Honeymoon With The Boss? Absolutely!


Stick around in an organization for some time and it’s likely you’ll go through a change in Supervisor as those around you retire, get promoted, change jobs etc. When that transition happens, you’ll find yourself having to adjust to the fact you’ve got someone new at the helm providing direction.

Depending of course on your relationship with your previous boss, you may be looking forward to the change with great anticipation. On the other hand, if you were fortunate enough to have a positive relationship together, you may be finding the situation has you happy for them but a little disappointed or perhaps sad yourself. Nonetheless, change is afoot through no action on your side of things so you’d best mentally prepare yourself for the change over.

Early days in a relationship – and yes this is a working relationship but a relationship just the same – should be something to look forward to. The new boss wants to get off to a good start, will take some time to get to know all their staff personally; how they tick, what motivates them, their strengths, areas upon which to improve, how they communicate with others, work ethic etc. You as the employee are also adjusting, finding out what the supervision style is of this new Supervisor, learning their expectations, how they communicate and lead, where they’ve come from and how ambitious they may be to excel.

This phase is often called a ‘honeymoon’ period; things are pretty good, it’s getting to know this person and them you, in how you both will interact. Now while in a marriage you most often join because of a mutual desire to set up house together, you could argue this is more of a shotgun affair, having this new person thrust on you whether you like it or not. Why though start this relationship thinking negatively or with suspicion? Go with this a positive thing and a fresh start and your attitude might do you a world of good.

My team is in this stage right at the moment; our Supervisor retired 3 days ago now, and our new Supervisor starts on Monday. Now fortunately, the new boss is a former colleague of ours, and my assessment is that her head and her heart are both in the right place. She’s intelligent, compassionate, fun with a great laugh, but serious when she needs to be and its been my experience that she’s someone who wants what’s best for the people we serve. This is her first Supervisory role, having been successful in a recent competition.

New Supervisors have their own style and it may mirror or contrast with the approach their predecessors used. It might not be fair to hold a person just starting out up against someone who retires with a history of leadership, but it’s inevitable that employees will compare the two moving forward. Listen for it and in the early days there could be conversations among employees on a team going through a change that comment positively or otherwise about the style of the new vs. the old.

There will also be comments that refer not so much about comparing a previous boss with the new, but speak more to the values held by the new Supervisor. “She doesn’t respect the experience on the team does she?” or, “I like the fact she’s taking the approach that we’re all here to support and help each other.” I think it’s safe to say employees always like to feel valued and appreciated for what they give, and hopefully when you go through such a change, your incoming boss recognizes your skills and experience.

The thing to remind yourself of however is that the selection of the person who now leads your team reflects Upper Management’s direction. So supposing a new Supervisor were to come in and shake things up, you’d be well-advised to realize that they are likely doing so with the approval of their own boss. Is it the direction they’ve received to lead similar to the person before them or to tighten things up, instil some creativity and innovation, realign people to new roles or maybe even weed out some dead wood?

Look, you can worry yourself and stress about the changeover; be suspicious and cautious about how much you trust this new person. You can decide to give them respect only if they respect you first, hinder their early days and spread discontent among your peers. Conversely, you can accentuate the positive, welcome them sincerely and help them get off to a good start by doing the work you’re paid to do with some enthusiasm. Either way, you’re going to share the same workplace, so how do you want to be perceived? How you get on together in the beginning will set the tone for your ongoing relationship.

In some workplaces, you might have had a briefing by upper Management advising you of the plans they’ve got, the need for things as they are or maybe an opportunity to overhaul, move people around all at the same time etc. Then again, it’s well within their purvey to act without full disclosure to everyone on the workforce. You’ll find out when deemed proper, such as the first team or individual meetings.

Look on the bright side, you’ve got a fresh start, and in this case, so does my team.

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How Have You Grown; What’s Changed?


If you’ve been in the same position for any length of time, it’s probable you’ve done some degree of learning along the way. That learning has in turn likely caused you to go about your job differently.

You’ve no doubt learned some shortcuts, ways to do things better, got your favourite stories and catch phrases down pat. In some areas you’ve made subtle changes and in others maybe it’s a complete overhaul of your message or your methods. How does the 2018 you differ from the same you, say, 5 or 10 years ago?

Working with people and helping them find employment, I can recall my approach many years ago where I started all my interactions on the premise that the person just needed to follow my well-thought-out plan of action and they’d be employed in no time. After all, it has always worked for me, so why wouldn’t it work for them?

However, I noticed in those early days that more often than not, there was a lack of follow through for many of these people. Not only did they not move forward much, they were often sincerely contrite and apologetic for not doing so. It was very much like they were sorry for letting ME down. Ah well, I’d say something like at least they wouldn’t make the same mistakes again, and I’d map out another great strategy to reach their goal; all they had to do was follow my revised plan. Tic-tac-toe and you reach your goal!

Sometimes it takes time to realize your approach isn’t working; that it’s not THEM, it’s YOU – or in this case, me. If I could see myself both in the present and in the past sitting side by side as I worked with someone, I’d see tangible differences in my approach, language, goals and yes, results.

I believe one of the most important things I learned over the years is the value in first establishing a real relationship with the person before me. This is sometimes easy and at other times challenging. While some people open up immediately and share pretty serious and personal issues, others come in with bitterness, anger, frustration and all that pent-up hostility towards anyone in a position of authority is directed at whoever is convenient and nearby; namely me. Thing is, it would be you or him or her were someone else in front of them, so it’s not me personally they have issues with, it’s everyone.

When you form a solid, trusting relationship with someone, they tell you what’s really going on more often than not. When you know what’s going on in their life, you can better strategize together some plan to move the person forward; but it may not be that the end goal you have in mind – a job – is the goal they are working on. That goal might be 5 goals away, and expecting them to hurdle the necessary steps they have to take to get there only sets them up to fail to meet your expectations.

So building a trusting relationship; how do you do that? Well, for starters, I’ve come to start most interactions by sincerely asking the person what they’d like to talk about; what’s on their mind. Most aren’t ready for this simple question. No, they’ve been used to being told what the purpose of the meeting is for and asked how their job search is coming. So do you want to hear what’s really going on that you need to consider or do you want them to tell you what you want to hear?

While I don’t recommend setting the bar so low that meeting all their goals still doesn’t do much for them, having lofty expectations of what they are to carry out before your next meeting might set them up to fail. Failure you may know, is not always the greatest motivator, especially with people for whom failure is a familiar presence. Sure failure can be a great teacher, and you have to fail many times often before you become successful. It’s equally or more important however to realize people may be very fragile before you, and without knowing how many times they’ve failed up to the present, you’ve no way of knowing how many more failures they can tolerate before giving up completely.

So what about you though? How have you grown or changed over the years? What is it about your personal philosophy or your approach that’s developed for the better? How you go about your daily job now vs. then might be something you see in others just starting out in their own careers. As much as you can pass on advice and suggestions, wouldn’t you agree that people need to ‘get there’ on their own to a large degree? The changes in approaches they’ll take they might learn from observing you.

Things like Servant Leadership, backwards planning, listening skills; these are but three things I’ve come to value, use and show over the years. When I started out, I didn’t even know what Servant Leadership was, and backwards planning; what’s that?

One thing I’ve really come to see the benefit in is providing a label for others strengths and positive qualities. Telling a struggling single parent that you admire their resiliency and showing them how they prove they have it can be a conversation stopper as they pause and consider that.

 

Allow _____ To Make Changes To Your Device?


Last evening as I initiated the shutdown procedures on my laptop, I was advised of a major update available, and so as I want to run the latest and greatest, (without really even having the remotest idea of what that entails) I said yes. Then I got the message, “This may take awhile”. So I went to bed.

At 4:30 a.m. I rolled out of bed and fired up the laptop, fully anticipating there would be a slight delay as the updates came on the screen. Sure enough, this particular update was more extensive; it not only affected the laptop but synced my phone so I could move seamlessly from one device to the other. Great! Now I sat here in the quiet of my sanctuary looking at two screens on two devices.

Of course up came the inevitable messages on both, “Do you want to allow _____ to make changes to your device?”

Now I don’t know about you, but when I get these messages, I feel like saying, “Gee I don’t know if I want such-and-such program to make changes to my device. Do I?” But more often than not I find myself clicking on the, “Sure go ahead I know exactly what I’m doing button and I’m intelligent enough to know this will be in my best interests to do so” button. You’ve seen that button on your device too haven’t you? I bet you have.

Sure it’s an online world; the update told me this in fact. “We’re protecting you in the online world” came up right on the screen of my laptop as the updates installed. That’s good I suppose.

It suddenly struck me as ironic; this constant decision I make and I assume many other users make, to trust the updates we install and although we might pause to consider, we inevitably click on the, “Okay” button to go ahead and give a program access to our contacts, send and receive emails on our behalf or track our physical locations. We assume these are things we’re supposed to do so we do. Well, the majority of us do.

So why the irony? Right, back to that. I find it ironic that people will give more trust to an electronic update of their devices storing all kinds of personal photos, phone contacts, financial banking and password information but when it comes to allowing someone right in front of them to make changes to their resumes or give them updated information on how to best prepare for interviews, many decline.

When you’re not having success interviewing but refuse to take advantage of free workshops and seminars on how to interview better, isn’t that akin to declining the latest and best updates on your phone or laptop? Updates designed to make your phone, computers, laptops, tablets etc. function better? I think so.

So we want the latest version of whatever piece of technology is available but when it comes to ourselves, the knowledge we have and the way we go about things, it’s like we’re okay walking around in a Windows 10 world masquerading as a Commodore 64 and expecting to be taken seriously.

Things change. Progress, updates, process improvements, best practices, accepted norms, innovation and new-age thinking; ignore these and you’ll stand out alright, but for all the wrong reasons. I read an article just last evening from Martin Ellis who lives in England. Martin is a respected colleague of mine though we’ve never met in person. You can find him on LinkedIn and view his articles through his profile. He was sharing for the umpteenth time his thoughts on resumes for the present day and how to best compose them. While acknowledging that there are many people with varying advice out there, his thoughts and ideas are worth a serious read. He offers them up with the intent of helping people.

Now so does my Kansas City colleague Don Burrows. Don’s written excellent books on the subject and famous for getting his clients to stand out like a meatball on a plate of spaghetti. He loves that analogy, and again, the man’s got testimonials attesting to the success of his methods and recommendations.

These two and the many others I could cite and point you to – as well as others I’ve yet to discover – want you to succeed. In order to do so though, you’ve got to be willing to do one thing and that’s embrace change. In other words hit the, “Sure go ahead I know exactly what I’m doing button and I’m intelligent enough to know this will be in my best interests to do so button.” Do it with confidence.

You may not really know at the start that what you’re doing will work or be in your best interests. So sure be cautious. However, like anything you update, use your personal judgement and actually reserve judgement until you can test the results of what you’ve learned. I suppose if I don’t like an update on my computer I can revert things back to the wallpaper I had before just as you can revert back to your old resume if you’re attached to it.

But like that old Commodore 64, your vinyl 78’s and that stereo console your parents had sitting on that 12 inch shag carpet in the late 60’s, things change; and for the better.

Get hip to the trip daddy-o and you’ll find it’s groovy.

How Do You React To Training Initiatives?


If you’re fortunate, you may work for an organization that invests dollars and time in the employees that make up its workforce through training initiatives. Progressive organizations realize that by providing their employees with training on an ongoing basis, the organization itself remains relevant, its people use best practices and the result is a better product or service experienced by the customers or clients that organization serves.

Observation reveals however, that while all the employees working in a company may receive the same training, not all will use it. There will be those who readily embrace the training and look for immediate ways to incorporate the news skills they have learned. These are the ones who make the change readily, who have both the ability to use what they’ve learned and the willingness to make adjustments to what they’ve done before. Whether they do so because they personally see the benefits to the end product or service they provide or because it’s a directive of Management that they use what they’ve learned, they implement what’s new.

Yet, there will be others who have the same opportunity provided to them, attend the same training events as their counterparts, but for whom the new information they’ve received doesn’t result in changes once back in their jobs. For some, they simply resist the information and are closed to learning. These people have a mentality that they already know enough to do the work they are paid to do. Perhaps they’ve been employed in the industry and for the organization so long that they’ve seen similar things come and go in and out of fashion before and they figure the new training initiatives will be short-lived. So why change? Next month, in two month’s or three, a memo will come out advising them to go back to how they do things at the present. So why bother?

Not all who fail to implement new training initiatives have this mentality though. No, some people want to implement what they’ve learned, but somewhere between the delivery of the information and the receiving of the information, they’ve missed some critical pieces. Hence, they try in good faith to use what they’ve had shared with them, but they lack the skills to do so effectively. If they understand their not performing as they should nor getting the results they should, they may ask for more guidance and instruction to make the changes the company brass want. However, if they believe what they are now doing has been implemented correctly and fully, they may go on blissfully unaware that the way they have used that new training and knowledge isn’t hitting the mark.

Those in Management are typically tasked with ensuring that those employees they are responsible for use company-paid training on the job. It falls to them to give the training, then offer the environment that supports the people as they carry out whatever is expected of them.

As you may recall from your own days in elementary school classrooms, not all learn the same way. Some people need only be told something to grasp what’s being expected of them. Tell them and they learn. Others require being both told and shown how to do something. Then there are those who learn best by being told, shown and then having the opportunity to do things for themselves under the watchful and helpful observation of a trainer. Tell me, show me, let me, and/or all three.

Organizations invest in training for a number of reasons. First and foremost they figure that providing their workforce with training is profitable. Whether it’s using some new machinery or technology to do the job faster, more accurately, with less waste of by-product, or it creates a better experience for customers, there’s money to be made and/or saved by implementing new ways. They reason that new procedures can’t be implemented without training their staff, so they go ahead and schedule training, bring in consultants or trainers, and tell their workers training is mandatory and they’ll be expected to merge what they’ve learned.

A second reason organizations train is they reason quite correctly that training their existing people is far more efficient than replacing them with outsiders who have the desired new training already. If they didn’t hold this view, they’d simply fire and replace their workforce with others where doing so is within their prerogative and jurisdiction.

When you as an employee receive notice that you’re scheduled for some training, what’s your first inclination? Do you roll your eyes, get exasperated and mumble, “Please! Just let me do my job!” Or do you go into the new training with interest, an open attitude or even dare I say it, showing some enthusiasm?

Some see training as just time away from their regular job…a mini vacation from the desk or the plant floor. Even sitting in a room listening to a health and safety training presentation might be a mental break from the job at hand. Others go back and as soon as they can, add the name of the training event to their resumes so they are ready when needed to look for other opportunities.

You can place yourself as a positive contributor in the workplace if you look at training with a positive attitude and have a willingness to do your best to use what’s been shared with you.

Think on it.

Control What You Can; Namely Yourself


I suspect that you have had times in your work life where things were going on around you that you had very little if any control over. Perhaps the company you worked for was experiencing a hostile takeover, some new software program was being rolled out that you didn’t see the need for or your job itself was being made redundant and you were being reassigned to another department. Things as I say you had no input into or could not stop from happening.

Now while the above represent some pretty strong changes, your own experience might be something such as being told your shifting from one desk to another; from that spot with a window to the outside world to a cubicle in the middle of the floor where no natural light penetrates.

Whenever these kind of situations present themselves, many people have an immediate urge to push back, resist the change and fight it with all the energy they have.  Like an animal being backed into a corner, this is when some people are at their most dangerous. Employees who quietly go about doing their jobs suddenly become vocal opponents, charged with energy and committed utterly to maintaining things as they are.

What’s at the heart of things for many people is the perception that the changes around them are being done to them.  They haven’t been in on the discussions that went on in the background and so when the announcement is made announcing changes, it comes as a shock. So much so that their shock is manifested through questions like, “Why weren’t we consulted?” “Is there anything I can do – we can do – to fight this change?”

Most of the time, the energy put into resisting change would be better applied to getting on board with the change. In fact, the faster you accept the news – whatever it is – and adapt to the changes big or small, the healthier it will be for your mental state of being. I admit though, for many its a hard thing to do. I mean it’s one thing to know on an intellectual basis that change is inevitable and quite another thing to experience it on an emotional level and react calmly and be accepting of change right away. For some people it takes a great deal of time to accept and adjust to new changes, especially if they are sweeping.

It may be that people who have experienced a lot of change in their personal and professional lives adjust to new changes faster and better than others. So yes, perhaps if your family moved many times growing up, you find it easier to adjust to changes in being moved from one desk to another or one department to another than say, a co-worker who has a long history of staying in one place. Likely too, if you find the new place has a positive in it, such as being closer to the lunchroom or further away from someone you don’t work that well with personally, you can find reasons to ease the transition.

The one thing you and I always have complete control over when it comes to dealing with changes is our reaction to those changes. Make no mistake, it’s control and the clear loss of it that most often causes the emotional disruption. “Don’t I have a say in things?” Doesn’t my view have any importance?” These are the kind of expressed feelings that display a lack of control; no one consulted us and asked us about the pending impact the changes would have on us.

The best time to think about how we will react to any news of sweeping changes is when changes are not occurring; when things are fairly normal. This is when we can rationally think about how we’d respond, how we’d react in some hypothetical situation. Like planning for some disaster at work and putting into place our emergency response procedures on a dry run, it’s all about preparing for shocking news and knowing how to best gain a measure of control in what might be otherwise a debilitating situation. Control what we can and gain some traction.

One of the most immediate things we can do is consciously let new information sink in when we hear it without reacting. Make sure what we think we hear is what was actually said. Hearing the news – whether it’s covering for a workers unexpected absence for the day or relocating to the other side of the office permanently, making sure we received the news accurately is essential.

Secondly, we have to decide if the news is huge or small, and be aware of not over reacting. We’re being pulled for the day and covering someone’s workload, it wasn’t expected when we walked into work first thing but in the grand scheme of things, it’s a small disruption. The faster we accept the change and put energy into complying, the better for all concerned.

Big news and big changes understandably cause more disruption. However, the same principle applies. The sooner we accept the news and keep or regain our composure and control the better; we’ll be better equipped to respond appropriately and get on with things.

If you want to learn to adapt better for your own mental health, start with a conscious pause when you hear news affecting your work.

What Does, “I Want To Be Better” Mean?


Many of us strive to be better; be it as a spouse or partner, leader, student, athlete, writer, employee or otherwise. We might have our sights set on eating better; perhaps living better generally. The word, ‘better’ though, while one we might toss about with widespread agreement from those within earshot as a laudable goal, doesn’t necessarily assure a widespread shared understanding. What I mean is, your definition of, ‘better’ might not be the same as those who hear your words.

Now I’m an Oxford Dictionary fan when it comes to definitions, so in turning there I find this definition when used as an adjective:

Better: More appropriate, advantageous, or well advised. More desirable, satisfactory, or effective.

Okay, so how does this square with how you define the word, ‘better’? Now you may be wondering at the benefit of reading a post devoted to the term, ‘better’ and coming to understand or revisit what it means to be better. Your time may be well spent though as sometimes the wisest thing to do is look at the simplest of things.

You want to be better at your job let’s suppose. Maybe you even go so far as to announce at your team meeting that you’ve set this as your personal goal. If you’re bold enough or in a position of influence or leadership, you might even propose that the team strive to be better as a unit. You know, one of those, “As good as we are we can and must be better” kind of speeches. I’ve given these myself in the past. Where I failed however, was not so much in communicating that we must be better, but rather coming to a shared understanding of what ‘better’ meant.

Looking back at that definition above, here again are the words defining ‘better’:

  • more appropriate
  • more advantageous
  • more well advised
  • more desirable
  • more satisfactory
  • more effective

Alright, so pick what resonates or fits best with what  you’re after. If having a team that is more well advised is going to make the team and every member of it more effective and bring about more desirable results, maybe this is what you mean by using the term, ‘better’.

Using this as a starting place, the question then becomes how does the team become better advised? To be better advised works from a premise that some learning is required to stay abreast of what may be best practices. As we know, there are many examples of where people and companies worked hard to become leaders in their fields of expertise and then sat on their laurels, ceased to engage in continuous learning and over time, lost their place as front runners and industry leaders. Younger, hungrier people and organizations usurped them from their places because they explored, risked, embraced turbulence and entertained innovation.

What has this got to do specifically with you though? Well, on the simplest of terms, are you striving to be better? As an person in your organization or as a team member or representative of the company, are you aiming to perform at the same level of competence and give the same level of customer service, or do you see room for improving upon what you now deliver?

If you’re goal is improve and become better, I suppose you need to find in what way(s) or in what area(s) you see room for improvement. Note that it’s likely the very area(s) in which you find ways you could be better may also present challenges for you. In other words, you may know what you need to do to become better but it will require work; hard work perhaps, to get there. Hard work as you likely know, stops most people from even starting – especially if they don’t see immediate returns on the investment to become better.

It is for this very reason that a person contemplating a return to school knows that getting a degree would be highly beneficial and they’d be better able to compete for a job they want, but the work involved stops some before they start. “I don’t know, it’s three years…and I don’t know if I want to spend the time.”

To become better however, a person has to begin with an acknowledgement that better is possible. It may be that things are fair for the time being, but to be better involves the necessity of change. Some kind of new opportunity; an exposure to something new, be it an idea, technology, a philosophy or method of service delivery perhaps; but change in some way comes about.

So do you want to be better and if so, in what areas of your personal or professional life? Are you after a better job, a better income, a better lifestyle or becoming a better co-worker maybe? What you wish to become better at is entirely up to you.

The cost of stagnating and ceasing to become better could mean at its worst, the end of your job, a relationship, your marriage, your career or business. Many businesses fail because they failed to market themselves better and didn’t connect with the buyers in the marketplace.

If you’re an individual wanting to be better, assess your skills, experience and what you’ll need in the future vs. what you have now. Starting sooner than later is good advice.

How would you like to be better?

Behavioural Change Brought On With Unemployment


I feel a lot of empathy for you if you’re unemployed and really motivated to find work. Having had times in my life when I’ve been out of work I know personally the ups and downs of job searching with little success until that moment of euphoria comes when you hear the words, “We’re offering you a position”.

The interesting thing about being unemployed is that it’s both the lack of employment and the lack of income that while related, force us to make changes in behaviour; to do things differently than we’ve done. It’s these changes in behaviour that elevate our stress levels. Understanding this can and does help immensely.

For starters, very few people actually look for employment when they are employed. If you are the exception, I’ll still bet you don’t go about looking for another job with the same level of intensity that you would were you entirely out of work. After all, your motivation for wanting a different job than the one you have at the moment is more for personal satisfaction or happiness, wanting to accelerate your career or to build on your current income. The work you do in your current job provides some level of income however, and so if you feel tired when you can finally turn to looking for work, you feel no hesitation to put off seriously looking for another day without guilt. There is much less urgency.

When you’re out of work completely, things change out of necessity. Suddenly you find yourself having no choice but to engage skills that might be rusty or completely foreign to you. Writing cover letters, thank you notes, lining up references, networking for leads, composing resumes, marketing yourself. You may not have had to do these things for a while and you might not find these things pleasant, so you haven’t invested any real-time in keeping up with latest trends in job searching or what employers want.

Secondly there’s the change in income or rather your change in behaviour that has to happen when your income changes. You can either keep spending like you’ve been used to and you’ll increase your personal debt, or you have to cut back and save where you can. Saving money and spending only what you have to is a change in behaviour that can add to your stress. Maybe you drop the social dinners out on Friday nights, start clipping coupons, drop the 3 coffees a day at your local café and only use the car when it’s necessary to save on fuel.

These two changes regarding your spending and having to engage in job search activities are both necessary and both things you’d typically like to avoid having to do. Here then is the reason for the stress; unwanted but necessary activity you begin to engage in.

While I acknowledge that we are unique in many ways, it is also fair to say that in many ways, most of us share similar feelings when out of work. We might feel embarrassment, shame, a lack of pride etc. and want to keep our unemployed status from friends and extended family. If we could only get a new job in a week or so we could then tell people that we’ve changed jobs. We do this of course because we want to save face, protect our ego, avoid worrying over what others might think of us and wanting to keep our relationships as they are. We worry they might re-evaluate us, think poorer of us, maybe even disassociate themselves from us. Ironic then that while worrying about possibly being disassociated with us many unemployed isolate themselves from social contact.

But I get it. When you’re unexpectedly out of work, you have really two options; get job searching immediately with intensity or give yourself a reasonable period in the form of a mental health break. This time might be good for grieving the loss of your job, venting the anger and bitterness until you can focus better on looking forward not back. You don’t want a trigger of some sort to suddenly have you spewing out venom towards a previous employer in a job interview after all.

When you’re ready to focus on looking for a new role, ask yourself as objectively as you can if you have the necessary skills to job search successfully. You might be good in your field of work, but are you as highly skilled as you need to be in marketing yourself? How are your interview skills ? Are you in uncharted waters or have you kept your résumé up-to-date?

I understand that job searching ranks pretty low on most people’s list of enjoyable activities. It’s understandable then that if you too don’t love job searching, you’ve done little to invest any time or money in honing your skills in this area. Suddenly of course, you hope the skills you do have will see you through.

You’re in a period of transition and you’ll feel a range of emotions. You’ll get frustrated, maybe even educated on how things have changed since you last looked for a job. You’ll feel demoralized perhaps and hopefully encouraged at times too. It’s the broad swings of emotions, raw and real that can catch you unprepared. These are normal when you are forced to deal with change out of necessity.