The book

The backstory
Kreamer begins the book with her own experience at Viacom, where she was a senior executive at MTV Networks.  She recalls a heated encounter with Sumner Redstone, Viacom’s then CEO.  The ensuing tears leads her to investigate and subsequently write a book about emotions in the workplace.

Why it’s relevant to you
Challenging projects, difficult bosses, and stubborn co-workers can lead one to strong emotions.  Whether it’s fear, anger, or anxiety, it’s important to manage them appropriately — not only to improve personal happiness but also workplace performance.

Key takeaways
The author cites a powerful tip from Mary Prefontaine, President and CEO of the ICAN.  Mary recommends that employees create an emotional journal to document what they are feeling, a few times a day.  Once you’ve documented what you are feeling, use Kraemer’s tips on how to manage fear, anger, and anxiety (see below).

Why this is better than other books about workplace emotions
Kreamer makes her points with detailed research and brings them to life with personal anecodotes.  You’ll be hard pressed to find other authors that care about this topic as deeply as Kreamer.

It’s a great reminder to job seekers: if you want to convey a message, tell a story.  Here’s why stories work well during the interview.

Stories are fun and engaging.
Most interview responses are boring and lack excitement.  By sharing vivid stories, you appear to be an interesting, well-liked person.

Stories are memorable.
Most interview responses are undifferentiated.  However, stories are personal, and personal stories make you stick out in the interviewer’s mind.  When there’s a large number of job candidates, sticking out is certainly better than blending in.

Good stories deliver a single message.
The best storytellers have one main message behind a single story.  Excellent storytellers, like Carnegie, use multiple stories to reinforce a single message. If there’s anything to be learned from a good marketer or politician, it’s that listeners want simple, focused messages.  A single, well-crafted message makes more impact than multiple, undeveloped messages.

Stories offer evidence.
Let’s say an interviewer asks you, “How would you handle a stressful situation?” If you answer with a hypothetical response, it shows you know what needs to be done.  But if you answer with a story, it shows that you’ve actually done it before — and most likely can do it again.

Stories convey emotion.
Stories typically share emotion: anxiety, fear, or joy.  Emotions make us human.  Oprah Winfrey is a great example of someone who freely shares her emotions.  And whether she shares joy or anxiety, it reminds us that she’s just like the rest of us — which makes her more likable.

How did you decide to devote your career to HR & career management?
I am like many people who got to their current career quite by accident.  I was on the faculty at the University of California, Riverside and after 6 years of professorial life decided to move into private industry.  Human resource management was the path of least resistance.  Once I got started, it was clear the profession could use some new ideas.  Years later, here I am combining my academic training and practical experience to publish on subjects of interest to everyday people.  As luck would have it, the way in which employees survive and prosper in this chaotic and stressful environment is also of considerable interest to the institutions that employ them.  I now have a new career—consulting with employers and employees.

What inspired you to write this book?
As the Chief Human Resources Officer for the Business Process Outsourcing division of Andersen Consulting, I could see the impact that globalization and technology was having on the lives of individuals.  In the world of outsourcing, employees have to transfer from one company to another—something few ever thought they would have to do.  This process may sound easy, but it is very stressful and only the tip of the iceberg.  Because of globalization and rapid advances in technology we are in the midst of a worldwide redeployment of the workforce.   The idea of “jobs for life” has quickly morphed into jobs for only as long as you are needed by your employer—and far too often, that’s not very long. The implications of this change began to touch every aspect of our lives; and the world of work, as we knew it, changed.
It was clear that individual workers could use some help in coming to grips with what was happening as well as with understanding its implications.  My first two books on the subject were written with that in mind and are appropriately titled:   Are There Any Good Jobs Left? Career Management in The Age of the Disposable Worker (Praeger, 2006) and Cracking The New Job Market: The 7 Rules for Getting Hired in Any Economy (AMACON, 2011).

Your book emphasizes the importance of using “vale-added key words” for their resume.  What’s the biggest mistake people make when identifying these value-added key words?
The biggest mistake comes as a result of not knowing about the exercise in the first place.  Trying to use a generic resume to gain the attention of hiring managers puts you behind the 8-ball in your competition with others applying for the same jobs but who understand how to use their resumes as more customized instruments.  But even those who know about the keyword exercise make the mistake of viewing the process too narrowly.  That is they see it only as a tool for resume customization.  The truth is that moving from one job to another (as the instability of jobs may dictate) requires more than a customized resume.    It requires an entire shift in mindset about the job market and how it relates to your career.

How does someone know when they have made the transition to a new mindset?
That’s a great question and I am glad you asked it.  “Process” oriented applicants tend to be more interested in responding to the specific challenges posed in the position description.  For example, if the position calls for someone with 5 years of project management experience, they will make sure they mention that credential in their resume.  Though that is a step forward as compared with more generic resumes, it is far from sufficient.  More experienced applicants (those with a more developed mindset) will go further to understand the value the hiring organization wants created when they ask for specific qualifications.  That’s why it is important to not only mention that you have 5+ years of project management, but also demonstrate what you were able to accomplish as those skills were deployed especially as it relates to what the employer needs you to accomplish if you are the successful candidate.

You will have a sense of having crossed the mindset threshold when the first question you ask about a new job opportunity is: “What do they need me to accomplish?”–rather than “Will my resume get through their screening process.” The two questions bring different mindsets to the same situation.

Many job seekers struggle with writing accomplishment statements.  What are your best tips for overcoming that hurdle?
Good accomplishment statements are difficult to write and are best completed in stages rather than in one fell swoop. Here is a five stage process to follow that should help.

1. Carefully review the position description of the job in which you are interested and identify the “keywords” the employers uses to describe the value they want creation in filling the job.
2. List your various professional experiences   Reverse chronological order is usually best.  At this point, do not worry about polishing the verbiage.  Just put the accomplishments in writing.
3. Qualify and quantify each experience by specifically stating what was accomplished with each accomplishment.
4. Where possible, insert the exact same language used in the position description the company used to describe the value they want created once the position is filled.
5. Add qualifiers that demonstrate managerial ability—i.e., qualifiers that demonstrate sensitivity, complexity and unusual circumstances.

For more detail, consult chapter 2 of my new book, Cracking the New Job Market.

Your book mentions that job seekers should coach their job references.  Do you have any examples of the best way of doing so?
First, make sure each reference will give you a “strong” recommendation.  Ask them directly, “Are you in a position to give me a strong recommendation?”  If you sense hesitation but they say yes, accept but hesitate to add them to your final list.  Anything but the strongest of recommendations from your hand-picked references will be a red light to hiring managers.

Second, coach your references in areas that are of particular interest to interviewers.  You know what those are from the position description you used to customize your resume. For example, if the position description calls for someone with project management skills and political savvy, you might say the following to a reference:  “I hear they are interested in someone with project management and leadership skills—you know–someone one who has the political savvy to get things done. Any comments you could make about these would be helpful.  Also, let me know if you need additional information about what I have accomplished in these areas.“   If they want more information, give them a carefully scripted set of accomplishment statements.

What are your best tips in using LinkedIn for the job search?
LinkedIn is a wonderful social networking tool specifically designed for white collar professionals.  As such there are numerous ways to use it for purposes of advancing your job search including: letting all your contacts know you are looking for employment; engaging your network for job leads; getting introductions to people you do not know but who are connected to others in your network; contacting people you and your network are otherwise not connected to, including hiring managers; making your on-line resume available and attractive for employers; and many other ways.
For additional tips, pay attention to how others use it for networking and job search purposes.   There are more ways to use LinkedIn than can possibly be included here.

It is a difficult job market– Any other pieces of advice for aspiring job seekers?
It’s a new day out here and the rules continue to evolve day by day.  Do all you can to find out what the new rules are and apply them to your situation. Until you are re-employed and perhaps even after, stay tethered to the job market by keeping your skills current.  This may mean taking a class or two; doing volunteer work that allows you to use, develop and demonstrate your professional skills; or taking on project assignments.   As you do these things make sure they are more than just activities.  That is, accomplish something of which you can be proud and can be used to enhance your credentials.

The backstory
Edwards is Google’s first director of consumer marketing and brand management. In this memoir, he shares a first-person inside view of the iconic high-tech company, Google.  Edwards chronicles his journey and personal growth during Google’s early years.  Throughout the book, he peppers in colorful anecdotes and details.  He also pauses to reflect on relevant milestones from the 1999-2005 time frame, featuring cameos from the most influential and critical Google employees.

Why it’s relevant to Google job seekers
It’s quite possibly the most insightful and authentic perspective on what it’s like to work at Google.  Edwards reveals, dissects, and evaluates all aspects of Google’s corporate culture — including Google’s values and decision making.

Other Google books observe the corporate culture from an arm’s length, using third-party reports.  Edwards shares his own personal experiences and supplements his analysis from interviews with key ex-coworkers.

Key takeaways
I thought Edwards accurately describing Google’s marketing principles, which vexed both internal and external observers.

Marketing principles

• PR and word of mouth work better than ads.
• Paid ads work against our brand. Focus on the “joy of discovery.”
• We’ll grow faster getting current users to search more than by mass marketing.
• All our promotions must include a way to measure success.
• Product interaction is, and must remain, the primary branding experience.
• User retention efforts should center on improving UI and user support.

Edwards also did an excellent job describing Page’s work style.

Larry’s Rules of Order

• Don’t delegate: Do everything you can yourself to make things go faster.
• Don’t get in the way if you’re not adding value. Let the people actually doing the work talk to each other while you go do something else. Don’t be a bureaucrat.
• Ideas are more important than age. Just because someone is junior doesn’t mean they don’t desere respect and cooperation.
• The worst thing you can do is stop something from doing something by saying, “No. Period.” If you say no, you have to help them find a better way to get it done.

Why this is better than other Google books
Details.   When other Google books merely scratch the surface, Edwards book penetrate into the details.  Google’s food menus are shared in detail, and Edwards’ reveals that Google’s #1 marketing expense was Google t-shirts for employees.  We find that getting a “C” on your OKRs (Google’s goal setting system) is ok.  And best of all, we get a first-person narrative on key decisions and discussions with Larry Page, Sergey Brin, Urs Hölzle, Jeff Dean, Salar Kamangar — among others.

Steve Jobs on Product Design

“We think the Mac will sell zillions, but we didn’t build the Mac for anybody else. We built it for ourselves. We were the group of people who were going to judge whether it was great or not. We weren’t going to go out and do market research. We just wanted to build the best thing we could build.

When you’re a carpenter making a beautiful chest of drawers, you’re not going to use a piece of plywood on the back, even though it faces the wall and nobody will ever see it. You’ll know it’s there, so you’re going to use a beautiful piece of wood on the back. For you to sleep well at night, the aesthetic, the quality, has to be carried all the way through.” [Playboy, Feb. 1, 1985]

***

“Design is a funny word. Some people think design means how it looks. But of course, if you dig deeper, it’s really how it works. The design of the Mac wasn’t what it looked like, although that was part of it. Primarily, it was how it worked. To design something really well, you have to get it. You have to really grok what it’s all about. It takes a passionate commitment to really thoroughly understand something, chew it up, not just quickly swallow it. Most people don’t take the time to do that.

“Creativity is just connecting things. When you ask creative people how they did something, they feel a little guilty because they didn’t really do it, they just saw something. It seemed obvious to them after a while. That’s because they were able to connect experiences they’ve had and synthesize new things. And the reason they were able to do that was that they’ve had more experiences or they have thought more about their experiences than other people.

“Unfortunately, that’s too rare a commodity. A lot of people in our industry haven’t had very diverse experiences. So they don’t have enough dots to connect, and they end up with very linear solutions without a broad perspective on the problem. The broader one’s understanding of the human experience, the better design we will have. [Wired, February 1996]

***

“For something this complicated, it’s really hard to design products by focus groups. A lot of times, people don’t know what they want until you show it to them.”

“That’s been one of my mantras — focus and simplicity. Simple can be harder than complex: You have to work hard to get your thinking clean to make it simple. But it’s worth it in the end because once you get there, you can move mountains.” [BusinessWeek, May 25, 1998, in a profile that also included the following gem: "Steve clearly has done an incredible job," says former Apple Chief Financial Officer Joseph Graziano. "But the $64,000 question is: Will Apple ever resume growth?"]

***

“This is what customers pay us for–to sweat all these details so it’s easy and pleasant for them to use our computers. We’re supposed to be really good at this. That doesn’t mean we don’t listen to customers, but it’s hard for them to tell you what they want when they’ve never seen anything remotely like it. Take desktop video editing. I never got one request from someone who wanted to edit movies on his computer. Yet now that people see it, they say, ‘Oh my God, that’s great!’” [Fortune, January 24 2000]

***

“Look at the design of a lot of consumer products — they’re really complicated surfaces. We tried to make something much more holistic and simple. When you first start off trying to solve a problem, the first solutions you come up with are very complex, and most people stop there. But if you keep going, and live with the problem and peel more layers of the onion off, you can often times arrive at some very elegant and simple solutions. Most people just don’t put in the time or energy to get there. We believe that customers are smart, and want objects which are well thought through.” [MSNBC and Newsweek interview, Oct. 14, 2006]

1. What was the most creative idea you introduced on the job? How did you persuade your superior?
2. Describe a time when voicing your opinion was uncomfortable or could have had serious consequences, but you did it because you believed so strongly in the value of your perspective.
3. Give me an example of the most complex project/assignment you have had, including your role and the outcome.
4. Describe a situation at work when you had to make a decision and were uncertain about the outcome.
5. What do you do when you are communicating with someone and it becomes apparent that they don’t understand what you’re saying or vice versa?
6. Describe a situation in which you developed a group into a strong working team.
7. Communication and leadership go hand in hand. Tell me about a time when your communication skills enabled you to influence the way others thought or acted, even in a very difficult situation.
8. What important goals have you set in the past and how you accomplished them successfully?
9. Describe how you delegate responsibility in your current job.
10. Describe a time when you had to sell an idea to your manager or another authority figure.
11. Give me an example taken from your experiences in report writing, preparation of memos, or general correspondence which illustrates the extent of your written communication skills.
12. Give me an example of a time when you built rapport with an individual or group at work, even when the situation was difficult.
13. Solving problems requires more than good plans; it means taking action. Give me an example of a time when you were able to take meaningful action to resolve a problem.
14. Sometimes it is necessary to work in unsettled or rapidly changing circumstances. When have you found yourself in this position? Tell me exactly what you did and the outcome.
15. Tell me about a time when you had to cope with strict deadlines or time demands.
16. What examples can you recall of instances in which you were responsive to your customer or successful in completing a quality job?
17. How have you improved existing processes and procedures?
18. Give me an example of how you have demonstrated technical or functional expertise?
19. Give me an example of how cooperative interaction with other members of a team has been a part of your work.
20. Give me an example of a time when others have been able to count on you “being there” time after time, project after project.

Use the PR plan to achieve a successful interview:

• PRedict
• PRepare
• PRactice

Predict what the job responsibilities might be, who will be interviewing you, and possible interview questions and situations.

Prepare stories and responses to possible questions and scenarios. Think of resources that are available to you such as web for information, people who know about the job, annual reports, etc. Review your interview stories prior to the interview.

Practice your responses to interview questions. Your responses should be organized, convey a positive attitude, and communicate your value-add.

1. Google
2. Walt Disney
3. Apple Computer
4. US Department of State
5. FBI

Do you agree? Vote on the top companies below, and see our readers’ results.