How to Make Your Resume Sell With Accomplishments

May 14th, 2012 by Kira

The most problematic part of a resume for people seems to be crafting their accomplishments. The confusion between an accomplishment and a responsibility is the difference between generating excitement by selling what you can do, and making a bland statement that elicits the question “So what?” It’s the difference between being invited in for an interview….and getting no response at all.

A responsibility reads as if it was taken from your job description. It fails to distinguish you from any other person that held that title before you, or holds that title at any other company. It says your function, but it doesn’t speak to your ability to perform that function.

By contrast, an accomplishment is what differentiates you from any other person that does, or has done, that job. It not only indicates how well you perform your job, but what type of person you are.

How does a factual accomplishment reveal something as subtle and subjective as a personality trait? Measured with the length of time you were at a company, your number of accomplishments indicates the degree to which you are a go-getter. It says if you’re motivated to go beyond the average job, and how much pride you take in your work.

It tells the hiring authority if you look for problems and find ways to solve them, or if you are content with saying, “That’s good enough.” And it also tells him how well you know your job by how well you solved those problems. Let’s look at an example. If you’re a teacher, a responsibility might read:

Developed innovative, education-based curriculum

Which leaves the following questions:

For what classes did you develop a curriculum?
Why did it need to be developed?
What was going on before it was developed?
What was the result of the development?

Interviewers want answers, not questions. Since the responsibility statement doesn’t indicate how well you performed your job, it’s easier not to invite you in for an interview. Interviewers don’t know if you have accomplishments hiding behind your responsibilities. They assume you don’t have anything to say, because you didn’t say it. They don’t care that perhaps you didn’t know how to say it. If your resume doesn’t sell you, it’s not their problem. It’s yours.

By contrast, the accomplishment version of the same statement might read:

Created and implemented innovative, education-based curriculum that engaged students more actively, resulting in 75% of student body raising grades by average of a full point

This says you’re worth talking to. Then at the interview, it opens the field for the interviewer to ask you for more information about what types of programs you implemented and how you implemented them.

An accomplishment is a results-oriented statement. It shows the benefit of hiring you by telling what you can do. What you’re saying is, “I know what you want done, and I’ve done that. I’ve done it successfully for my previous company; therefore, I can do it successfully for you. When you hire me, you aren’t risking an unknown. You’re hiring someone who has a proven ability to do the job successfully.”

That’s what interviewers want to know. That’s what they want to hear. They don’t want to wonder, and they don’t want to figure it out. If your resume doesn’t indicate what you’re capable of, the chance of an interview in which to sell yourself is slim.

If you’ve been sending out resumes and getting nothing in response, take a look at your bullets under each company name. Do they just say what you did, or do they say how well you did it?

You’re selling a product, and the product is you. The interviewer is the buyer, and your resume is, in effect, your marketing brochure. But if the buyer isn’t interested, you can’t close the sale. And that’s your problem, not theirs.

- – -

This blog was originally posted on Career Rocketeer. Judi Perkins, the How-To Career Coach, was a recruiter for 22 years and worked with hundreds of hiring authorities on entry level through CEO. She set up over 15,000 interviews, and has seen over half a million resumes. Her clients often find jobs 8 – 12 weeks because she brings them sequence, structure and focus, and shows why typical strategies often fail. She’s been on PBS’s Frontline, Good Morning Connecticut, in Smart Money magazine, CareerBuilder, MSN Careers, Yahoo Hot Jobs, New York Times, New York Daily News, multiple radio shows including a regular Thursday morning gig, and quoted in numerous career books. Sign up for her free newsletter atwww.FindthePerfectJob.com.

Tags: Candidates, Getting hired, Job Search
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Identifying Destructive Workplace Habits in Your Office

May 7th, 2012 by Kira

Office places are filled with various personalities, learning styles, and personal agendas. Conflict can creep in, disagreements can take place, and negativity can abound. The office place is an interesting dynamic, it’s one that can promote collaboration, friendships, and innovation. At the same time, an office can have the opposite energy as well – separation, entitlement, and resentment. The key to creating an office environment that is aligned with the former, is to identify and stop any destructive habits in the office as soon as they start.

It starts when one employee becomes unhappy. This could be for any reason. They could have been passed over for a promotion, were unhappy with their annual review or their raise, or they simply don’t enjoy the job they are doing. The problem is that when a person becomes unhappy in the workplace, their negativity can easily go viral. A negative energy can quickly consume other people’s positivity. It starts by taking down one person, then another, and another. Before you know it, half of your team or staff has now embraced the negative mindset of this one person. The question is this, how do you identify that person so you can put a stop to it, before they take over?

Here are a few of the signs of a destructive team member.

If you notice someone…

Putting down every idea that is brought up in meetings and never adds value or offers another way of thinking.
Is anti-social and isn’t well-liked among a friendly staff.
Who promises everything you want to hear, but rarely, if ever, delivers.
Who thinks very highly of their position and their work, yet doesn’t produce results.
That is constantly micro-managing others.
Who is constantly blaming others for their behavior.
That is passive-aggressive.

Your team has likely been affected when you notice someone…

Is now being negative who was a happy, productive employee before.
Not participating in meetings as usual.
Is feeling entitled, short-changed, and disappointed by what the company has/has not done for them.

Destructive workplace habits are critical to your team’s success. Stopping these destructive behaviors as soon as they are noticed is the best way to keep your team happy. Once you notice the energy shifting, come from a place of curiosity and approach your unhappy team member to get to the root of the issue. They’ll likely tell you what you want to hear at first, so dig deeper and go down a few levels to get to the truth of what’s happening.

Once you identify the core issue, make a decision that’s best for the company. In the long run you’ll be happy that you did, even if it’s uncomfortable at the time.

Tags: culture, Office dynamic, workplace
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Getting the Most Out of Your Day

April 30th, 2012 by Kira

We all work with the same 24-hour period every day, but have you ever wondered why some people get so much more done than others? When you become strategic about managing your time, you’ll find you can produce more and do it even faster.

To get the most out of your day, try these strategies:

1. Plan your day ahead. When you take time to plan your day the evening before, you are likely to be more efficient at the start of your day, setting the tone for higher productivity. Take a few minutes at the end of every day and identify what tasks need to be completed.

2. Prioritize your tasks. Know what tasks need to be done and what tasks don’t. Sometimes we have things on our to-do lists that never really need to be completed in the first place. Brian Tracy, time management expert says to “Eat that Frog,” meaning do the hardest tasks first. You’ll produce the greatest results when you start every day doing your most difficult and challenging tasks with the highest reward/benefit.

3. Quit multi-tasking. Multi-tasking used to be valued and still is by some managers and leaders. However, multi-tasking has now been proven to lower levels of efficiency and extend the length of time a project takes to be completed. If you find yourself multi-tasking throughout the day, stop, and redirect your focus. You’ll likely move through more of your tasks this way. We’ve been conditioned to respond and work on many things at one time, but once you recondition yourself to be more focused, you’ll notice a big difference in your mental clarity and ability to produce. If you need to retrain those around you to limit interruptions, let people know what time they can reach you and what times you’ll be available that won’t interrupt your work flow.

4. Use time blocks. Time blocking is a great way to set a routine that will allow you to get more done—faster. Use time blocks to check emails, write reports, make phone calls and anything else on your to-do lists. You can schedule these activities for when you know you’re at your best to complete them. For example, if you need to make phone calls and are better at doing that in the morning, block out the morning for that activity. Go through your day and see what activities make the most sense for each time. Then stick with that schedule to move through your day. A consistent routine will also help you train your brain to work on specific tasks more easily.

5. Set a timer. We often lose track of time when we work on tasks or a project. We can suddenly look at the time and find that much more time passed than we had anticipated. To be more aware of time, set a timer. Have the timer go off every 20-30 minutes or for the length of time you’d like to spend on the task. The mental alert about the passing of time will make you speed things up. In many cases, we get stuck on a small part of the project and don’t realize how much time it’s literally taking out of our day. A timer will help control that.

6. Delegate. Anything you aren’t good at, don’t need to do, or don’t love to do – delegate. Too many times we think we need to do it all, or that other people can’t do it with the same accuracy as we can. This is false thinking. Find those tasks that you can let go of and clear your calendar with more space to do the activities with more impact.

You can find more time in your day by implementing some or all of these strategies. We all get the same 24-hour time period, but how you choose to use it is completely up to you.

Tags: Productivity, Tasks, Time management
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Taking Ownership of Your Mistakes

April 23rd, 2012 by Kira

It’s only natural that mistakes will happen, it’s part of the flow of life. Limiting your mistakes and learning from them is what is essential for moving past them and thriving.

If you’ve come face-to-face with a mistake recently, here’s what you can do to recover.

1. Admit to the mistake. There’s nothing’s worse than denial. Even if you don’t admit it, people will point blame. Take a stand for the work you did and when you make a mistake – own it. The quicker you are to fess up about your faux pas, the quicker you can recover from it.

2. Apologize, if needed. If the mistake directly impacted someone else – whether it was in the quality of what they produced after you or through interpersonal relationships—apologize when appropriate.

3. Take responsibility for your actions. Different from admitting it, this is simply about not blaming others for the mistake. For example, if you catch yourself saying, “It would have been correct if Jane would have finished her report earlier so I would have had more time to review the information.” Anything that shifts blames shows that you are not taking responsibility. Even if other people’s actions influenced the mistake, take as much ownership as possible. The more you take ownership, the more others will jump in and also own it as well. However, when you point blame people will point back.

4. Assess why the mistake was made. Mistakes are made from a number of reasons, but it’s important for you to assess why this one was made so you can make the necessary corrections in the future. For example, were you working under a deadline or pressure so you skipped proofing your work. Were you multi-tasking and not paying attention, did you have too much to do and overlooked an important step. Whatever the reason, look to see how you can make a correction in the future.

5. Learn from the mistake and do things differently in the future. People are forgiving when they believe you’ve learned from the mistake and trust you won’t do it again. However, if it happens repeatedly you’ll likely get people looking over your shoulder and monitoring your work. Learn and move on!

Overall, mistakes are not career ending moments in your life. You’ll likely remember the mistake longer than others, but you can easily recover and get back on track when you follow these easy steps to move forward.

What else have you done to overcome a mistake or misstep?

Tags: career, Jobs, Leadership, Mistakes
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Managing Your Relationship with Your Boss

April 16th, 2012 by Kira

This is a guest post, originally seen on the Wall Street Journal.

***

Do you have a boss who lacks the skills for managing others? Or one who is not interested in becoming a better boss?

Don’t be disheartened. Instead, take the lead in managing your relationship with your boss.

This is not as difficult to do as it may sound.

You have been hired to be productive. Your productivity–which benefits you, your boss and your organization—depends upon a high-quality relationship between you and your manager. To develop this, you need to understand what is expected of you, your boss’s needs and preferences, and your own needs and preferences.

Here’s how you can master these three worlds:

World of Work: To do your job effectively and efficiently, you need to be clear about what is expected from you. But if your boss is always rushing from one meeting to another, or is poor at communicating, you may be working without proper direction.

In that case, it’s up to you to get the answers to three key questions:
– When is the assignment due?
– Is the work a top, middle, or low priority?
– Whom can you ask for help, if necessary?

For example, perhaps your boss needs a report or slideshow, a convention or exhibition to be organized, a follow-up with a client, a vacancy to be filled, or a product design. As soon as you get the assignment, ask for a deadline and get a sense of how much priority the boss gives it. This will help you decide how much time, energy and skills to devote to that assignment versus your other projects.

Also, find out who you should turn to if you run into problems. Some bosses may prefer that you check back with them. Others may not have the bandwidth to help you with problem-solving – he or she will want you to talk with co-workers or someone with more experience.

World of Your Boss: Like it or not, subordinates have to adjust to their manager. To do this, you need to understand your boss’s needs and preferences. Look for clues about your boss’s approach to processing information, making decisions, working with others, and communicating. In these four broad areas of managerial action, every boss has a distinct style.

Management guru Peter Drucker said that managers with an auditory orientation have to be talked through information, while managers with a visual orientation prefer a written summary of main points. Decision-making preferences also vary. Some consult broadly with many co-workers, others with a trusted group of associates, and still others fly solo. When working with subordinates, some are hands-on, issuing a continual stream of instructions so that the job is done exactly as they would have done it. Others give subordinates the autonomy to implement an assignment in their own way.

Communication styles vary even more. Some bosses are formal and have occasional interactions, while others prefer continual camaraderie. Some start with the big picture, others with details.

Chances are that your personal style will not be totally compatible with that of your boss. Regardless, your wisest course of action is to aim at being an honest, dependable, and loyal employee who willingly makes many adjustments to your boss’s work habits and style.

By adjusting, you will connect better with your boss.Note that if your boss is abusive or patently unfair, then adjusting is not the solution.

Your World: In order to establish a good relationship with your boss, you also need to learn how to better manage yourself. Each assignment that you complete gives you a snapshot of your abilities and limitations.

In some of your conversations with your boss, you can familiarize him or her with a few achievements of which you are particularly proud. At the same time, you can ask for guidance and feedback about what you do well and how you need to improve.

Simply observing your boss can stimulate self-development–you may feel inspired enough to emulate him or her, or disenchanted enough to do the opposite when it is your turn to manage others.

Get rid of unrealistic expectations. A boss is not a parent. A workplace cannot satisfy all one’s personal needs such as desire for affection, attention, inclusion by others, adventure, or total control over circumstances or other people. A realistic assessment of how one’s personality is wired is very helpful for managing relationships with any boss (and others) with greater finesse.

By arming yourself with self-knowledge and the willingness to continually learn and improve, you prepare yourself for making your way in today’s ever-evolving world of work.

Meena Wilson is Jamshedpur-based senior associate at the global leadership development firm Center for Creative Leadership and author of “Developing Tomorrow’s Leaders Today: Insights from Corporate India.”

Tags: Boss, Leadership, Relationships
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Give Your Resume a Boost – Even When You Aren’t Looking for a Job

April 9th, 2012 by Kira

Keeping your resume up to date and current, even when you are not looking for a job, is a smart choice. You never know when an opportunity will present itself, or when you’ll be ready to make a change. When you think about your resume even when you are happily employed it’s often the best time to update it. Also, even if you aren’t looking to change jobs out of your company, you may need to provide a resume for a promotion within your organization – and if you apply the following – you’ll be ready when the opportunity presents itself.

Here’s why and what updates you should consider making–now.

1. Current statistics, numbers and details of your current position. Often when we begin to put our resume together again, it’s hard to remember what the details were of our past positions, however, if you see everything you do as a resume builder, you can easily add your accomplishments as they happen. Keep track of your tasks, responsibilities and your successes. When you’ve held a position for a lengthy amount of time, it’s okay to allow that position to dominate your resume—so, fill it up with all that you can to support your abilities and accomplishments.

2. You’ll be looking ahead to the future and constantly seeking opportunities that will help advance your career. For example, perhaps you are looking to make a change into a slightly different position, you can start adding in courses and certifications that are in alignment with where it is you’d like to go. The more you add the “extras” into your resume, the more likely you are to get noticed when you are ready to make a change.

3. When you are employed, it’s a great time to get objective feedback on your resume. Perhaps the styles of resumes have changed, or it’s simply time to get honest and constructive feedback from a professional.

4. Use your resume to your advantage within your current position. The more you track and keep record of your successes, the more leverage you’ll have when it comes time for your annual review or a raise.

These are just a few reasons why you should keep you resume up to date and how you can do it.

Tags: resume trends, Updating your resume
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3 Keys to Igniting a Strategic Vision for Your Career Path

April 2nd, 2012 by Kira

Are you caught in the daily grind?

When’s the last time you considered where it was you were going – exactly?

Have you mapped out where and how you’ll get there?

If not, it’s time to revisit your future vision. As the second quarter of 2012 kicks off, we are reminded how fast time passes. If you haven’t jump started your career goals this year, now is the time to revisit them and add fuel to your vision.

Here are three keys to lighting a fire to your future.

1. Clearly see where you want to be and when you want to be there. Take the time to imagine, daydream and visualize where it is you want to be. Do you want to lead a team as a manager, move up the ladder as an executive, or change roles completely? Clearly seeing this for yourself, will allow you to figure out what needs to happen in order for you to get there. Spend time visualizing and imagining all the pieces and details of your future career path.

2. Speak your vision. While you may not go around telling everyone about your vision, do let the key leaders in your company know where it is you desire to go. Also, speak about your vision to trusted friends and colleagues. When you let them know you are serious about your direction it will keep you accountable in taking steps towards it.

3. Move towards it. No matter how big or small the action step, any movement in the direction of your vision will help it to actualize. This could include enrolling in additional training offerings, volunteering to take on extra tasks, or leading a team project. Whatever your vision is, begin moving in that direction.

Use these three simple key strategies to light a fire under your vision. Clearly seeing where you want to go, speaking it out loud, and taking steps toward it will all keep you motivated and attracting the vision you’ve set out to achieve.

Tags: career path, Career vision, goals, strategy
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The Cover Letter Conundrum: When, Why and How to Write and Use Them

March 26th, 2012 by Kira

This post was originally seen on the Career Rocketeer site and was written by Perry Newman.

In my opinion cover letters are the most controversial aspect of a candidate’s resume portfolio and there is much debate about the pro and con of when, why and how to write and use them effectively.

For me only one cover letter rule is written in stone; if a job posting, recruiter, or the person you are sending it to specifically ask that you include a cover letter you must send one along with your resume! If they also include a special instruction such as salary history etc, you must address the request without being cute or overly evasive.

On the other hand if a cover letter is not requested and you choose not to include one, no harm/no foul.

Something I think job hunters should be aware of is this: when you send both a cover letter and a resume as a package the majority of people in the selection and decision making process will not receive or read your cover letter; unless one is specifically requested.

First off not everyone who first screens your documents will read both; at best 50%-70% of the people will read the cover letter; this figure gets lower depending on how many resumes they have to review. Then at each level of escalation only 25%-50% of the people who got both the resume and cover letter will send the cover letter up the line to the next level of interviewer or decision maker along with your resume.

So if you’re counting on a cover letter being read and influencing the decision to interview or hire you, as we say here in Brooklyn Fuggetaboutit.

The most common cover letter approaches

Sell Yourself Approach
This approach is my least favorite, but for some reason it is the most common. I believe if a resume can stand up to scrutiny a sell yourself oriented cover letter is unnecessary. However if you feel a need to sell yourself in your cover letter to get noticed do it subtly. Focus on how you fit the job, don’t stretch the truth, and by all means don’t be long winded or ramble on. Make your point and stop.

One reason I dislike this type of cover letter is that most people who use this approach tend to reiterate verbatim the words that appear on their resume, especially the accomplishments. Worse yet some cover letters I’ve read include information that contradicts what is written in the resume.

If you are going to sell yourself in a cover letter I suggest rewriting and repackaging the information so it will be fresh not boring when they get around to reading the same information on your resume; and check your facts.

On the creative side I’ve seen people, I being one of them, use charts in cover letters when the goal is to draw comparisons between the candidate and what the company wants, what the competition brings to the table, or to compare industry wide metrics the candidate greatly exceeded.

A sales approach is best used when the resume can not strongly articulate certain critical factors because they may not be current, they are solid but limited in time or scope, or it is felt the competition is stronger. Some use a sales approach because they are lazy or uninformed about tweaking their resume for particular a job, or they feel they have a poor resume but a strong cover letter will compensate for this.

Letter of Introduction Approach

This is the approach I favor most. Again, I am of the belief if your resume can stand up to scrutiny and shows that you fit the desired profile there is no need to pre-sell yourself in a cover letter.

What I prefer is a brief professional letter of introduction expressing your interest in a specific position and telling the reader why you want this particular job and want to work for their company above all others.

I’ve been know to make a strong opening statement and then in the following paragraph/s quote the company’s own words that describe what they are looking for and close the paragraph with a statement such as ‘this is an area in which I excel’, or ‘this is my forte’, or ‘as you will see from my resume and accomplishments, I am a perfect match for the person you seek to interview and hire.’

I also on occasion have suggested including verifiable endorsement/s in this cover letter to validate value.

Closing On Objections approach

Sometimes you are not a perfect fit for a job and your resume taken at face value includes as many deselecting points as qualifiers; and there is a lot of what I call green areas (a term based on my resume writing exercises) that can be misinterpreted. These are areas where you do not have exactly what the company seeks in a hire in the exact way they want it; but you do have closely related skills, experience or had similar responsibilities in a different field or industry.

In these cases I suggest a cover letter that focuses on getting the reader to see you through your eyes and why you feel you can do the job.

If you can anticipate their objections you can overcome them before they become a deselecting factor, or get a reader to give you the benefit of the doubt and bring you in for an interview to see if you are a good match.

This cover letter is the most difficult to write; it needs to be 100% on point, positive, and perfectly worded to get your point across without turning off the screener.

About the Author: Perry Newman is a nationally-renowned job transition specialist who develops branded resumes and is a career coach for executives, professionals and MBA’s seeking six- figure positions in multiple industries within the USA. As a Certified Placement Consultant, Certified Social Media Strategist and founder and former Managing Director of a NYC-based executive search firm, Perry has a rare combination of talent and experience that is essential for your success in today’s job market. Acknowledged as a subject matter expert in his field Perry is a sought-after public speaker for radio, TV shows and career services seminars and his articles and blog posts are published in national newspapers, magazines and blogs throughout the nation and the world.

Tags: cover letters, job seekers, resumes
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5 Ways to Become a Better Leader

March 19th, 2012 by Kira

A leader can come in all different shapes, sizes, approaches and titles.

Leaders who can manage leading while still motivating and inspiring loyalty, are the leaders that people will follow from job to job. A recent study showed that 75% of people voluntarily leaving jobs don’t quit their jobs; they quit their bosses. (Roger Herman)

To me, that says leadership has a major impact on the engagement of employees and team members and their workplace satisfaction. With that knowledge, how can you then become a better leader?

Here are 5 ways to become a better leader.

1. Recognize your talent. All people need and want to be recognized for the contributions they make in the workplace. If you aren’t convinced that people need recognition, 69% of employees say they would work harder if they were better recognized. It doesn’t take a lot of effort to recognize people, but the mere act of recognition can and will carry a lot of weight with the people around you.

2. Get personal. Don’t be afraid to make a personal connection with individuals on your team. The more “human” leaders are to their team, the more likely their employees are to be engaged in the work they are doing.

3. Be a good listener. Your team is likely telling you exactly what they need, even if they aren’t speaking it out loud. Listen to what people are saying, and more importantly listen to what they are not saying. Being a good listener means you can read between the lines and pick up on the cues that your team is unsatisfied and in need of some additional support.

4. Be visible and available, but don’t micro-manage. Being visible and available will let your team know you are there for them if they need you, but this doesn’t give you permission to micro-manage. People are distinctly de-motivated by micro-management. Allow people the room to learn, make mistakes, and ask questions without needing to know what they are doing moment-by-moment.

5. Involve your people in decision making. Instead of demanding change throughout your team, instead involve them in the change making process. Individuals who are included in the cycle of change are much more likely to embrace the change than individuals who are told how to change without discussion.

These are just a few ways you can improve your leadership style. To read more employee engagement statistics, take a look at this report.

What’s your favorite leadership style trait? We’d love to know.

Tags: Employee engagement, employees, Leadership, Listening, management, team
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Showcasing Confidence to Your Colleagues

March 12th, 2012 by Kira

Showing confidence in your work can increase your likelihood of receiving additional responsibilities, getting a promotion, and leading a team. Since we don’t always start out as a confident team member, here are a few points to consider while increasing your confidence.

1. We all must start somewhere. The people around you may have more experience, education or knowledge, but they too once had to start at the bottom. Don’t forget that your peers were once in the same boat as you – just getting started or new to the field. It’s okay to not know it all. In this case, don’t be afraid to seek guidance, continue learning, and ask questions. Do your best to keep up to date with information, trends, and news within your industry. Sometimes a fresh perspective has just as much, if not more value, than an outdated way of looking at things.

2. Believe in yourself and trust your abilities. If you got the job, it’s likely the company felt you could do the work. They trusted in you, so have that same trust in yourself. Even if starting a new project or being assigned a new role may feel a little intimidating, trust that you have the right people and resources available to you, should you need assistance. Believe in yourself enough to get the job done, to make smart decisions, and to seek guidance when needed.

3. Don’t take anything personally. While you are growing and learning and in a place of expanding your self-confidence, it’s important not to take things personally. This can show up in a variety of ways, from constructive criticism to the way a question was worded (especially the way an email was worded). The key here is to stay focused on your own growth and evolution, and diminish your sensitivity to feedback from others. Learning to take feedback and constructive criticism with confidence is a surefire way to see a major improvement in your career track.

Lastly, it’s important to note there is a big difference between confidence and cocky. Being confident shows that you believe in yourself, trust your abilities, and are able to get the job done. Being cocky will quickly make you enemies in the workplace, along with careless mistakes and errors. Confidence wins every time, and confidence is not about out-doing anyone else or needing to overshadow your colleagues.

“Who has confidence in himself will gain the confidence of others.” – Leib Lazarow

What other tips or insight would you add about confidence in the workplace?

Tags: career, Colleagues, Confidence, workplace
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