Buggered Mind of Neale Sourna, The

Opines, comments, rants, concerns, imaginings from Neale Sourna, fiction author and more -- www.Neale-Sourna.com, www.PIE-Percept.com, www.ProjectKeanu.com, www.AuthorsDen.com/nealesourna, www.CafeShops.com/NealeSourna, www.Writing-Naked.com, and www.CuntSinger.com

Monday, December 19, 2011

Motivational Quote of the Day

"The biggest mistake that you can make is to believe that you are working for somebody else. Job security is gone.

The driving force of a career must come from the individual.

Remember: Jobs are owned by the company, you own your career!"

— Earl Nightingale: was an American motivational speaker and author

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Sunday, April 04, 2010

Neale Sourna's Game Writer Exchange at LinkedIn.com

WANTED: Established writers, rank beginners and working in-betweeners. Share your latest job and career notice finds, give information and advice, or submit education hookups concerning game story writing, interactive fiction, & requests for short to long fiction/scripts for games or comics.

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Sunday, January 10, 2010

Interview Myths That Keep You From Landing the Job


With so few jobs currently available and so many people currently hoping to fill those jobs, standing out in an interview is of utmost importance. While jobs themselves are scarce, job advice is overly abundant. And with an influx of information comes an influx of confusion. What career counsel do you take, and what do you ignore?

There are a number of common misconceptions related to interview best practices, experts say. Kera Greene of the Career Counselors Consortium and executive coach Barbara Frankel offer tips below that can help you stand out from other interview subjects, avoid frequent pitfalls, and secure the job.

Myth #1: Be prepared with a list of questions to ask at the close of the interview.

There is some truth in this common piece of advice: You should always be prepared, and that usually includes developing questions related to the job. The myth here is that you must wait until it is "your turn" to speak.

By waiting until the interviewer asks you if you have any questions, "it becomes an interrogation instead of a conversation," says Greene.

Greene recommends that you think of an interview as a sales call. You are the product and you are selling yourself to the employer. "You can't be passive in a sales call or you aren't going to sell your product."

Frankel mimics Greene's comments. "It's a two-way street," she says. "I recommend asking a follow-up question at the tail end of your responses."

For example, Frankel says, if the interviewer says, "Tell me about yourself," you first respond to that question and complete your response with a question like, "Can you tell me more about the position?" The interview should be a dialogue.

Myth #2: Do not show weakness in an interview.

The reality is that it is OK to have flaws. In fact, almost every interviewer will ask you to name one. Typically job seekers are told to either avoid this question by providing a "good flaw." One such "good flaw" which is often recommends is: "I am too committed to my work." But, these kinds of responses will only hurt you.

"Every recruiter can see through that," Greene says of faux flaws.

Recruiters conduct interviews all day, every day. They've seen it all and can see through candidates who dodge questions. "They prefer to hire someone who is honest than someone who is obviously lying," Greene says.

And for those of you who claim to be flaw-free, think again. "Everybody has weaknesses," Frankel states. But one is enough. According to Frankel, supply your interviewer with one genuine flaw, explain how you are working to correct it, and then move on to a new question.

Myth #3: Be sure to point out all of your strengths and skills to the employer.

Of course, you want the interviewer to know why you are a valuable candidate, but a laundry list of your skills isn't going to win you any points. Inevitably, in an interview, you will be asked about your skills. What can go wrong in this scenario?

"You don't want to list a litany of strengths," Frankel says.

"What is typical is that they will say: 'I'm a good communicator,' 'I have excellent interpersonal skills,' 'I am responsible,'" Greene explains. "You have to give accomplishments. I need to know what did you accomplish when using these skills."

Frankel recommends doing a little groundwork before your interview so that you are best equipped to answer this question. She tells her clients to find out what the prospective job role consists of. "What makes an interview powerful is to give an example related to their particular needs or challenges that you have demonstrated in the past."

Provide three strengths, with examples. You will get much further with a handful of real strengths than with an unconvincing list of traits.

Myth #4: Let the employer know your salary expectations.

One of the trickiest questions to answer in an interview relates to salary. Money talk can be uncomfortable, but it doesn't have to be. The fact is you don't even have to answer when asked about desired salary.

According to the book "Acing the Interview: How to Ask and Answer the Questions That Will Get You The Job!" a perfect response would be: "I want to earn a salary that is commensurate with the contributions I can make. I am confident I can make a substantial contribution at your firm. What does your firm plan to pay for this position?"

Greene suggests a similar response: "I prefer to discuss the compensation package after you've decided that I'm the best candidate and we can sit down and negotiate the package."

Myth #5: The employer determines whether or not you get the job.

While yes, the employer must be the one to offer you the position, interviewees have more control than they often realize. According to both Greene and Frankel, candidates have a larger say in the final hiring decision than they think.

"They should call the interviewer or hiring manager and say: 'I'd really like to be part of the company,'" says Greene. "It can't hurt you. It can only help."

"Acing the Interview" encourages all candidates to conclude their interviews with one question: "'Based on our interview, do you have any concerns about my ability to do the job?' -- If the answer is yes, ask the interviewer to be explicit. Deal forthrightly with each concern."

For more interview tips and myths, download a free book summary of "Acing the Interview: How to Ask and Answer the Questions That Will Get You The Job!" here.

Also on Yahoo! HotJobs:

'Accomplishments' to leave off your resume
6 reasons they didn't call you back
Should you keep your salary a secret?
Find a new job near you


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Tuesday, September 29, 2009

The Future Role of Agents

September 29, 2009
by Jane Friedman

[more before]

1. KEEPING PACE WITH DIGITAL TECHNOLOGIES AND BUILDING NEW CONTRACTS AND RIGHTS STRUCTURES

...today’s boilerplate contract is inflexible and outdated. One idea put forth by Nash is that contracts become time-based, with potential for renewal, which dodges the sticky “in print” or “out of print” question that now determines the termination of most book contracts.

[more]

2. ESTABLISHING AND GROWING EMPOWERING PARTNERSHIPS AND ONLINE PRESENCES FAR BEYOND BOOK PUBLICATION

...For anyone in this publishing game for the long run, it can’t be about the sale of one book—and this is where sometimes I see a lack of vision across the board. People get so focused on selling a title or in how that title is (or isn’t) supported by a publisher, that they lose sight of the much larger goal of an author’s career.

[more]

...publishers aren’t in the business of producing books, but in the business of building authors’ careers—and connecting writers to readers.

[more]

3. DEVELOPING NEW BUSINESS MODELS FOR HOW AUTHORS PAY AGENTS FOR THEIR EXPERTISE AND PARTNERSHIP

...One agency has quietly come out with a new model that requires authors to pay a minimum commission—i.e., the agent must earn a minimum amount on a sale no matter what advance the publisher pays, which means authors would “share” a larger part of the advance upfront (or even pay out of pocket in the case of very low advances).

[more]

But, Agents may take projects knowing they will ultimately be paid by authors rather than by publishers.

[more]

...agents, like publishers, will have to survive by specializing, by being distinctive in some way.

[more]

-----
Well, if it's specialization, niche craft is right for writers then it's right for agents, too.

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Tuesday, July 21, 2009

Physical, Psychological and Spiritual Suffering and Your Career, by: Harrison Barnes

Career Mission's Chief Executive Officer, A. Harrison Barnes as he talked about the need to balance the various sufferings we experience in the world, in order to lead lives of fulfillment.

Suffering is a fact of life and cannot be ignored. There are three types of suffering: physical, psychological and spiritual. Harrison advises a balance among these three forms of suffering so that we do not experience any one of them in too great a proportion to the others. It is by balancing the suffering we are experiencing in the world that we are able to live lives of fulfillment.

The connection between physical, psychological and spiritual suffering is incredibly interesting in many respects, and understanding this connection is highly relevant to finding satisfaction in your career and life. For example, if you are suffering psychologically in your job you may find yourself experiencing physical suffering by getting sick all the time. If the work you are doing does not fulfill you on a spiritual level, you may experience psychological suffering. All three forms of suffering are constantly going on in our careers and lives at all times. We should strive to be physically, psychologically and spiritually fit at all times.

Harrison stresses upon the fact that nothing is ever perfect in the world, or in our own lives. If we are in good health physically, there is always a chance that we are experiencing some type of suffering deep down on a psychological or spiritual level. The best we can hope for is a middle ground where no suffering is too great. Physical suffering is generally the easiest to deal with. Psychological suffering is the next easiest and among all of the forms of suffering, spiritual suffering is the hardest to accept. Your career and life will experience an incredible transformation when you are able to balance + read more

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Tuesday, January 27, 2009

Universal Job and Career Search Advice from the CEO of EmploymentCrossing

Daily Job Search Advice from the CEO of EmploymentCrossing

You Need to Stop Competing and Seeing Differences Between You and Others
By A. Harrison Barnes
If you are looking for a job, trying to improve in your current job, or simply wishing to experience a better life, there is one thing you need to do: You need to be friends with everyone you meet in business, and stop competing and seeing differences. This is a statement that falls on deaf ears for most people.

In fact, this is the exact opposite of the way most of us think.

Instead, we view others as competitors and the slices of pie as limited. We view opportunities as few and limited, and feel the need to compete for what little there is.

What are the rewards for looking for and seeing commonalty between you and others?

They are incredible.

In the Year 2000 I started a legal recruiting firm. I did not start the firm until around March of that year. I had no legal recruiting experience and knew absolutely nothing about about the market. Since I had been a practicing attorney for years, the fact that I was now recruiting seemed almost surreal to me in many respects.

I had decided to just enter a zone where I did not care what happened to me. When you are in the recruiting business, what typically happens is that law firms will call you in a very formal way to tell you they have no interest in a candidate of yours. The conversations will typically last no more than 30 to 45 seconds.

“We are calling to let you know that we have no interest in John Smith,” they might say.

“Thank you,” would be the standard response.

After several weeks of this I began to feel that the entire situation was somewhat absurd.

This is what recruiters do all over the country. I decided that the best thing I could do was mix it up.

“We’re calling to let you know we have no interest in John Smith,” a caller might say. The callers were typically women in their mid-20s to early 30s who were called “recruiting coordinators” inside law firms.

“You know, I was just outside having my third Diet Coke in the past hour and I realized that I have not heard your voice in some time. I really like your voice, how are you?”

“Fine,” they might say still a little stiff.

“I am not sure how much longer I am going to be doing this recruiting thing. It is really exhausting. Law firms are really uptight. Do you enjoy making all these calls. It must be a real buzz kill just calling a bunch of recruiters all day. I cannot believe you and I are doing the jobs we are doing.”

This is what I would do with every caller.

Eventually, I would get into my personal life and they would start to talk about themselves as well.

A few months into this I was astonished when some of these women called me on the way home from work on their cell phones just to chat about random stuff, unrelated to work. One woman’s husband was going to be building a deck on the back of her house that weekend; one man who was a recruiting coordinator was going sailing; another girl was leaving her job because she wanted to ride a motorcycle across the United States.

I did the same thing with my candidates. (I actually ended up marrying one of them a few years later.) My candidates and I would talk about the most random stuff.

Only about 1-2% of my time on the phone with my candidates and the law firms was ever about anything having to do with actual business. I enjoyed what I was doing and made numerous friends. I looked at the entire process as something that was meant to be fun, establishing connections and nothing more.

Prior to becoming an attorney, I had been an asphalt sealing contractor around Michigan for over 7 years. Much of my job involved going door to door and selling my service. Someone I had never seen before would answer the door and I might say something like the following:

“Hi. I’m here to sell you the service of putting some asphalt sealer on your driveway but I am not in a very good mood right now. My girlfriend from school is working in Washington, DC and she just broke up with me so she can see other people this summer. I’m not too happy about it.”

This is the last thing people expect from a salesman.

I would show up at the home of the person, well dressed and looking professional, and invariably the person would start talking to me about my personal situation and offering me advice. I would never have to sell the person anything. I would slip in how much the service was going to cost and the person would always agree.

The next year I would show up at the person’s front door and they might ask me about my personal life and I would tell them what was going on, and they would do the same thing.

Using this particular method of selling asphalt sealing, I was able to become probably the largest residential asphalt sealing contractor in Michigan in less than a couple of years. It is all about treating people as your friend.

I never talked about the service.

I just disarmed myself, exposed a vulnerability of some sort and let the person start consoling me and offering advice. I liked getting the advice.

In the legal recruiting industry I was amazed at how fast the business grew with me just mellowing out and being disarmed.

By the end of 2000, with less than 7 full months of recruiting under my belt, I had made 29 placements which had generated over $1,000,000 in fees.

The most prestigious and well known recruiting firms at the time all wanted me to merge my recruiting firm with their recruiting firm. The phones of the recruiting firm were ringing off the hook with referrals and people wanting to work for me. I had people flying to Los Angeles to meet with me and seek my advice about how to get a job from places as diverse as New York and San Francisco.

It was as if I could do no wrong in the work I was in. None of this was just due to the economy being really good either. In the year 2002, I ended up placing every single candidate I worked with.

The legal market was horrible in the year 2002.

I am telling you this to show the power of chilling out, going with the flow and treating everyone you are dealing with as a friend and not a competitor. Make yourself vulnerable and figure out how to deal with everyone you are encountering in a pleasant, happy way. Your career depends on this.

You have no competitors. The world is yours for the taking, but you cannot take it in a way which views the world as having limited resources and opportunities.

The competition in law firms to become partner is something that has always interested me, because I am an attorney and also have spent the majority of my career in the legal industry. When most people think of becoming a partner in a law firm, they view the competition as internal between them and different attorneys in the law firm also competing to be partners.

The young attorneys almost invariably view themselves as competing for a limited slice of pie.

The idea in most law firms is that they can only make a limited number of partners per year.

Accordingly, the attorneys inside the law firm will work as much as they possibly can and play one political game after another to get the people they are competing with off of the partnership track, getting themselves ahead.

The competition these attorneys go through with each other can last years and it is brutal.

Few attorneys in this competition really ever step back and take the time to realize what they are competing for: They are competing for a share of the law firm’s profits. In this respect, however, law firms only make money when they have clients who are willing to pay for the law firm’s services.

The easiest way any of these attorneys could virtually guarantee that she will make partner, would be to bring in a tremendous amount of business and concentrate on this the second she got out of law school. An attorney with enough business can work in virtually any law firm out there, and they will be welcomed as a partner in almost any law firm.

If you have enough clients, it does not matter where you go to school and it does not matter how good you are at political games within your law firm. The person who brings in money and the clients is the one who ultimately controls everything.

In fact, one of the largest law firm collapses of 2009 (Heller Ehrman) happened because one partner with a tremendous amount of business left the firm. As a January 26, 2009 story in the Wall Street Journal recounted:

Heller’s management focused on trying to merge with a bigger, stronger competitor, concluding that it was the only way the firm could stay alive amid continuing lawyer defections. At a shareholder gathering last spring in Colorado Springs, Colo., Heller’s chairman, Mr. Larrabee, said the firm had plenty of choices of merger partners. Last summer, Baker & McKenzie LLP, one of the nation’s largest firms, emerged as a serious candidate. But after weeks of negotiations, the deal cratered in August, partly because of business conflicts. Heller lawyers had sued many of Baker’s clients.

A new suitor soon emerged. On Aug. 21, Heller gathered 40 key lawyers at the San Francisco Ritz-Carlton to discuss its potential white knight: Mayer Brown LLP, an 1,800-lawyer firm. The mood was upbeat.

But another problem cropped up. Robert Fram and Robert Haslam, whose intellectual-property group was among the firm’s highest grossing, had said they were considering heading to another firm. Heller attorneys implored Messrs. Fram and Haslam to stay. If they left, some lawyers believed, the Mayer deal would crumble.

M. Laurence Popofsky, a Heller lifer who was the firm’s chairman from 1988 to 1993, recalls telling Mr. Fram over lunch: “People’s pensions are in jeopardy. Employees are at risk….If you do this and don’t give the merger a chance, you will hurt an awful lot of people.”

Mr. Fram says Mr. Popofsky and others tried to persuade him to stay. But his team, he says, didn’t want to join Mayer and then jump ship if they were unhappy. “We didn’t feel like that was something we were ethically comfortable doing,” he says. On Aug. 29, Mr. Fram informed Heller that he was leaving.

Here, one of the oldest and most respected law firms in the United States collapsed primarily due to the departure of an important partner. The importance of having business inside of a law firm is paramount and of incredible importance for an attorney’s success. The entire success of a law firm can hinge on whether or not it has business.

What this means is that the competition inside law firms between people seeking to be partners does not really have to be internal. The only thing that the associates seeking to be partner need to do to guarantee their success is go out and get as much business as they can.

Indeed, their true success or failure is almost entirely based upon their ability to bring in business.

There are no internal opponents and no external ones either.

There is is a huge pie of opportunity out there (business waiting to be claimed) and all someone needs to do is go out into the world and claim this opportunity for themselves.

The attorneys engaged in brutal competition with one another at law firms all over the country would be well served to step back and realize that all they have to do is stop competing with the people inside their own law firm and go out into the world and get clients.

You need to understand that you have no opponents.

Your success will largely be determined by you ability to go into the world, find commonality and make friends with the people around you. Establish commonalities and do not look for differences.

Using this one simple idea in business can have profound rewards. It can literally change your career and life.

You must abolish from your mind the idea that the people you are dealing with in your career and in business are your competition. You must eradicate the idea from your mind that you even have any competition.

A quote from Wallace Wattles in The Science of Getting Rich is instructive in this regard:

Intelligent Substance will make things for you, but it will not take things away from someone else and give them to you. You must get rid of the thought of competition. You are to create, not compete for what is already created. You do not want to have to take anything away from any one. You do not want to drive sharp bargains. You do not have to cheat, or take advantage. You do not need to let any man work for less than he earns. You do not have to covet the property of others, or look at it with wishful eyes; no man has anything of which you cannot have the like, and that without taking what he has away from him. You are to become a creator, not a competitor; you are going to get what you want, but in such a way that when you get it every other man will have more than he has right now.

It easy to find enemies out there. It is easy to be suspicious of people. It is easy to not take extra time with people. It is easy to find reasons not to be friends with people. This is what most of what the world does. This is what we are trained to do. We look for differences. We want to find how people are different than us and not the same.

This is a path that is not going to take you anywhere and will not help you.

If you want to experience the most incredible success you have ever known, if you want your career and life to change, you need to find commonalities between you and everyone you come in contact with. People will open doors for you when they identify with you.

Over the past several years I have watched Jack Canfield and Mark Victor Hansen rise from nothing to become two of the most important and respected best selling authors of all time with their Chicken Soup for the Soul series of books. Chicken Soup for the Soul was the #1 book on the New York Times’ best seller list for over 100 weeks and is one of the best selling books of all time.

Canfield and Hansen have made millions of dollars through the sale of these books, and have also done countless other projects related to these books.

The publication of these books has rocketed them from small time to international stardom practically overnight. I study success for a living so that I can share it with you and change your life. I have been to several of Canfield and Hansen’s seminars because they typically will have pretty good speakers and are somewhat interesting.

One of Hansen’s most popular seminars is his Mega Book Marketing Seminar, where hundreds of people spend three days learning how they can hopefully write and sell a best selling book. Hansen has been doing this seminar for years and each year gets up and does a Power Point presentation about what a great marketer he is due to the incredible sales of this book.

Sometimes his partner Canfield gets up and shows a photo copy of a million dollar check he received from a publisher. On the several occasions I have seen Canfield speak, he also always shows a picture of his house and tells everyone how it cost $5,000,000.

I like these guys and they really do seem to have a bit of an interest in helping people. Canfield is also featured in the movie The Secret where he talks about how he was able to make his book popular by landing an article in the National Enquirer about his book.

Yesterday, I found some marketing inside a magazine sent to me called Radio-TV Interview Report and saw a testimonial from Canfield and Hansen.

Essentially, what this magazine does is allow authors to advertise the fact that they are available for radio and television ads if producers or anyone it interested in interviewing them. The testimonial they put in this magazine really threw me off for a reason I will share with you in a moment:

We’ve done several things for marketing which worked well, and advertising in Radio-TV Interview Report was one of the most effective tools we have used. When our book was first published, no one knew who we were. But all that changed after appearing on hundreds of radio and television talk shows.

We averaged anywhere from 3 to 4 radio phone interviews a day for that first year. We’re convinced that this ongoing barrage of radio and television publicity helped create the word-of-mouth necessary for our book to become a national best seller!

Our ads in Radio-TV Interview Report helped us hit #1 on the New York Times best seller list, and we’ve stayed there for 100 weeks and counting! But none of that would have happened had we not been willing to do several interviews a day every day on stations large and small–a commitment we continue to do to this day. We highly recommend RTIR whenever we advise authors and speakers who want to get publicity easily and inexpensively.

Despite having attended a few of their seminars, this was the first time I realized that they had grown their business so fast through advertising in this particular publication.

Notwithstanding, what is so interesting to me about this was that according to Canfield and Hansen, most of their success was due to simply chatting on the phone with various radio stations across the country.

This is no different than a major cause of the the success I experienced as a recruiter or asphalt contractor.

When you just mellow out and do everything you can to start relating to people and connecting with them, a lot of stuff happens. If you think about it, 3 to 4 radio interviews a day takes a lot of time. In fact, this is how it looks like they spent the substantial majority of their time for at least a year.

The key to their success, then, was establishing affinity with others.

There is nothing standoffish about this. This ability to connect with people rocketed them to having one of the best selling books of all time.

One of the easiest ways to get a job is to establish lines of communication with the hiring personnel or people who work for the employer you want to work with. Once you establish communication, having the people you are working with feel comfortable and develop an affinity with you is even more important. Once you have achieved affinity and communication, then you not only are in a good position in terms of getting a job, but can excel in a new position as well.

It is very easy for me to tell the relative health of companies and firms.

When you go into a firm and see people getting along very well, joking and having a good time you are generally in a successful company. The reason is because the people inside the company are communicating, and feel comfortable with one another.

When you go inside a company and there does not appear to be solid communication between people and groups of people, you are most often in a company that is in trouble to some degree.

Just having open lines of communication is among the most important things you can possibly do, and is something that will consistently get and keep you employed.

Be friendly with everyone you meet.

Stop looking for differences, and do everything within your power to find affinity with other people.

This will change your career permanently and take you to a far different place.

Click here to read more of such interesting articles from our CEO A. Harrison Barnes.


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