who are exploring a college education.
While working my way through my degree I discovered that most of the traditional students were making things up on the fly. They had the list of requirements towards graduation and access to the school schedules, but they generally took things semester by semester. It was fairly common for me to hear a stressed out 20-year-old fretting over having graduation delayed by a year because of a cancelled class or overlooked prerequisite.
As a former NCO, I found that I easily avoided these issues. I was able to look over the requirements and plot out a complete action plan, ensuring that I had not only planned out all prerequisites, but that I had left extra time in the schedule in case any classes were delayed or cancelled. I was able to enroll in the classes I needed when I needed them on the first day of enrollment and not have to worry or face delays. Military vets have the training to be able to plan their education like they plan a mission, and enjoy the success that comes from that.
You have unique benefits
One of the biggest worries I saw students spend hours over was that of finances. Education is expensive today (though it’s less expensive than ignorance). These students spent hours worrying over Stafford loans, Pell grants, and scholarships.
As a military vet you have access to the GI Bill, of course. You should already be familiar with it thanks to numerous briefings from when you were in, so I won’t go into detail here. I am going to point out that there are additional options as well. Do you have a service-related disability? You could be eligible for Vocational Rehab through the VA.
There are also scholarships out there specifically for veterans, regardless of whether you are injured or not. Some examples would be the scholarships offered by the Veterans of Foreign Wars, the American Legion, and the Disabled American Veterans. This means that you can spend time focused on studying and not on worry over affording the degree.
Your disadvantages can be planned around
Unfortunately, being a veteran in the learning environment can have its disadvantages. Fortunately, they can all be planned around and overcome. You just need to plan for them.
If you have physical disabilities stemming from your military service, you have the right to reasonable accommodations. Whether these accommodations include wheelchair accessible classrooms, closed captioning on videos, or the presence of a service animal, you have the right to these as a student. To be safe, plan ahead and work with the campus Disability Services office to make sure there are no unhappy surprises on the first day of class.
Similarly, if you have mental disabilities, you also have the right to reasonable accommodation. If you have PTSD or a similar anxiety issue you can receive attendance wavers allowing you to step out of the class at need, for example. Even in extreme cases, you can still receive your education if you plan ahead. A significant number of public universities are offering entire degree programs online. I took several online classes and found them to be the least stressful of all my classes, socially, while still being just as rigorous academically as anything I experienced in a traditional classroom.
Being a veteran in the classroom carries with it certain advantages, and certain disadvantages as well. Fortunately, your experiences as a Soldier, Sailor, Airman, or Marine have given you everything you need to be successful in a degree program. Plan ahead, take advantage of your resources, and don’t let your disabilities get in the way. Get that degree and soldier on.
Over the past few years, I have had the privilege of working with military veterans and active duty personnel who anticipate, are in the process, or have already transitioned to the civilian world.
Some job descriptions line up with their military credentials: a helicopter pilot making evacuations in Baghdad might find similar work with a law enforcement agency stateside; ditto for a technician who is searching for a mechanic’s position. But others may have incredibly valuable skills that aren’t recognized in the private sector. And, like many job seekers, the language of their current or most recent employers may be misinterpreted by those who screen candidates and make hiring decisions. Based on my experiences with military personnel, here are attributes that veterans often have and that make them great employees.
1. Understanding that actions and behaviors reflect on the organization
Military personnel, like other public servants, are always under scrutiny whether on a mission, back at the base, or on leave. They seem to understand that everything they do and say reflects on the integrity and reputation of the organization.
2. Cross-cultural skills
Our military personnel have the opportunity to interact with people of many countries. They might supervise local contract employees on base, conduct medical evacuations, or provide resources in humanitarian missions. Our veterans also have had the opportunity to work alongside others from all over the United States, providing them with knowledge of diverse cultures within our own country.
I get the impression that many hiring managers may not always grasp that veterans may actually be more, rather than less, innovative in their thinking than non-veterans. Just as in the private sector, there are many opportunities for improving processes and results. In some cases, being in the field requires adapting to uncertain or changing circumstances, not being able to receive assistance from back-up teams, which further develops innovative thinking.
4. Ability to create something where nothing existed before
It took a while for one of my clients to explain to me what implementing “life support” systems in a previously undeveloped area meant. I finally realized that he directed the development of an infrastructure to house, feed, and take care of the basic needs of thousands of people. And, at some point, I understood that his logistical skills consisted not only of accessing supply chain resources but, more significantly, creating the supply chain.
5. Presentation skills
Many veterans, especially those who became officers, have excellent presentation skills. Some have fielded inquiries from Congressional representatives; others have spoken before senior executives (such as a Four-Star General). Delivering accurate information and being clear in meaning are both critical.
6. Quick Thinking
Missions and field exercises require leaders to quickly analyze situations, continuously process new and changing information, and make sound decisions. They have often received training on certain techniques, such as maneuvering a helicopter in a dust storm with no visibility, but real-world scenarios with life-or-death consequences can help hone focused thinking aligned with quick action under pressure.
7. Desire to reuse and recycle
More than one of my clients has mentioned that he or she was able to conserve resources by sharing inventory (equipment and supplies) with other facilities. In one case, he redistributed parts to sites worldwide; in another, she claimed serviceable but unneeded equipment from a nearby site.
8. Preparedness and flexibility
Readiness for deployments or impromptu operations plays a central role in many military job descriptions. Making sure that equipment is operating correctly and that supplies are ready allows responsiveness to organizational needs. And, understanding that uncertainty is the norm yields flexible employees.
9. Insight into how their actions impact other people
Doing a good job doesn’t mean just getting a good performance review, it means that fellow soldiers are as safe as possible and that critical missions are successful: the cargo plane with military troops is loaded properly; the helicopter that is transporting the critically wounded will respond to pilot controls, etc.
10. Demonstrated commitment to the greater good
Our veterans have shown that they have put themselves in danger to protect our freedom. Being able to sacrifice personal reward for greater, collective good is often a valuable asset.
There are even more skills, such as project management, purchasing, and team leadership skills, that our veterans possess. I have listed 10 that made the deepest impression on me.
Chances are, no matter what your job title is, in the coming year you’ll have a series of conversations that are important for your career. Whether you’re being interviewed for a new position, discussing a promotion, or pitching an important project, high-stakes discussions await you in the months to come.
To ace these exchanges, you must master one crucial skill: the ability to handle Q&A, the impromptu questions and answers that are at the heart of every interview. Studies show that those who think on their feet and respond without hesitation come across as leaders who project a certain charisma. In fact, the same research indicates that this quickness of mind is rated as being even more important as a barometer of your mental smarts than IQ is.
Here are the four fundamentals that will help you answer any question with grace.
Prepare, prepare, prepare
To begin, prepare for these impromptu exchanges. While we think of answering questions as a totally spontaneous act, you can and must get ready for these conversations. Sure, you can’t anticipate ALL the questions you might be asked, but you can take a stab at preparing a list of questions and answers. This holds for job interviews, performance reviews, client meetings, and presentations that have a Q&A component.
I have coached everyone from individuals who were applying to med and law schools, to executives going for their next big job. In each case, we spent hours writing down questions, preparing answers, and role playing Q&A. The result has been a series of success stories. Candidates got what they wanted: law school, medical school, acceptance into grad school, or a CEO position.
So if you’re heading for a job interview this year–or any other critical conversation–begin by prepping.
Don’t rush to answer
Next, take your time answering. You’ll come across as more confident if you do. Listen to the entire question. If you rush to formulate your answer while the speaker is still talking, you may ignore part of what they’re saying. The result: You’ll answer the question you think they’ve asked, instead of answering the actual question.
Rushing can also cause you to interrupt the speaker—who may be contemplating the second part of her question. That will make you seem rude and panicky.
You’ll present yourself as a confident, thoughtful leader if you wait for the full question to be asked and then pause to reflect on your answer. Even if you have the answer in your mind, that pause will suggest that you are taking the question seriously and judging that it deserves a thoughtful answer.
But just because you are pausing doesn’t mean you have to fill in the silence with words like, “That’s a good question.” You’re not there to evaluate questions, you’re there to answer them. (And, hey, what about the other questions: Are they bad questions in comparison?)
Structure your response
Third, carefully structure your response. If you want to sound smart and quick on your feet, organize your answer and include the following components.
Begin with a segue from the question. For example, you might open with “That’s something I think a lot about,” or “Yes, I’d be glad to tell you about my qualifications for the job.”
Then state your point. Every answer should have a one-sentence message that’s presented clearly and with conviction. For example you might say, “I believe I have the credentials to be successful in this role.”
Give two to four proof points. These reasons support your message.
End with a call to action. This might be telling the interviewer you are excited about the opportunity being discussed and look forward to hearing from them. You also might ask what the next steps are. When preparing your answers in advance, use this structure so you will come across as clear and confident.
Finally, take a proactive approach and ask questions. For example, in a job interview, ask your future employer about the position or the culture of the company. These questions will show you’re engaged and have been an active listener. There are tons of great questions to ask. Giving the other person a chance to share her experience and expectations conveys your emotional intelligence–and keenness for the position.
Science, Technology, Engineering, and Math (STEM) careers are revolutionizing the STEM field. If your New Years goals include a career in this field, or educational studies to advance your career, check out these hot jobs for 2019!
Annual Wage: $101,790
Employment of software developers is projected to grow 24 percent from 2018 to 2026.
Software developers are the creative minds behind computer programs. Some develop the applications that allow people to do specific tasks on a computer or another device. Others develop the underlying systems that run the devices or that control networks.
Computer Systems Administrator
Annual Wage: $81,100
Employment of network and computer systems administrators is projected to grow 6 percent from 2018 to 2026.
Computer networks are critical parts of almost every organization. Network and computer systems administrators are responsible for the day-to-day operation of these networks. They organize, install, and support an organization’s computer systems, including local area networks, wide area networks, network segments, intranets, and other data communication systems.
Annual Wage: $132,280
Employment of petroleum engineers is projected to grow 15 percent from 2018 to 2026.
Petroleum engineers design and develop methods for extracting oil and gas from deposits below the Earth’s surface. Petroleum engineers also find new ways to extract oil and gas from older wells.
Annual Wage: $78,470
Employment of architects is projected to grow 4 percent from 2018 to 2026.
Architects plan and design houses, factories, office buildings, and other structures.
Annual Wage: $63,990
Employment of cartographers is projected to grow 19 percent from 2018 to 2026.
Cartographers collect, measure, and interpret geographic information to create and update maps and charts for regional planning, education, emergency response, and other purposes.
Johnnie Jones’ age isn’t stopping him from learning. In fact, the 83-year-old veteran will receive his Ph.D. from LSU on Friday, Dec. 14.
“Every person regardless of his station in life, or his or her limitations, should seek to be the best he or she can really be. And you spend your time living not thinking about dying. Death will take care of itself,” Jones said.
Jones used that focus to pursue a bachelor’s degree, master’s degree and a Ph.D., and he has hopes of going to law school next.
“I want to study law. I have no intention of being an attorney; I simply want to go to law school for the knowledge, and I’m sure there will be students in the class who think I’m nuts, but so what?”
Jones was born in Mississippi and at the age of 18, joined the Marine Corps. His LSU education started while he was deployed to Vietnam as a squad leader.
“I wanted to stay connected, so to speak. I didn’t want to run the risk of losing interest because I had begun studies at San Diego Community College when I went to Vietnam,” Jones said. “LSU’s correspondence course was offered to any student, regardless where they were or what their status was, so I just happened to take advantage of the program.”
After he left Vietnam, Jones received a degree in sociology from the University of Hawaii.
“From Hawaii I moved back to California, where I submitted a number of applications for graduate school, and LSU came through first, plus I had already been taking a course from LSU, so I settled on LSU.”
Jones received a Master’s of Social Work from LSU in 1975 and was about nine hours short of his Ph.D. when he received a job offer from the Department of Corrections. He would retire 25 years later as the warden for the women’s prison.
“Of course, having a family and young children, I took the job and that’s how that turned out,” Jones said. “And as a consequence, I ran out the required seven year time period that they give you to complete the Ph.D. So I had to start all over again from scratch.”
Jones started over, but another set-back prevented him from receiving a Ph.D.
“I had a serious health problem and again, I had completed all of the requirements for the Ph.D. in human ecology, but I had to drop out because of health reasons.”
Just when he was ready to start working toward the degree for the third time, Jones said a professor helped him get an extension, allowing him to complete his dissertation and not have to start over again.
“My dissertation was about racism and religion and specifically the perceptions of racism and the stress that black families experience as a result, and how religion serves as a coping strategy.”
Jones said the state provides free tuition for students over 65 years old and said LSU’s faculty have both supported and challenged him. He added, the other students have enjoyed having him in class.
“It was really comical, most of my classmates are young enough to be my grandchildren and they found it amazing at my age that I would be sitting in a classroom. They thought I was nuts. They didn’t quite understand what motivated me. They’re all preparing for occupations, but my occupation was over. I had retired. I was just there for self-edification,” said Jones. “I told them the reason why I was doing that, is because to me age is something that we have been socialized to believe that it is one of the most important things in our life. At 15, you’re supposed to be doing this, at 25 you’re supposed to be doing this, at 65…that’s arbitrary. I think you should not cease pursuing whatever it is you’re interested in because of age. Your only limitation that you should have is mental or physical, other than that you should keep on pushing.”
Continue onto Louisiana State University Newsroom to read the complete article.