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job interview, it should not be treated as such. • Bring more than yourself. Today's job market is incredi- bly competitive, and standing out at a crowded career fair won't be easy. That said, job seekers should bring a portfo- lio of their best work. This doesn't have to be everything, but individuals should choose a handful of work samples that illustrate their talents and experience. • Dress the part. Attire is also important when attending a career fair. Just because a career fair is on a Wednesday afternoon does not mean job seekers should dress like it's a typical lazy Wednesday after- noon around the house. Con- servative business attire should be worn, and remember it's always preferable to overdress than underdress. • Follow-up. Companies with a table or booth at a career fair are going to receive an over- whelming amount of resumes, particularly with such high unemployment rates. That said, it's a good idea for job seekers to do some follow-up with recruiters. Take their business cards and follow-up with them after the event. Call them that night and leave a voicemail thanking them for their time and insight, or e-mail them a thoughtful letter expressing similar senti- ments of gratitude. Also, reiterate interest in the company and any available positions discussed during the career fair. Before hanging up the phone or sending the e-mail, be sure to promise a follow-up phone call during business hours, and make sure that phone call is made. Q: About 10 days ago, I interviewed for a job that I desperately want. Although the manager was quite encouraging when we talked, I have heard nothing since then. He planned to fill the position quickly, so I'm afraid this silence means I've been rejected. Now I'm beginning to lose hope and don't know what to do. A: You appear to be suf- fering from "applicant anxi- ety syndrome." One telltale sign of this disorder is the illusion that time is passing extremely slowly. Ten days can feel like an eternity to someone waiting for a job offer, but on the hiring end, that's not very long at all. Applicants need to realize that they know nothing about what's happening inside the organization. Timelines given by inter- viewers are often optimistic, and delays can occur for many reasons. So just hang in there and try to distract yourself with interesting activities. If you have still heard nothing in a couple of weeks, you may politely inquire about the status of this position. Q: One of my employees is killing morale in our group. "Ron" makes dis- paraging comments about everything, including his fellow team members. This constant criticism is so dis- couraging that people talk about quitting just to get away from him. I have tried to improve Ron's attitude by regularly praising his job perform- ance. I involve him in deci- sion-making to make him feel more important. To help him see the value of teamwork, I have given him leadership roles. Unfortu- nately, none of this has made any difference. The more encouraging I try to be, the more critical a n d p e s s i m i s t i c Ro n becomes. At this point, dis- ciplinary action looks like the only remaining option. Can you suggest any other ideas? Getting anxious over application reply 2 GREATERmilwaukeeJOBS • May 7, 2015 career fair . . . from page 1 see ANXIOUS . . . page 15 By Marie G. McIntyre Tribune News Service Liz Reyer is a credentialed coach with more than 20 years of business experience. Her company, Reyer Coaching & Consulting, offers services for organiza- tions of all sizes. Submit questions or comments about this column at www.deliverchange.com/coachscorner or email her at lizdeliverchange.com. When co-workers want you to solve their problems By Liz Reyer Tribune News Service (TNS) & A Q Q. People keep coming to me to help them solve their problems. Usually it's work-related, but sometimes about personal concerns. I'm flattered, but feel a bit burned out by it and it takes up lots of time. How can I handle this? A. Setting the right limits is important to avoid time drains and inappropriate dependencies. THE INNER GAME Take a step back: Why do you think people come to you? On the work side, do you have a par- ticular expertise that is broadly useful? Do you encourage "repeat business?" Or are you a pushover in terms of people offloading their issues to you? Next, consider what level of advisory role would actually be appropriate. If you manage people, problem solving is within your job description. If a friend is coming to you, that implies certain boundaries that may be more extensive.Another way to say this is, "How much should you – and do you want to – help others?" It's important to understand what you get out of being asked, too. Some people get an ego boost from riding in on a white horse.While this may be overstat- ed in your case, if you've got some of the savior syndrome going, you may be fostering dependence among your co-workers. Finally, consider other resources that might be available when you start cutting the cord with folks. It'll be easier for you and them if you can offer suggestions on ways for them to solve their own prob- lems or get help from someone else. OUTER GAME To extricate yourself from this situation, expect people to take responsibility for solving their own problems. This may require expanding your coaching skills so that people define their own issues, identify their own options, think through barriers and move forward. These skills will serve you well even on topics where you want to stay more involved. Also, the empowerment that comes through this type of approach is much more helpful to the other party, compared to being spoon-fed solutions. You may also need to learn to say "no" more often.Think about situations where you wish you hadn't gotten involved, and figure out how to spot them in the future.Then practice alternatives to letting someone take your time. It all comes down to being clear – you don't have time, you don't have the expertise, you're not comfortable discussing that at work.Whatever the reason, deliv- er it in a kind and direct way. Now, if this is feeding your ego, you're part of the problem. In that case, find other sources of self- esteem so that you don't continue to be everyone's problem solver. Regardless of the root causes, it may be hard to break the habit. Be patient with yourself, and with others, because they've got habits, too.You could be straightforward about it, that you've seen this pat- tern and it's been taking over your time. And, while you like helping people, you need to start setting limits. This may help you enlist others as allies, rather than confusing them because you've suddenly changed the rules. THE LAST WORD Help people help themselves, and get out of the dependency trap! You'll have more time and healthier relationships. 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 Story Coordinator: Dan Muckelbauer 262-513-2626 dmuck@conleynet.com Production: Patricia Scheel 262-513-2690 GREATERmilwaukeeJOBS Volume 17 • Number 34 May 7, 2015 To place an ad: Call us at 262-306-5008 or fax us at 262-542-6082 deadline: Noon on Wednesdays

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