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• Know how to explain any gaps in your resume. If you have taken time off from your field to pursue a pas- sion for travel, be ready to discuss this time off and explain how it has helped you professionally. • Prepare your 30-second elevator pitch to communi- cate your strengths and goals. You never know where a con- versation with a hiring man- ager may lead, so be sure to tailor it to each person you speak with so it does not sound over-rehearsed or unnatural. • The maxim often holds true that "it's not what you know, it's who you know." Be sure your LinkedIn profile is up to date, showcasing all of your recent work. Connect with headhunters, friends, family, or even old classmates and coworkers to learn about opportunities you may not have heard about otherwise. • Dress to impress to be taken seriously. Denis Daly Wood, founder of Dalys- 1895.com, a century-old men's luxury designer and online retailer, recommends standing out with a unique accessory for your suit, such as a stylish tie clip, tie, pocket square, or pair of cufflinks that can break the ice and start a conversation. "A unique pocket square can finish off the look of a suit or blazer, while also help- ing convey that you are some- one who is stylish and put together. What you wear communicates a lot about your personality and who you are," says Wood. Seek quality accessories, such as the limited edition Caravaggio Italian silk pocket squares, which are handmade or the Dalys 1895 Alligator Belts, which are measured to each inch for a perfect fit. Wood also reminds job seek- ers that outerwear and a bag may often make or break the first impression. A sophisti- cated briefcase, coat and winter scarf, such as the Car- avaggio wool and silk scarf, can give you a polished look when you're making your entrance. More style inspira- tion for briefcases, cufflinks, and more can be found at www.Dalys1895.com. In the professional realm, presentation matters from your social media profile to your suit and tie. For a suc- cessful job search, resolve to showcase the best version of yourself. (StatePoint) It's bound to happen eventu- ally: You'll get into an argu- ment with someone at work, whether it's over a project, a lost stapler or a parking spot. If not handled well, arguments can turn into fights and fights can become ongoing battles. How we handle arguments with coworkers can have a big impact on how well we do our jobs, so it's key to figuring out how to defuse a tense situation – or ideally – to avoid things getting to a boiling point, said Piera Palazzolo, vice president of marketing at Dale Carnegie Training in New York. "We spend more time at work with our coworkers than we do at home, so you have to try to make it work," she said. The most effective way to defuse an argument is to try to see it from the other person's point of view. "Ask them what is it about this topic, this project, this sit- uation that has them feeling differently than you. Be gen- uinely interested in what they have to say," Palazzolo said. "You don't have to agree with them but you have to try to show respect for their opin- ion." After hearing them out, if your mind still isn't changed, it's OK to say so. "Tell them, 'I respect your Listening is key to de-escalating a fight 2 GREATERmilwaukeeJOBS • May 14, 2015 job seekers . . . from page 1 see LISTENING . . . page 6 By Kim Lyons Pittsburgh Post-Gazette (TNS) 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. Getting feedback from boss who's on the way out By Liz Reyer Tribune News Service (TNS) & A Q Q. I work for a small company that doesn't have a lot of formal processes. My boss is retiring, and, while I know he has been happy with my work, there's no formal documentation of my performance. I'm concerned that my new boss won't have a good starting point to base her opinion of me on.What can I do? A. Tell your own story, and make it easy for your current boss to provide his perspective. The inner game A lot of the effort for preparing for a new boss will be on you, so accept that and don't let it frus- trate you. The fact is, you're not going to change your boss at this point. If you've asked for feed- back and not received it, let it go, and engineer a last chance that will successfully get you what you need. One way to imagine this is to think of a series of headlines about yourself. What would you like the topics to be? Are they about your knowledge? Determi- nation? Collaborative skills? Whatever they are, take time to list them. Likewise, if you were envisioning a curriculum for your professional self-improvement, what areas would you want it to cover? Narrow these lists to the most important, using criteria that are relevant to you. For example, if you are hoping for a promotion, move to a different area, learning new skills, etc., your goals will affect your priorities. Taking your top tier (and maybe secondary ones, too), document your successes and opportunities for improvement in each. Be spe- cific about what you did, how it worked out, the value to your company, and lessons learned.Try putting them on a timeline to bring your story to life; it's also an effective way to show promo- tions and informal increases in responsibility. Finally, consider doing an infor- mal "360" review. Ask for feed- back from colleagues, direct reports and internal clients. Make it easy and safe, so that people will be comfortable giving cri- tiques and won't feel burdened by the request. The outer game Once you've prepared your his- tory, schedule time with your current boss. Establish a goal of getting his feedback on the mate- rial you've pulled together, as well as his endorsement of your strengths and contributions. You can use your self-reflection as a starting point, but then open it up to whether he thinks it reflects the most important aspects of you as a professional and the work you've done.Then really listen, and be open to sur- prises in what he may have to say. Remember, you may have to be blunt and ask for what you want. If you want him to write a refer- ral letter, ask him. If he demurs, find out if it's just a matter of time constraints or other logistic issues. If that's that case, offer to create a draft. Be prepared that he may not be willing to participate, even in a discussion. In that case, at least you have organized material that you can use when your new boss asks you about yourself. The last word Even if you don't get formal feedback, your preparation will be useful for helping your new boss get up and running with her new team. 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 35 May 14, 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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