American Indian College Fund to Continue College Access and Success Program with $2.5 Million, Three-Year Grant

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Native American and Alaska Native students are in a college-going and completion crisis.

Research shows the national rate of all students going to college within six months of graduation after high school is 70%. For Native American and Alaska Native students, those numbers are closer to 20%.

The American Indian College Fund knows that education improves the lives of individuals, their families, and entire communities, yet scholarships are not enough for student success. It needed to create a college-going culture with prospective students to ensure the transition to college and support them while in college. Thanks to a $2.5 million grant renewal for 36 months from the Andrew W. Mellon Foundation, the College Fund will continue its work to increase college access and success through the College Fund’s Native Pathways to College Program .

The College Fund’s Pathways program is divided into four components working with students. The High School Admissions Pathway program works to increase the college-going rate of Native Pathways participants closer to the national college going rate. The College Bridge Pathway works to bring Tribal College and Universities (TCUs) and area high schools together to help prepare students for the academic and social environments at college. The Tribal College Transfer Pathway aims to increase the retention rate of TCU students, increase the number of TCU graduates, and increase the number TCU graduates transferring to a four-year institution. The Student Success Pathway will support successful transition and increase retention of students who transition into a new institution of higher education.

The program will continue its work in broadening a college culture and college completion at more schools across the nation, with the goal of working with 90 reservation-based high schools and 30 TCUs in 11 states, impacting approximately 16,000 students. The College Fund will provide training materials and will work with students, staff, and community members on college access workshops, coaching, and events.

Cheryl Crazy Bull, President and CEO of the American Indian College Fund, said, “The College Fund and the Andrew Mellon Foundation share a vision of equity that emerges when young people see themselves as having an education that leads to a better life. Engaged, active citizenship rooted in Native identity is our goal. We know that all of society benefits from healthy communities, diverse knowledge, and improved economies. We are pleased that the Andrew. W. Mellon Foundation looks beyond the academy to the future of our society in our youth.”

About the American Indian College Fund

Founded in 1989, the American Indian College Fund has been the nation’s largest charity supporting Native higher education for 30 years. The College Fund believes “Education is the answer” and provided 5,896 scholarships last year totaling $7.65 million to American Indian students, with more than 131,000 scholarships and community support totaling over $200 million since its inception. The College Fund also supports a variety of academic and support programs at the nation’s 35 accredited tribal colleges and universities, which are located on or near Indian reservations, ensuring students have the tools to graduate and succeed in their careers. The College Fund consistently receives top ratings from independent charity evaluators and is one of the nation’s top 100 charities named to the Better Business Bureau’s Wise Giving Alliance. For more information about the American Indian College Fund, please visit collegefund.org .

 

 

 

6 Best Practices for Recruiting Both Active and Passive Candidates

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By Sarah Greesonbach

It’s a simple, frustrating truth that you can’t predict everything when it comes to recruiting for businesses. At some point in your role as a recruiter—perhaps more frequently than not—you’ll need to fill a position quickly and you’ll look for active recruitment strategies to do it. However, it’s not efficient or cost-effective to be in the active recruitment mode all the time. It’s important to also invest in building a passive candidate pipeline.

“Too many recruiters only offer an ‘apply or die’ approach to recruiting—either a candidate applies right now, or they might as well move on and not exist,” says Stanislaw Wasowicz, Chief Commercial Officer with Recruitd. “But if recruiters would give candidates the option to set an appointment in three months when their contract ends, it can start a conversation.”

There’s a strong case to be made for balancing the two approaches: recruiting active candidates for open roles today while actively building a passive candidate pipeline for future roles. But in order to do that, you need to strategically deploy different tactics that resonate with each candidate type.

Wasowicz defines an active candidate as one who is proactively searching for a job, and a passive candidate as one that’s happy with what they’re doing, not interested in changing jobs right now, but casually open to exploring other opportunities. But he’s quick to emphasize that, ultimately, the difference between an active candidate and a passive one is all context. A candidate can go from a passive one to an active one in a millisecond if they see an offer or an opportunity they’re interested in.

“Recruiters must remember that the passive and active candidate is the same person,” says Wasowicz. “When you see a report that 20 percent of the workforce is active and 80 percent is passive, that’s a number that switches over time because it’s tracking the mindset of those candidates. These are not different people—the same people can be active or passive at different times.”

Here are six tips that can help you build a recruitment strategy that attracts both active and passive candidates for the best possible mix.

Tactics for Reaching Active Candidates
Active candidates are hunting for a job and just as interested in finding a new role as you are in filling one. If you want to be effective in reaching the best possible active candidates for your job openings, keep these three things in mind:

1. Be Visible
First, make sure you’re visible to the candidates you’re interested in. Find out where they go online and invest your marketing budget in ads and outreach specific to your audience.

“You can’t just wait and hope that someone will fall into your lap,” Wasowicz explains. “No matter what niche audience you’re looking for, you can tailor your approach to different online spaces like forums on Reddit, social media platforms and membership sites like Kaggle.”

2. Look the Part
As you pursue visibility in the right places, make sure the message you’re putting out into the world is attractive to prospective active candidates.

“If you’re looking for software engineers, put some of your code on the job landing page and ask for feedback,” says Wasowicz. “Make sure active candidates see something they find attractive and relevant to their interests.”

3. Have Something to Say
A key part of your active candidate recruitment strategy needs to be refining your job description, messaging and intake content when a candidate finally reaches out.

“Once you have the attention of an active job candidate, you better have something to say,” says Wasowicz. “You can’t just have a conversation about basic benefits and perks, because every business has benefits and perks. You need to get your employee value proposition straight so candidates will know what you’re about.”

Tactics for Building a Passive Candidate Pipeline
Most passive candidates are already employed and do not want to—or contractually cannot—change jobs. That’s why the key to recruiting passive candidates lies in paving the way for a long-term relationship. Because while it might only be a matter of weeks before you fill a role with an active candidate, passive candidates average three to six months—and can require as many as 8–15 touch points to become active and decide to switch jobs.

Here are three key things to consider when making an effort to fill your talent pipeline with passive candidates:

1. Start with Forecasting
Recruiting is a notoriously reactive field in which recruiters are tasked with filling roles quickly and on short notice. That might work for active candidates who can hop on a company’s time table to fill a role, but passive candidates require more planning to make the timing work out.

“Some of the largest corporations in the world don’t know who they’ll need to recruit in a month’s time, whether they’re losing an employee to a planned retirement or a temporary maternity leave,” says Wasowicz.

“Looking at passive candidates means you have to play the long-term game and plan for your needs before there’s an opening.”

2. Research Your Target Audience
When you’re engaging passive candidates, don’t just blast inboxes with job descriptions out of context. Take the time to get to learn about the motivations and experiences of the candidates you want to recruit, then use that insight to create content, ads and visuals that will appeal to them.

“Sending an email blast to a passive candidate is like trying to kiss the first person you see when you walk into a bar,” jokes Wasowicz. “You need to make some eye contact first. For passive candidates, that means banner ads, simple GIFs, pictures and visuals to give them something light to engage with. When they react to that content, you’ll know there’s a mutual connection and you can retarget them with heavier content like videos and blogs, for example, until they’ll welcome a conversation.”

3. Track the Conversation
Once passive candidates start engaging with your content, keep an eye on what catches their attention. Use that information to inform your next move, which might involve adding more of a certain kind of media or rewriting or removing unpopular content.

“Are candidates clicking through to your website? Are they downloading your content?” Wasowicz asks. “If 90 percent of the candidates that land on your job site leave right away, it’s a clear sign you need to have the conversation somewhere else or rewrite your copy. The only way to get better at that is to measure all of those touch points and figure out what’s working.”

No matter how hard you work on forecasting your talent requirements, recruiting will inevitably remain a continuous business need that is difficult to plan for. Balancing active and passive candidate recruiting approaches allows you to fill the roles that need to be filled while slowly and purposefully building a cost-effective, long-term candidate pipeline.

Source: glassdoor.com/recruiting-active-and-passive-candidates/

You’re most likely to be single at 40 if you have one of these jobs

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People can be workaholics. Sometimes work becomes so hectic that people can block out everything else in their life—including love—in hopes of making a successful career for themselves.

There’s nothing wrong with that. In fact, being single longer is a trending topic in today’s society. There are plenty of benefits of staying single and marrying later in life.

Being financially independent, creating a successful career for yourself, and building a strong network of friends and coworkers are just a few of the things one can focus on if they’re not wrapped up in a committed relationship.

That’s not to say those things are impossible if someone is married, either. There’s just a lot of time that tends to be invested in those serious relationships that could be used for other things by single people.

Still, the thought of one being single later into their life made us wonder—what types of work are these people in that has them so wrapped up? We looked through some census data to see which jobs are most common for single people at age 40.

Top 10 jobs where you’re most likely to be single at 40

  • Bartenders: 74%
  • Tile installers: 73%
  • Food servers, nonrestaurant: 69%
  • Tour and travel guides: 65%
  • Parts salespersons: 64%
  • Personal-care workers: 63%
  • Flight attendants: 61%
  • Veterinary assistants: 61%
  • Postal-service mail workers: 60%
  • Food batch makers: 60%
  • Many of these professions seem to fall within industries with the highest turnover. A possible explanation for this could be that workers are so concentrated on their craft and making their careers as stable as possible that they cannot fit a serious relationship into their personal life schedule.

    A lot of these positions also offer the opportunity to travel for work, too, so people may believe that they’re better off traveling solo than bringing a partner along.

    Finally, a fair amount of the jobs listed have a commission aspect to them. There may be incentive to work longer hours with the opportunity to be paid more, again decreasing the opportunity workers have to enter a serious relationship.

    A logical reason why so many bartenders tend to remain single is that the majority of their income comes from their patrons’ tips—which can be increased with a little friendly flirtation. That’s definitely not a bad thing. Bartenders in some of the bigger cities are raking in six figures annually.

    Continue on to Fast Company to read the complete article.

    SACNAS will be hosting the 2020 National Diversity in STEM Conference coming to Long Beach, CA

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    SACNAS Partner Reception

    The Society for Advancing Chicanos/Hispanics and Native Americans (SACNAS) is excited to be hosting the 2020 National Diversity in STEM Conference in Long Beach, CA on February 25! Come learn about partnership opportunities and ways to optimize your presence.

    Your partnership is critical to the conference success and engaging diverse students and professionals in STEM.

    We anticipate 5000+ attendees and are developing the partnership advisory group consisting of local and regionally based institutions and companies to help guide programming.

    In addition, we have developed a cultural advisory committee to ensure that we take into consideration the cultural context of the region. Our goal is to continue to serve as a bridge for academia, government, and industry in achieving diversity, equity, and inclusion.

    For more information, visit sacnas.org

    5 times it makes sense to include your high-school job on your résumé

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    Whether it was bagging groceries, manning the fast food drive-through, or babysitting, many of us had jobs in high school. Entry-level roles give us our first workplace experience and help shape our work ethic. But do they belong on a résumé?

    According to a report by recruitment software provider iCIMS, 70% of recruiters identified past work experience as being more important than an entry-level applicant’s college major. But there is not a one-size-fits-all approach for knowing how far back to go on your résumé, says Amy Warner, iCIMS director of talent acquisition.

    Think about what you want to convey to the employer,” she says. “Highlight the roles or skills that are relevant.”

    Career experts often recommend going back about 10 years on your résumé. Here are five times when adding your part-time positions to your résumé could be helpful within or even after that timeline:

    1. If the experience is relevant

    If the role is relevant and you can connect the dots to the job you’re applying for, keep it on your résumé, says William Ratliff, career services manager at Employment BOOST, a professional résumé writing and career services firm.

    “For example, a job you had bussing tables or serving coffee in college won’t help much if you’re applying for a marketing management role five years out of school,” he says. “If you’re fresh out of college with no job history, those positions can help showcase your work ethic and customer service skills, but they lose relevance as soon as your professional career begins in earnest.”

    Be strategic in how you present your customer service-oriented roles. Ratliff recommends searching job descriptions for skills and traits that crossover, like team leadership, problem-solving, financial reporting, relationship building, or anything you else you can feasibly connect to the positions.

    “Focus your résumé’s content on those skills, how you used them, and the concrete result of their application,” he says. “That way, your résumé will include the right key terms while illustrating how you benefited your former employers in those roles.”

    2. If the job was in the same industry

    Listing high school and college jobs can be helpful if they demonstrate you’re familiar with the industry, says Dr. Wanda Gravett, academic program coordinator for Walden University’s MS in Human Resource Management program.”Listing that early experience could advocate for your foundational knowledge and learning from the bottom up,” she says. “Coupled with your education, this might be a good sell and get you in the door for a low- to mid-level position.”

    Candace Nicolls, senior vice president of people and workplace at Snagajob, an hourly job marketplace, agrees. “If you’re applying for a role that’s related to an hourly job you once had, list it,” she says. “If you want to get into merchandising, list your retail experience. Mention your restaurant experience if you want to work at their corporate headquarters. Nothing teaches hustle like hourly jobs.”

    3. If you were promoted

    If you started washing dishes and worked you way up, include your experience, says Louisiana restauranteur Chris McJunkins. “If you show growth, such as starting as a busboy and making it to manager, it is something I would want to show,” he says. “Your future employer would see that you started here and were respected enough to keep getting promoted.”

    McJunkins started in the restaurant business at age 15 bussing dishes and now owns his own independent restaurant, eight Walk-On’s Sports Bistreaux locations, and one Cantina Laredo. He says if you can do restaurant work, you can do anything.

    “You deal with people on every single level, he says. “If you’re in management, you’re dealing with employees of all different educational and financial backgrounds. And you’re dealing with all levels of people with customers. You learn to communicate with people.”

    4. If you want to demonstrate work ethic

    High school or college jobs often demonstrate your level of motivation, says Dena Upton, vice president of people at Drift, a conversational marketing and sales platform. “These jobs can be a great indication of your work ethic and drive—particularly if you are early in your career,” she says.

    For example, if you were a manager of a restaurant when you were in college, it can speak to leadership experience. Or if you were a retail salesperson, it can demonstrate your customer service abilities.

    If you had a part-time job and participated in extracurricular activities, this can be especially telling, says Upton. “You shouldn’t shy away from showcasing things like sports achievements or volunteering, as not only do they paint a fuller picture of who you are and what makes you tick,” she says, “but they can be a great indication of your leadership, time management, and teamwork skills.”

    5. If you plan to talk about the job in an interview

    Employers often ask behavioral-based questions during an interview, such as “Tell me about a time when you had to deal with a difficult customer.”

    Continue on to Fast Company to read the complete article.

    New Article Shows Tribal Colleges and Universities’ Unique Role in Building American Indian Nations

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    Denver, Colo., February 2, 2020—Tribal colleges and universities are unlike any other higher education institution. Cheryl Crazy Bull, president and CEO of the American Indian College Fund, wanted to tell the story of how these remarkable institutions serving Indian reservation communities provide an education to the nation’s most underserved student population—while also supporting the process of rebuilding tribal identity and tribal nations. Crazy Bull gathered four tribal college presidents and experts in Native higher education to share how they do this work in their diverse tribal communities. The result of their work, titled “Tribal Colleges and Universities: Building Nations, Revitalizing Identity,” has been published in Change: The Magazine of Higher Education, Volume 52, 2020.

    The article is co-authored by Crazy Bull, who also served as a tribal college president for 10 years at Northwest Indian College in Washington state, with veteran tribal college educators and presidents Dr. Cynthia Lindquist, Cankdeska Cikana Community College, North Dakota; Raymond Burns, Leech Lake Tribal College, Minnesota; Dr. Laurel Vermillion, Sitting Bull College, serving the Standing Rock Nation in North Dakota and South Dakota; and Dr. Leander “Russ” McDonald, United Tribes Technical College, North Dakota.

    The article takes an in-depth look at the distinctive but overlapping approaches four tribal colleges use that support tribal nation-building. The narratives focus on how the presidents’ institutions work impacts their communities, such as culturally competent health and wellness programming, economic revitalization, workforce development, language restoration, community capacity building, and tribal governance.

    Tribal colleges and universities (TCUs) are tribally controlled institutions with unique characteristics – a majority American Indian/Alaska Native (AIAN) student enrollment, predominately or entirely Native governing boards, culturally rooted curriculum, community-driven programming, and a commitment to tribal self-determination.

    Copies of the article are available online at Taylor and Francis at https://www.tandfonline.com/doi/full/10.1080/00091383.2020.1693819.

    About Cheryl Crazy Bull

    Cheryl Crazy Bull is the President and Chief Executive Officer of the American Indian College Fund, headquartered in Denver, Colorado. Her experience and research are primarily with and about tribally controlled education and leadership.

    About Cynthia Lindquist

    Cynthia Lindquist is the President of Cankdeska Cikana Community College, Spirit Lake, North Dakota. In addition to her higher education administration expertise, she shares her knowledge about community-based research, health and wellness, and equity through presentations and publications.

    About Raymond Burns

    Raymond Burns is President of Leech Lake Tribal College in Minnesota. His primary focus has always been on finding ways for Native students to achieve their academic best and help rebuild Indigenous communities to the status and importance that they once had.

    About Laurel Vermillion

    Laurel Vermillion is President of Sitting Bull College, located on the Standing Rock Nation straddling south central North Dakota and north central South Dakota. A former elementary teacher, Laurel is particularly focused on language revitalization and building community-wide initiatives that restore cultural practices and knowledge.

    About Leander McDonald

    Leander “Russ” McDonald is President of United Tribes Technical College, Bismarck, North Dakota. Russ has served as Chairman of the Spirit Lake Dakota and as a regional representative to the National Congress of American Indians. He is an experienced researcher and promotes tribal self-determination through education and outreach.

    About the American Indian College Fund

    Founded in 1989, the American Indian College Fund has been the nation’s largest charity supporting Native higher education for 30 years. The College Fund believes “Education is the answer” and provided $7.72 million in scholarships to 3,900 American Indian students in 2018-19, and over $221 million in scholarships and community support since its inception. The College Fund also supports a variety of academic and support programs at the nation’s 35 accredited tribal colleges and universities, which are located on or near Indian reservations, ensuring students have the tools to graduate and succeed in their careers. The College Fund consistently receives top ratings from independent charity evaluators and is one of the nation’s top 100 charities named to the Better Business Bureau’s Wise Giving Alliance. For more information about the American Indian College Fund, please visit www.collegefund.org.

    American Indian College Fund Publishes Free Career Planning Guide

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    Native American college students have unique needs and challenges in higher education. Navigating their developing career paths while honoring their indigenous identities and communities is no different. To help Native students plan for and accomplish their career goals in college and at any stage of life, the American Indian College Fund has published a new “Career Pathways” guidebook.

    While many career planning resources exist to help students prepare for work, the new “Career Pathways” guidebook was created by the American Indian College Fund (the College Fund) to provide tailored resources and advice to meet the unique needs of indigenous students. The guide is filled with culturally relevant career preparation resources, including the advice of Native professionals and teachers shared from their own valuable experience. Tom Brooks (Mohawk), Vice President of External Affairs at AT&T and a member of the College Fund’s Board of Trustees, introduces the publication with his own inspirational journey through education, career possibilities, and the fulfillment of his current path.

    The “Career Pathways” guidebook includes articles on identifying career goals, finding internships, applying to graduate school, studying for a skilled trade certification, interviewing skills, the advantages of joining a professional association, planning a career in Indian Country, and more. All articles are written with insight into Native culture, such as incorporating indigenous style into professional wardrobes and finding careers that reflect Native graduates’ cultural, tribal, and personal values.

    Career Pathways is available free of charge at www.collegefund.org/careerpathways. The new publication is a key to career readiness programs implemented at select tribal colleges and universities nationwide and will be distributed at the American Indian Higher Education Consortium (AIHEC) Legislative Summit in Washington, D.C., February 3-7, 2020, and AIHEC’s Student Conference in March 2020 in Albuquerque, New Mexico. High school and college educators, career counselors, and Native student centers are encouraged to share the publication with their students.

    About AT&T: AT&T Inc. (NYSE:T) is a diversified, global leader in telecommunications, media and entertainment, and technology. It executes in the market under four operating units. WarnerMedia is a leading media and entertainment company that creates and distributes premium and popular content to global audiences through its consumer brands including HBO, Warner Bros., TNT, TBS, truTV, CNN, DC Entertainment, New Line, Cartoon Network, Adult Swim, Turner Classic Movies and others. AT&T Communications provides more than 100 million U.S. consumers with entertainment and communications experiences across TV, mobile and broadband services. Plus, it serves nearly 3 million business customers with high-speed, highly secure connectivity and smart solutions. AT&T Latin America provides pay-TV services across 11 countries and territories in Latin America and the Caribbean, and is the fastest growing wireless provider in Mexico, serving consumers and businesses. Xandr provides marketers with innovative and relevant advertising solutions for consumers around premium video content and digital advertising through its AppNexus platform.

    About the American Indian College Fund—Founded in 1989, the American Indian College Fund has been the nation’s largest charity supporting Native higher education for 30 years. The College Fund believes “Education is the answer” and provided $7.72 million in scholarships to 3,900 American Indian students in 2018-19, with nearly 137,000 scholarships and community support totaling over $208 million since its inception. The College Fund also supports a variety of academic and support programs at the nation’s 35 accredited tribal colleges and universities, which are located on or near Indian reservations, ensuring students have the tools to graduate and succeed in their careers. The College Fund consistently receives top ratings from independent charity evaluators and is one of the nation’s top 100 charities named to the Better Business Bureau’s Wise Giving Alliance. For more information about the American Indian College Fund, please visit collegefund.org.

    How to Write a Job Description

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    By Judith Lindenberger

    Think of a job description as a “snapshot” of a job.

    The job description needs to communicate clearly and concisely what responsibilities and tasks the job entails and to indicate, as well, the key qualifications of the job—the basic requirements (specific credentials or skills)—and, if possible, the attributes that underlie superior performance.

    Following is a quick look at the categories that make up a well-written job description:

    –Title of the position
    –Department
    –Reports to (to whom the person directly reports)
    –Overall responsibility
    –Key areas of responsibility
    –Consults with (those who the person works with on a regular basis)
    –Term of employment
    –Qualifications (necessary skills and experience required)

    Educational requirements and experience requirements are the areas where inadvertent discrimination may occur. Educational requirements must be a real necessity for the job. If someone could accomplish the work with equivalent job experience but who lacks a specific credential, the job description should be modified. And to avoid age discrimination, experience should not include an upper limit.

    Sample job description:

    Title of the position: Senior Mailroom Clerk
    Department: Operations
    Reports to: Building Services Supervisor
    Overall responsibility: Supervise mailroom staff and interface with all levels of management regarding mail and supply deliveries

    Key areas of responsibility:
    –Maintain established shipping/receiving procedures
    –Sort and distribute mail on a timely basis
    –Maintain all photocopiers, fax machines, and postage meters
    –Order, store, and distribute supplies
    –Facilitate all off-site storage, inventory, and record management requests
    –Document current policies and procedures in the COS Department as well as implement new procedures for improvement
    –Oversee the use of a company van when needed
    –Ensure that water and paper is available for customers on a continuous basis

    Consults with
    -Building Services Supervisor
    -Mailroom staff
    -All levels of management

    Term of employment
    -12 months

    Qualifications:
    -Strong sense of customer service
    -Good organizational skills
    -Ability to lift a minimum of 25 pounds
    -Supervisory experience in a corporate mailroom environment
    -Good driving record

    Tips:
    Don’t rely solely on a job’s history as you’re putting together a job description for today. Focus instead on what the job needs to be in light of the organization’s current needs and long-term objectives.

    A task is what the person in the job will actually do. Qualifications are the skills, attributes, or credentials a person needs to perform each task. Clarify the actual tasks and responsibilities before you start thinking about what special attributes will be needed by the person who will be fulfilling those responsibilities.

    A well-written job description consists of more than a laundry list of the tasks and responsibilities that the job entails. It reflects a sense of priorities.

    Credentials (such as degrees and licenses) are absolute necessities in some jobs. The thing you want to make sure of, however, is that whatever credentials you establish have a direct bearing on the candidate’s ability to become a top performer.

    The job you describe must be truly doable. When you’re lumping several tasks into the same job description, make sure that you’re not creating a job that very few people could fill.

    Use specific language. For example: Warning! A job description is generally regarded as a legal document. Any references to race, color, religion, age, sex, national origin or nationality, or physical or mental disability is illegal.

    First-time leaders need to stick to these 4 truths to succeed

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    Congratulations! You have just been promoted to a leadership role in your company. You have aspired to be a manager and leader throughout your career, and you have finally achieved it. Now, here’s the bad news.

    Research conducted by CEB shows that 60% of all new managers fail within the first 24 months of their new position. And the main reason they fail is that they were not trained properly on how to manage other people and be an effective leader in the first place. You don’t want to add yourself to that statistic, do you?

    As a first-time manager, your job is to focus on building trust, engagement, and culture within your team of direct reports. Effective management is about a lot of other things, too, but at the end of the day, culture and the way people work with each other on your watch is what has to come first. The people you work with have to trust you and believe in the culture you are building before they can believe in and ultimately execute the strategy you are giving them.

    In my own career, the people I looked up to the most or learned the most from were individuals who cultivated that sense of trust. They engaged with me, and other team members, on a personal level. They welcomed a direct connection. And they took it upon themselves to get to know me and see me as more than just someone they were managing.

    This past year, I took on a new role within SAP as head of Partner and Small and Mid-Size Business (SMB) Marketing. I am responsible for a team of 100 people across four or five levels within the organization, spread across four continents.

    After reflecting on what I appreciated most about my own managers, I wanted my new team to know I was always available for a one-on-one chat, whether the conversation was work-related or not. My belief, and what I have learned from my managers before me, is that in order to build trust if someone on your team needs to talk, that relationship needs to be a priority.

    Once you have trust as your foundation, you can begin helping your team adopt these four things necessary for them to be successful.

    Show (don’t just “tell”) people how to have an urgency for change

    Companies that succeeded in the past oftentimes struggle to find their next big leap forward.

    I have been at SAP for 14 years, and I have witnessed moments (just like any other company) where new strategies and changes are adopted immediately and effectively and other moments where new strategies and changes are forgotten and tossed by the wayside. When changes don’t get implemented, it is not necessarily because they are more difficult to execute. It is often because the environment, the team, is not prepared in order to internalize that change.

    In a metaphor, “change” is sort of like planting a tree.

    First, you have to prepare the ground (your team’s culture), so that it has the best chance of growing and flourishing the way you would like it. Second, you have to show people how and why the changes you are proposing matter. People need to see and understand for themselves the long-term impact—not just be given a task with minimal visibility of the larger strategy. And third, you as the manager need to make each and every person involved see how they fit into the bigger picture. Human beings need to know why their part matters, and how their individual efforts impact the efforts of the group.

    What tends to happen instead is new leaders take a seed, throw it onto rocky ground, and say, “Here’s our new strategy.” They offer minimal explanation into how or why it matters. They don’t help people see how their individual efforts matter. And then they get frustrated when nobody feels a sense of urgency to implement the changes into their daily responsibilities.

    You have to put people first, always

    The only asset we truly have is our people. Our people are who keep the company moving forward, our people are who keep our customers and partners engaged, and our people are who collectively create the entire energy and culture of the organization. This means it’s my job, and the job of all the other managers, to ensure our people feel happy, motivated, and like they’re making an impact. It’s our job to make sure they don’t feel like they are being lost in the shuffle of the company’s fast-moving environment.

    Celebrate as a team. If one person or a small group of people accomplishes something, allow everyone to be part of that milestone. This will make the success more meaningful for those involved and stand as motivation for everyone else.

    Support the efforts that don’t succeed. When team members go outside the scope of what is “normal,” try their hand at something new, and fail, their courage to be wrong is the quality that should be highlighted—not the failure itself. It’s the Thomas Edison principle. Your team might fail nine times out of ten, but that 10th time, you all may invent the light bulb together.

    Hold people accountable by acknowledging their intentions. At the end of the day, people are human beings. Sometimes, we’re wrong. The manager’s job then is to create a space where being wrong is okay—but to also hold people accountable to ensure the idea was given its best effort.

    Create a culture of openness and sharing

    Oftentimes, the best ideas will come from your team—not you.

    As a manager, you have to be the one to set the bar higher for your team. I’m not just talking about the goals team members set for themselves, but how they go about achieving them in the first place. Effective leadership is not just about “knowing the answer” but being able to facilitate conversations in a way that allows the best ideas and “answers” to unfold on their own. Every project and initiative your team takes on, ask yourself, “Have I raised the bar enough? Did we go beyond what was expected, and do something we can be proud of?” The more your team can lift itself because of the culture you have built and the expectations you have set, the less you will have to continually do it for them.

    Unfortunately, a lot of first-time managers (and even seasoned managers) don’t allow their teams to achieve their full potential, because they get wrapped up in their egos.

    They feel like unless they are the ones to come up with the idea, they aren’t going to have a job anymore. Or, they need to feel like they’re running the show and being seen as the leader, instead of taking a step back and letting the best idea (from whomever) emerge on its own. They say they want to collaborate but, in reality, they want to be the center of attention. As a result, the team reciprocates and feels like their efforts don’t really matter. They learn to just sit back and accept things as they are, instead of helping push the bar higher and uphold the team’s standard for excellence.

    As a manager, your number one job is not to be the smartest person in the room. Your job is to essentially organize the room, and make sure the right people are working on the right things, together. From there, your job becomes about having an open mind, listening, and deciding who needs who else in order to be most successful.

    Continue on to Fast Company to read the complete article.

    What Are the Highest-Paying Jobs?

    LinkedIn
    collage image of a doctor and patient, dentist and patient and a professional woman with a lab coat on

    Let’s be honest—who doesn’t want to earn more money? While salary is far from the only thing that matters when considering a career path, it is definitely an important factor.

    Figuring out what a job pays will help you, in part, decide whether or not a field is right for you.

    Recently, the Economic Research team at Glassdoor sifted through the millions of data points on our site to identify which jobs pay top dollar.

    See below for a preview of the top 15 highest-paying positions.

    1 Physician
    Median Base Salary: $193,415
    Number of open jobs: 40,000+

    2 Pharmacy Manager
    Median Base Salary: $144,768
    Number of open jobs: 4,200+

    3 Dentist
    Median Base Salary: $142,478
    Number of open jobs: 11,600+

    4 Pharmacist
    Median Base Salary: $126,438
    Number of open jobs: 7,967

    5 Enterprise Architect
    Median Base Salary: $122,585
    Number of open jobs: 16,900+

    6 Corporate Counsel
    Median Base Salary: $117,588
    Number of open jobs: 4,900+

    7 Software Engineering Manager
    Median Base Salary: $114,163
    Number of open jobs: 21,500+

    8 Physician Assistant
    Median Base Salary: $113,855
    Number of open jobs: 41,800+

    9 Corporate Controller
    Median Base Salary: $113,368
    Number of open jobs: 7,400+

    10 Software Development Manager
    Median Base Salary: $109,809
    Number of open jobs: 50,100+

    11 Nurse Practitioner
    Median Base Salary: $109,481
    Number of open jobs: 19,500+

    12 Applications Development Manager
    Median Base Salary: $107,735
    Number of open jobs: 32,100+

    13 Solutions Architect
    Median Base Salary: $106,436
    Number of open jobs: $59,500

    14 Data Architect
    Median Base Salary: $104,840
    Number of open jobs: 21,700+

    15 Plant Manager
    Median Base Salary: $104,817
    Number of open jobs: 6,500+

    Methodology
    Glassdoor’s 25 Highest-Paying Jobs in America report identifies the jobs with the highest annual median base salary, using a proprietary statistical algorithm to estimate annual median base pay, which controls for factors such as location and seniority. Job titles must receive at least 100 salary reports shared by U.S.-based employees over the past year (7/01/18–6/30/19).

    The number of job openings per job title represents active job listings on Glassdoor as of 8/26/19. This report takes into account job title normalization that groups similar job titles. C-suite level jobs were excluded from this report.

    This is the most essential trait you need to land any job

    LinkedIn
    Hiring manager interviewing potential candidate for a job

    There’s no denying the value of having relevant experience and a winning personality when you’re looking to land a new job. However, a recent study conducted by TopResume confirms there is another quality that employers find even more attractive when making hiring decisions.

    When asked “Which of the following is most important in a candidate?” nearly half of the recruiters and hiring managers cited potential as the number-one factor, beating out experience (37%), personality (16%), and education (2%).

    But what, exactly, is potential, and how can you demonstrate this trait to prospective employers during your job hunt? While there are various definitions floating to describe a “high potential” (HiPo) employee, it ultimately boils down to two qualities: problem-solving skills and a willingness to learn.

    SOLVE PROBLEMS CREATIVELY
    Managers are always looking for people who will bring solutions, rather than problems, to their departments. These are the types of hires who will provide the most value to the company, no matter if the position is in customer service, public relations, or engineering. Employers across all fields want to find workers who will face challenges head-on and seek creative solutions, rather than avoiding the situation or ignoring it entirely.

    DESIRE TO LEARN AND GROW
    Thanks to the fourth Industrial Revolution’s rapid pace of change, expertise has a shorter shelf life than ever before. In fact, according to Dawn Graham, PhD, author of the book Switchers: How Smart Professionals Change Careers and Seize Success, most of us will be forced to become career switchers at some point in the future because of these constant changes. No wonder employers are interested in candidates who have the willingness and ability to grow and adapt to new circumstances and challenges in the workplace. The best employees are lifelong learners, people who actively seek out new experiences, knowledge, and feedback to increase their skills and add value to their organizations.

    THREE WAYS TO DEMONSTRATE POTENTIAL
    Our research confirmed that most employers evaluate these qualities in a candidate based on what they find on a person’s résumé and during the interview process. Here’s how you can show hiring managers you’ve got the potential they’re seeking in their next top hire.

    PREPARE PROOF POINTS
    Anyone can declare a knack for tackling problems or a love of learning on their job application or during an interview. However, if you want to convince recruiters you possess these desirable skills, you need to offer proof.

    Start by brainstorming a list of examples in your career when you demonstrated creativity in order to solve a problem, learn a skill, or meet a goal that benefited the company. For example, perhaps you gave yourself a crash course in blockchain technology to prepare a pitch for a potential client that your team successfully landed. Or maybe you delved into YouTube videos or took the initiative to complete an online course to quickly learn a new skill that was required to successfully complete a work assignment.

    Spend time fleshing out the stories that best illustrate your skills. Then, determine which of these stories can be woven into your résumé or your interview responses.

    MAKE SURE YOUR RÉSUMÉ LEADS WITH RESULTS
    Review your list and flag the stories that resulted in an achievement or a contribution that benefited your employer, such as lower costs, safer operations, greater profits, happier customers, etc. These will be the most appropriate examples to incorporate into your résumé.

    Use the bullet points under your résumé’s Work History section to highlight these successes. Where possible, begin each bullet point with the result of your efforts and then describe the actions you took to achieve such a result. This is known as the “result by action” format. The “action” part of this bullet point is your opportunity to specifically demonstrate how you leveraged a specific skill to provide value to your former employers.

    In the cases where you completed training programs, courses, or certifications to expand or deepen your skill set, be sure to include these professional-development activities in your résumé’s Education and Professional Development sections.

    PREPARE FOR BEHAVIORAL-BASED INTERVIEW QUESTIONS
    Employers often ask candidates to describe how they behaved during a particular situation in the past in order to gauge how they might perform in a similar situation in the future. The sample behavioral interview questions below are designed to help interviewers assess your ability and willingness to adapt, to think creatively, to solve problems, and to take initiative—in other words, your potential.

    Describe a time where you had to solve a difficult problem. How did you handle it?
    -Tell me about the first job you ever had. What did you do to learn the ropes?
    -Give me an example of a time when you had to think on your feet in order to delicately extricate yourself from an awkward situation.
    -Tell me about a situation in which you recognized a potential problem as an opportunity. What did you do? What was the outcome?

    Continue on to Fast Company to read the complete article.