Sunday, March 25, 2012

Find the perfect business path for your personality


Clues to Find the Perfect Path for Your Personality

Nick LoreNicholas Lore is a bit of a renaissance man. In his younger days, he was a denizen of Greenwich Village, soaking up the sixties with his boarding school roommate John Sebastian, founder of folk-rock band The Lovin' Spoonful. He studied psychology, Eastern philosophy, anthropology and literature.
Lore later worked as a CEO, an entrepreneur, a manufacturing plant manager, a psychology researcher, a blues musician, an artist, a well driller, and a paper boy. "But I still had no idea what to do with my life," he says. "Work was just a way to make a living."
In 1981, Lore founded the Rockport Institute, developing a pioneer program in the career coaching field, and for the last three decades he has guided thousands of clients -- from all walks of life and ages -- through the steps of choosing a new career, an entrepreneurial path, or just finding a better-fitting job in their present field.
"I haven't worked a day in my life for over 30 years," Lore, now 67, says with a chuckle. "I have been having fun doing something I love to do and am absolutely passionate about. It is an elegant match with me."
The Pathfinder by Nick LoreLore recently released an updated edition of his 1998 bestselling book, The Pathfinder: How to Choose or Change Your Career for a Lifetime of Satisfaction and Success. In an interview with SecondAct.com, he talks about his eclecticcareer, career coaching and how people can really find jobsthat fit.
SA: What are the biggest mistakes people make when it comes to changing careers?
NL: People don't put in nearly as much time and attention to it as they really need to. The average man spends more time deciding what kind of car to buy. They don't treat it like the wonderful big question it is. The second thing is that we listen to the little voice in our brain that is always trying to minimize risk. It is just biology at work trying to keep us safe. The brain doesn't like risk and does its best to talk you out of anything risky. It wants to instantly return you to your comfort zone.
SA: How hard is it to start a new gig when you're seen as an "older" worker?
NL: Job search is difficult for everybody. The ways most people go about it don't work very well because essentially people want to hire people they know or someone they trust. They are not necessarily looking for the best person. They are looking for the person who is going to fit in. The secret is to make it personal. Forget all the jobs that are advertised now. You are probably not going to get one of those jobs. They are always going to hire the younger guy -- always, always. And so when you have some unusual circumstance, which could be age or other things, too -- you are green or 10 feet tall -- whatever it is...you have to make the case why you are the person who is going to both do the job brilliantly and fit in.
SA: What's new in your revised book? 
NL: Nearly half of the book is new, mostly better ways of helping readers design a career that fits perfectly. After 31 years of career coaching, our work still constantly evolves. The material has also been tweaked based on amazing new neuroscience research. We now know a lot more about how the brain works, and that allows us to create more powerful ways of helping readers look at their lives, their talents, their personalities, what's important to them, and what work will be the best fit.
SA: You call your coaching holistic. How so? 
NL: I've always thought it was important to look at a lot of different parts of a person and have clients make choices that fit the whole person because if you get one important piece of the puzzle really wrong, it can ruin your whole new career. The talents people have are multiple, and they are like instruments in a band, so you have to know what instruments you have in your band, and you have to know how to play those instruments together in harmony.
SA: What's the key to your coaching program?
NL: The great majority of people we work with are intelligent, complex -- people in midcareer who don't want to put up with waking up in the morning going "Uuhhh...this again." The first thing to do is have a client look for clues. They become a career detective looking for clues about the fit between themselves and the working world.
SA: What is the best way to do that? 
NL: To find clues, look at your life and what turns you on, what excites you, what matters, what you do well, what you care about -- your MO in terms of doing things. That's why I think it is very important to have a broad perspective and really examine everything you can find that may have impact -- even what you watch on television, what song lyrics mean something to you, what you don't like or do well in your present work. Everything is useful. Jot it down. It takes investigation, self-observation.
SA: How important is passion to finding a great job? 
NL: It's a clue. There are plenty of things, for example, I am passionate about... like sailing, but I wouldn't want to be a charter boat skipper. There are things to be learned from that, though. As a clue, what I learned is when you're sailing, you're making hundreds of little decisions all the time. I like constantly problem solving. You need to put together a clues list that becomes a definite components list and then turns to career ideas.
SecondAct contributor Kerry Hannon is a Contributing Editor for U.S. News & World Report and the author of Whats Next? Follow Your Passion and Find Your Dream Job.
This story originally appeared at SecondAct.com.

Friday, March 23, 2012


How Three Businesses Broke Into the Mommy Market

How Three Businesses Broke Into the Mommy Market
Photo by Nathan Mandell
Safety first: Jennifer Beall of CleanBeeBaby.
These days, it takes more than cutesy advertising copy to win the attention of moms--who control more than 85 percent of household spending. "We think of moms as the CEOs of the household," says Greg Duffy, co-founder of video monitoring platform Dropcam. Here's how he and other entrepreneurs in three key sectors--tech, retail and service--broke into the lucrative mommy market.
Dropcam
Photo courtesy of Dropcam
Tech. Dropcam sells a Wi-Fi video monitoring camera for $149 and offers DVR service plans that start at $9.95 a month. Basic live streaming, sharing and alert services are free.
What's different: It's the first monitoring camera for in-home use. The majority of customers are parents. Dropcam comes with night vision, 720p HD picture quality, two-way audio, motion-sensor alerts and 16x digital zoom, all in a pretty aluminum package that fits in the palm of your hand.
How it started: Greg Duffy co-founded Dropcam in January 2009 with the goal of building a camera that was simple to set up and allows you to watch a video feed from anywhere in the world, from many devices. The company, which raised nearly $6 million last September, debuted its HD product in January at the "Mommy Tech" section of the Consumer Electronics Show in Las Vegas.
Why moms dig it: Dropcam keeps sharp eyes and ears on kids, with applications like baby monitoring ("Moms are using it to catch their babies' first steps when they're not around," Duffy gushes); checking that older kids have arrived home safely; contacting children who are ignoring their cell phones; and sharing footage from birthday parties.
Smart moves: Busy parents have only a few minutes to decide if a product is worth buying, so Dropcam's marketing has always focused on immediate benefits for them, rather than listing feature-rich specs.
Sweet success: The first shipment of HD cameras sold out in a week. Dropcam's 2011 revenue was five times that of the previous year. Duffy notes the company is the largest inbound streaming site on the internet. "YouTube takes in about 48 hours of video every minute," he says, "and Dropcam is much, much larger than that. I have the bills from the data center to prove it."

5 Qualities of Remarkable Bosses


The 5 Qualities of Remarkable Bosses

Consistently do these five things and the results you want from your employees--and your business--will follow.
red carpet celebrity
Getty
In the eyes of his or her employees, a remarkable boss is a star. Remember where you came from, and be gracious with your stardom.
 
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Remarkable bosses aren’t great on paper. Great bosses are remarkable based on their actions.
Results are everything—but not the results you might think.
Consistently do these five things and everything else follows. You and your business benefit greatly.
More importantly, so do your employees.
1. Develop every employee. Sure, you can put your primary focus on reaching targets, achieving results, and accomplishing concrete goals—but do that and you put your leadership cart before your achievement horse.
Without great employees, no amount of focus on goals and targets will ever pay off. Employees can only achieve what they are capable of achieving, so it’s your job to help all your employees be more capable so they—and your business—can achieve more.
It's your job to provide the training, mentoring, and opportunities your employees need and deserve. When you do, you transform the relatively boring process of reviewing results and tracking performance into something a lot more meaningful for your employees: Progress, improvement, and personal achievement.
So don’t worry about reaching performance goals. Spend the bulk of your time developing the skills of your employees and achieving goals will be a natural outcome.
Plus it’s a lot more fun.
2. Deal with problems immediately. Nothing kills team morale more quickly than problems that don't get addressed. Interpersonal squabbles, performance issues, feuds between departments... all negatively impact employee motivation and enthusiasm.
And they're distracting, because small problems never go away. Small problems always fester and grow into bigger problems. Plus, when you ignore a problem your employees immediately lose respect for you, and without respect, you can't lead.
Never hope a problem will magically go away, or that someone else will deal with it. Deal with every issue head-on, no matter how small.
3. Rescue your worst employee. Almost every business has at least one employee who has fallen out of grace: Publicly failed to complete a task, lost his cool in a meeting, or just can’t seem to keep up. Over time that employee comes to be seen by his peers—and by you—as a weak link.
While that employee may desperately want to “rehabilitate” himself, it's almost impossible. The weight of team disapproval is too heavy for one person to move.
But it’s not too heavy for you.
Before you remove your weak link from the chain, put your full effort into trying to rescue that person instead. Say, "John, I know you've been struggling but I also know you're trying. Let's find ways together that can get you where you need to be." Express confidence. Be reassuring. Most of all, tell him you'll be there every step of the way.
Don't relax your standards. Just step up the mentoring and coaching you provide.
If that seems like too much work for too little potential outcome, think of it this way. Your remarkable employees don’t need a lot of your time; they’re remarkable because they already have these qualities. If you’re lucky, you can get a few percentage points of extra performance from them. But a struggling employee has tons of upside; rescue him and you make a tremendous difference.
Granted, sometimes it won't work out. When it doesn't, don't worry about it.  The effort is its own reward.
And occasionally an employee will succeed—and you will have made a tremendous difference in a person's professional and personal life.
Can’t beat that.
4. Serve others, not yourself. You can get away with being selfish or self-serving once or twice... but that's it.
Never say or do anything that in any way puts you in the spotlight, however briefly. Never congratulate employees and digress for a few moments to discuss what you did.
If it should go without saying, don't say it. Your glory should always be reflected, never direct.
When employees excel, you and your business excel. When your team succeeds, you and your business succeed. When you rescue a struggling employee and they become remarkable, remember they should be congratulated, not you.
You were just doing your job the way a remarkable boss should.
When you consistently act as if you are less important than your employees—and when you never ask employees to do something you don’t do—everyone knows how important you really are.
5. Always remember where you came from. See an autograph seeker blown off by a famous athlete and you might think, “If I was in a similar position I would never do that.”
Oops. Actually, you do. To some of your employees, especially new employees, you are at least slightly famous. You’re in charge. You’re the boss.
That's why an employee who wants to talk about something that seems inconsequential may just want to spend a few moments with you.
When that happens, you have a choice. You can blow the employee off... or you cansee the moment for its true importance: A chance to inspire, reassure, motivate, and even give someone hope for greater things in their life. The higher you rise the greater the impact you can make—and the greater your responsibility to make that impact.
In the eyes of his or her employees, a remarkable boss is a star.
Remember where you came from, and be gracious with your stardom.