Greater Milwaukee Jobs

2 GREATERmilwaukeeJOBS • March 5, 2015 Are you willing to relocate for work? More people are A publication of Conley Media Distributed by: Conley Distribution 262-513-2646 ©2004 by Conley Media, LLC Waukesha County Independent and Locally Owned GREATERmilwaukeeJOBS is published weekly by Conley Media – Waukesha County, 801 N. Barstow St., Waukesha, WI 53186. Contents of this publication may not be reproduced in any form without the written consent of the publisher. GREATERmilwaukeeJOBS assumes no liability for any error in copy or content. It is the advertiser's responsibility to be aware of the laws pertaining to employment advertising. Subscriptions are available for $34 (non-refundable) for a 6-month subscription. Call 262-306-5008 for information. Call Center Director: Cindy Shaske 262-306-5016 cshaske@conleynet.com Account Executive: Julie Sears 262-306-5008 jsears@conleynet.com Production: Patricia Scheel 262-513-2690 GREATERmilwaukeeJOBS Volume 17 • Number 25 March 5, 2015 To place an ad: Call us at 262-306-5008 or fax us at 262-542-6082 deadline: Noon on Wednesdays Liz Reyer is a credentialed coach with more than 20 years of business experience. Her company, Reyer Coaching & Consulting, offers services for organizations of all sizes. Submit questions or comments about this column at www.deliverchange.com/coachscorner or email her at lizdeliverchange.com. Handling difficult conversations By Liz Reyer Star Tribune (Minneapolis) & A Q As I was looking through questions for this column, I was struck by how many of them highlighted the need for con- versations about problems or concerns.This isn't new – it's a common theme in the Outer Game portion of the typical column. So what's the big deal? We all have conversations, right? We talk to people every day about myriad topics. Yet, conversa- tions related to sensitive issues, differences of opinion or con- flict remain a point of anxiety for many. For example, imagine a situation where you think to yourself, "I'll just have to talk to her." Maybe you're being left out of the loop with informa- tion you need. But you're afraid you'll come off as antagonistic, insecure or not a team player. Preparation can help, as can nimbleness in the moment . more about that later. BE CLEAR First, be clear on your objec- tive for the conversation.What behavior change are you seek- ing? If you can't articulate it, you won't achieve a shared expecta- tion. If you say,"Do your share," there's ambiguity. If you say, "Get items 1, 2 and 5 on the project plan done on time," it's crystal clear. As you think through the upcoming conversation, remember to use "I" state- ments so that you're not put- ting the other person on the defensive.Think about the likely responses from the person you'll be talking to and plan your comments to accommo- date their style. If you're really uncomfortable, get some practice. Just as if you were giving a presentation, get in front of a mirror and say the words out loud. Even better, get a friend to practice with you. Practice it with the conversa- tion going well, but also see what it's like to get heavy push- back. BE TRANSPARENT Now the time has come. What do you do if it just isn't going well? This happens, and it's not the end of the world. Maybe your delivery is coming off all wrong. Stop – and be transparent. Try telling the other person, "this is coming out all wrong ... let me try again." This bit of humanity may help get them more on your side. Maybe they're getting angry. Instead of being intimi- dated or upset, try being curi- ous. Asking, "What is it about what I've said that is making you mad" could open up a whole new level of discourse. Stay flexible, go with the con- versation, and don't get too hung up on whether it's going right. The point is that you're talking about important things. End the conversation on a positive note, thanking the other person for their engage- ment, even if you need to also acknowledge that it was a tough conversation.Then learn from it. What worked? What would you do differently next time? Keep in mind that this is just another skill, and there are resources that can help you. Watch people you know who are effective, even learn from people in novels or movies. Seek out training resources at work or online, or find books about communication. This isn't just a work skill. As you become a more accom- plished communicator, you'll see professional benefits, but it'll also carry over to improve other aspects of your life. It's worth the effort. engine Google, the LinkedIn pro- gramming uses them in its search function, said Viveka Von Rosen, author of "LinkedIn Marketing: An Hour a Day." But she said it is better to give examples of experience or creativity rather than just say you are experi- enced or creative. "It's better if you can give a story or example of how you saved the day, or how your expertise resulted in beneficial results, or how your knowledge helped a client or how your capabilities result- ed in more sales." Von Rosen had some more sugges- tions for polishing a LinkedIn profile to get more attention. • "You have to have a photo," she said. Keep it professional. Photos of kittens don't work unless you're a vet- erinarian — and maybe not even then. Catherine Fisher, LinkedIn's career expert, writes in her blog post, "How to Brand Yourself Without Sounding Like Everyone Else," that profiles with a photo are 14 times more likely to be viewed. • Make sure your first name is in the first name field and your last name is in the last name field. Some people try to cram their degrees and job titles in there. Not only does it make you harder to find, it goes against LinkedIn's user agreement. • The website profile's Summary section should tell a story of why someone should hire you. "Tell a potential employer how they would benefit," Von Rosen said. "What's in it for them?" • It's crucial to collect between 10 to 15 recommendations, essentially the LinkedIn version of a reference on your resume. • Take advantage of the ability to add media, such as PDFs of your work, videos or files that prove your credentials. Von Rosen, listed by Forbes maga- zine as a top social media influencer LinkedIn profile ... from page 1 Nearly 1 in 7 job-hunting managers and executives moved to a different location in the last half of 2014, the highest relocation rate since 2009. That analysis, from the outplacement firm of Challenger, Gray & Christmas, hints as to why the job market may con- tinue to seem difficult for some searchers: The applicant pool isn't confined to one's hometown, so there's more com- petition for every opening. After the housing market collapse in 2008, many homeowners became stuck in place. They owed more on their mortgages than they could get by selling their homes. They couldn't afford to move, so their job searches were geo- graphically confined. At the time, given that we're a nation of two-income households, it became hard for both wage earners to get move- enticing offers. So most couples stayed put. Now that the housing market has turned around in much of the United States, the reluctance or inability to move has lessened. Meanwhile, job growth continues and unemployment is down. Existing work- ers are more confident about testing the waters for opportunities elsewhere, and some unemployed people are re-enter- ing the job market. "At the end of last year, there were more than 70 metropolitan areas with an unemployment rate of 4 percent or lower," said John Challenger, CEO of the outplacement firm. "Employers in these areas are undoubtedly struggling to find workers from the local talent pool. So, for job seekers who are willing to relocate, the list of cities with good By Diane Stafford The Kansas City Star (TNS) see RELOCATE . . . page 6 see LINKEDIN PROFILE . . . page 6

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