Professor Dunn,

Another letter from one of your Roosevelt University students! Woo hoo! Hope you've been well. :) 

I'm about to change careers and head into the exciting world of... accounting! Ta-da! It's a pretty different field than my previous jobs, and I'm excited... but nervous about the interview. 

It's been a trying year, careerwise, and I'm anxious and excited to leave the negative behind and move forward (full speed ahead!) on this new path. But, if I'm being honest, I am feeling a little intimidated by this whole process, and any coaching you could pass along to ease my nerves (and maybe give me an attitude adjustment) would be greatly appreciated!

You're the best!

Peace,
Cortney Wolfson

Dear Cortney,

The topic of attitude is very timely as you begin the process of a career change. More and more leaders have come to the realization that while you can change people's habits to a point, hiring the right attitude is more important that ever. A person's attitude impacts all stakeholders in the business: the customer, team members, the boss etc. They impact not only their own department and team but others who are indirectly negatively impact by a bad "tude!" It becomes a very big challenge once you have hired a bad attitude. The process to rid the organization of this bad egg, either by showing them how to be constructive or showing them the door, is grueling.

Leading today is a tough enough challenge; dealing with employees with attitude problems can drag down the entire team. While they may perform at a high level and deliver excellent results, their negative attitude  can make the work environment impossible for everyone around them. 

So, first take inventory of "your attitude" and see how people would perceive you at the point of contact.  As you write your letter of introduction and resume, remember the kind of attitude you would hire. Let the company know that you have the skills to do the job, but, more importantly, you have the attitude to excel.
 
It's the little things that make a difference. How you answer the phone. How you write your emails. How your voicemail message portrays you. How you shake hands. How you dress for each opportunity in life. Finally, how you answer questions at your interview about how would you contribute to the success of the company (ie. "why you vs. other candidates").

Your attitude will shine through more than your words will ever say about you.  All of these things define your brand and what the company gets when they get "Brand Courtney!"

Please keep me posted on your progress. Make it a great day! (It's your choice!)
 
live strong,

kevin e. dunn

Kevin,

I'm a fairly young man (34 years old), and I own my own small business. I’ve been thinking about scaling back my office space, since I do most of my business on the phone and through email anyway. My one worry is that, without a designated meeting space, the relationships that's I've been maintaining will weaken. In the 21st Century, is e-communicating just the way things are going to be? Is there real value in setting aside a space (a physical space or a mental one) where I can discuss business face to face? Am I just an old fart?

Sincerely,
Brian Patrick Murphy
Marion, IL

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Dear Brian Patrick,

I think I can safely say that, at 34 years old, you are not an old fart.

Your question of providing an environment to build relationship within an office is very timely.  Most businesses are struggling with G&A costs, and office space is an area that is an easy target . There are many new leasing arrangements available, including options where businesses can share reception space, training rooms, break rooms and conference rooms. This may be the solution to your short term cash flow challenges.

On the larger point of communicating in the 21st Century, I think the new world will be about "connecting." In this high-tech/low-touch world of instant information and access to data, many leaders confuse downloading information with communicating. It has become very difficult to choose which mode of communication we should use when we have e-mail, voicemail, texting, phone calls, letters, or (God forbid) the dreaded "face to face" meeting . And as communication tools continue to evolve and become even more immediate, the need to really connect with your team and your customer has never been more important .

We have all heard the story of a guy breaking up with his girlfriend over text or giving performance reviews over emails . These new tools can help us become more efficient in our messages,  but not necessarily more effective. Be sure not to confuse “quicker and faster” with“better and more effective.”

As the leader of your organization, one of your primary responsibilities is to make sure communication is flowing  between yourself and your team members. Once you’ve handled that, then you can worry about communications with your customers . Again, making sure that you have not only communicated but have "connected" with an idea is critical. To test your effectiveness within your own organization, you can simply ask a team member to repeat back to you what your specific strategic initiative or idea benefits are to the customer. If they can state with compelling clarity the attributes and benefits of the strategy, then you are on your way to success . And keep up with it! Maintain close contact with your team, and make a point of really connecting regularly, regardless of how you’re communicating. Pull your team together, and, together, agree on some communications principles of when and how you will use each new method of communicating.

So, yes, Brian Patrick, I’d say to keep the conference table and have it serve as a "mantle of connecting" with team members and customers in the new world order of communications.

Live strong,

kevin e. dunn

Professor Dunn,

My name is Jesse, and I was a graduate student at Roosevelt University in your Hospitality/Business
Leadership class a few years ago. Hope you’ve been well—by the looks of it, you’re doing great!

Well, I finished up my degree in the fall, and, after months of networking and resume submissions, I’m
just now getting some bites and some job interviews lined up. I was looking online for interview tips,
and I came across your website! Serendipity!

So, as someone who's surely interviewed many candidates in the past, can you pass along any tips on
how to make sure I make the most out of my upcoming interviews? In this job market, I need to make
sure that I do everything I can to knock these interviews out of the park!

Let’s catch up soon!
LIVE STRONG!

Jesse Wildman

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Jesse!

It is great to hear from you again! This is an exciting time for you as you prepare for your next step in
the journey. Congratulations for getting some hits on your resume and even bigger congrats for getting
some interviews scheduled!

When you’re preparing for a job interview, here are a few points to consider:

1. Do your homework on the company. Gather both quantitative and qualitative information on the
leaders and their results, and try to really understand their product and their customer. (Consider
yourself lucky—the internet has made this much, much easier than it was when I was looking for my first job!)

2. Make sure you understand the company’s mission and values, and, more importantly, make certain
that the company's values align with your own.

3. Use this interview as an opportunity to frame your history and accomplishments and to tell your
story. Some people find it helpful to actually write out their “mini- life story” before interviews, a brief
bio that focuses on your accomplishments, education and qualifications. Even if you get it down to a
handful of bullet points, make sure you focus your personal story and avoid letting your nerves get the
best of you. Rambling is no good!

You should prepare several questions that will help you understand the position you are applying for
and how your job would function in a typical week. Think practically here.

People often ask me how to bring up the subject of pay and benefits, and it is my opinion to leave that discussion until the second interview. However, don’t be caught off guard; you should go in with a
salary requirement ready, just in case they ask. Be confident and let them know you are worth it!

You should focus your interest on the opportunity to grow with the company. Make sure you convey
your interest in understanding their learning and development process, and make it known that it is
your intent to grow with the company and make even bigger contributions in the future.

These are exciting times for you as you prepare to enter the workforce and begin your career. I am
confident that you will be successful in whatever endeavor you choose if you use your leadership skills
to your potential. Please keep me posted!

Make it a great day.

live strong,
kevin e. dunn

Kevin,

I am a member of senior management at a fairly large company, and, currently, our company is going through some restructuring. I've been here for decades, and now I'm watching as other members of senior management are being replaced by "outsiders."

Now, I jokingly refer to them as such, but, when it comes down to it, part of me is afraid that the newer team members just don't understand the company's history to really understand and embrace the culture of our organization. They're all very intelligent- lawyers, accountants, accomplished businesspeople from all areas- so, I know we're in capable hands, but I do worry about losing a piece of our company that is so deeply rooted in the company's past, the part of the company's culture that has even become part of my own personal philosophy.

What will this mean moving forward? What part of a company's culture do we need to old onto for dear life? What parts can we let go?

All my best,
Maria Alaina

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Maria Alaina,

Thanks for your question on culture and company reorganization.

This topic has been debated for years as we examine how the new economy is being shaped by financial re-engineering of companies- some that are struggling and some that are doing very well!

Jim Collins addresses culture shifts in his book "Built to Last," which I'd definitely recommend reading during this time of transition. I think the same applies to those companies that have endured major changes inside and outside of their organizations, the ability to hold on to those core values that are "core" to the customer and product quality are really the key to enduring success.     

Sometimes, it takes someone from the outside to point out "the obvious" to a company's senior management team about their current business model. Over the years, some systems and resources have become focused on areas that add no value to the customer. This discipline is a real value that a private equity or v.c. can bring to the party.

Many times, though, in the name of cost reductions, product quality and customer loyalty are compromised in the name of driving down costs. This often happens because the time frames that many financial institutions work from are much shorter and may lead to a short term approach that can have a negative long term impact on the brand.

The balance of what to hold onto and what can be let go must be customer centric and product improvement driven. Once you bend those core values, then anything is negotiable... and that is simply not how great companies grow.

No matter who owns the company, the customer is still "queen" and should always be the guiding light to changes in any organization.

In closing, here's an exerpt from another book that could be a great resource to you, "Being the Boss" by Linda A. Hill and Kent Lineback:

Culture trumps everything else. Anyone contemplating disruptive change needs to play close attention to culture.  Culture is the infrastructure of a team; it enables productive work.  Get the culture wrong and nothing else is likely to work well.  The key components of culture are:  clarity about team roles; clarity about how the team works; clarity about how team members work together; and, clarity about progress.  A team’s purpose and goals, the future it’s trying to create, are the foundation of culture.

Thanks for your question. And best of luck with the tough decision that new management teams struggle with in this new world order in building their brands.

Live strong,
Kevin E. Dunn