Wednesday, July 30, 2014

July 2014 Jokes



More from MT.
Thanks buddy and keep them coming!
Ev
A Heck of A Nice Guy...just not as funny of a guy as MT

10. They told me I had type-A blood, but it was a Type-O.

11.  Why were the Indians here first? They had reservations.

12.  We re going on a class trip to the Coca-Cola factory. I hope there's no pop quiz.

13.   I didn't like my beard at first. Then it grew on me.

14.  Did you hear about the cross-eyed teacher who lost her job because she couldn't control her pupils?

15.  When you get a bladder infection urine trouble.

16.   Broken pencils are pointless.

17.   I tried to catch some fog, but I mist.

18.   What do you call a dinosaur with an extensive vocabulary? A thesaurus.

Wednesday, July 23, 2014

Can We Contact Your Current Employer


Can We Contact Your Current Employer?
When an employer asks this question, who will they usually contact and what questions will they be asking and what can an employer legally answer?
More and more companies are asking this and my candidates aren't sure what to do.
They're worried about retaliation if their current employer finds out they are working.
How can I assure them it will be okay?
If they check "no" will that disqualify them from jobs?
Here are some of your responses:

Are you crazy?
Don Espinola CPIM

Don:
If you mean Clinically Crazy, not that I've been recently diagnosed.
If you are asking if it is Crazy as in unbelievable that employers are asking this question, it is indeed true.
I've had many candidates go through this.
If you mean Crazy as in I don't know how to answer this question, then I'm guilty.
It is better to ask a dumb question than live in ignorance as I just started saying.
Thanks!
Everet


Everet, I like your sense of humour it is exactly like mine. My point is once any of my old employers find out about my wanting to leave, then they would make it their business to make me go bye-bye.
Don Espinola CPIM

I've also run into this myself on standardized tests for companies a major insurance company and a fast growing IT server company. In both cases I was perfectly qualified but had marked "no" to that question because it was very early in the process. If someone is coming to me with an offer I can sort of understand that they want to contact my employer as a last check to make sure I'm not being fired or disciplined. I think it is asked too early in the process most of the time and I wonder how many good candidates an employer is losing because of that question.

Someone else I know very well had an employer contact them when they applied to the new company on a sort of whim when they weren't too serious about looking for a new job but the position sounded interesting. Their current employer made life troubling enough that they WANTED to quit after being contacted by the new company.
Ev



whenever i have been asked this question i always reply with a big fat NO!!!. As once with my previous employer who i thought was extremely professional tried to make my life a living hell with the new employer even though they ignored his comments but he was too ticked off that i was leaving his organization.
Shua Ahmad
Group COO at Binham Pakistan Pvt Ltd

The easy answer for employers is to clarify when they will be contacting your employer in the interview process. If it is after I have an offer in my hand I don't have  a problem when you contact my current employer. Before that point I run the risk of being fired and I do have an issue with that.

Thanks for reading and participating!
Ev
A Heck of A Nice Guy

Wednesday, July 16, 2014

10 Phrases Great Speakers Never Say

As a salesperson at some point you are going to have to do a sales presentation to a group or even be asked to speak at a local event.
When that happens, here are some things to remember not to say when giving your presentation.
Thanks Jeff!
Ev




10 Phrases Great Speakers Never Say
BY
Jeff Haden

Want to ruin a presentation in seconds?
While it's really hard to immediately win over a crowd, it's really easy for a speaker to lose the room within the first few minutes of a presentation.

To make sure you don't lose your audience, here's Boris Veldhuijzen van Zanten, serial entrepreneur and founder of TwitterCounter and The Next Web, with ten things you should never say during your presentations:

1. "I'm jet-lagged/tired/hungover."

Not sure where this comes from, but one in five presentations at any conference starts with an excuse: "They only invited me yesterday," or, "I'm really tired from my trip," or some other lame excuse the audience really doesn't want to hear.

We, the audience, just want to see you give it your best. If you feel like crap and can't give it your best, maybe you should have cancelled. Take a pill, drink an espresso and kill it!

2. "Can you hear me? Yes you can!"

This is how many people start their talks. They tap a microphone three times, shout, "Can you all hear me in the back?" and then smile apologetically when it becomes clear that, yes everybody can hear them, but no one raised their hand.

It isn't your responsibility to check the audio. There are people for that. (And if there aren't, test the volume ahead of time.)

But if you do speak into the microphone and get the impression it's not working, just relax, count to three, and try again. If you still think the sound isn't working, calmly walk to the edge of the stage and discreetly ask the moderator to check for you.

Throughout, smile at the audience and look confident. Assume everything works until proven otherwise, then stay calm and wait for a fix.

3. "I can't see you because the lights are too bright."

Yes, when you are on stage the lights are bright and hot and it will be difficult to see the audience. But they don't have to know about all that.

Just stare into the dark, smile often, and act like you feel right at home. Feel free to walk into the audience if you want to see them up close.

And don't cover your eyes to see people but politely ask the lights person to turn up the lights in the room if you want to count hands or ask the audience a question. Even better, talk to the lights people in advance so they know when you will ask them to raise the lights.

4. "I'll get back to that later."

If you happen to stumble on an audience eager to learn and interact, grab that chance and enjoy it. If someone has a question you will address in a later slide just skip to it right away.

If someone is brave enough to raise their hand and ask you a question, compliment them and invite the rest of the audience to do the same. Never delay anything.

5. "Can you read this?"

The common rule is to make the font size on your slides twice the size of the average age of the audience. Yes, that means that if you expect the audience to be 40 then on average you are stuck with a font size of 80 points.

You won't be able to fit a lot of text on the slide, which is a good thing and brings us to the next point.

6. "Let me read this out loud for you."

Never ever, ever, ever in a million years add so much text to a slide that people will spend time reading it. And if you do, make damn sure you don't read it out loud for them.

The best way to lose your audience's attention is to add text to a slide. Here's what happens when you have more than four words on a slide: people start reading it. And what happens when start reading? They stop listening to you.

Only use short titles on slides, and memorize any text you want the audience to read. Or, if you must include an awesome three-sentence quote, announce that everyone should read the quote and then be quiet for six to ten seconds so they can actually read it.

7. "Shut off your phone/laptop/tablet."

Once upon a time you could ask an audience to shut off their devices. Not anymore. Now people tweet the awesome quotes you produce or take notes on their iPads. Or they play solitaire or check Facebook.

You can ask for the audience to turn their phones to silent mode, but apart from that you just have to make sure that your talk is so incredibly inspiring they will close their laptops because they don't want to miss a second.

Demanding attention doesn't work. Earn attention instead.

8. "You don't need to write anything down or take photos; the presentation will be online later."

It is really cool that you will upload your presentation later. But if it's a good presentation it won't contain too many words (see point 4) and won't be of much use to the audience.

For many people the act of writing is an easy way to memorize something they've heard. In short, allow people to do whatever they want during your presentations.

9. "Let me answer that question."

Of course it is awesome if you answer a question right away, but you need to do something else first. Often the question from an audience member will be clear to you but not to the rest of the audience.

So please say, "I'll repeat that question first so everybody can hear it," and then answer it.

Plus, when you make a habit of repeating questions, that gives you a little more time to think of an awesome answer.

10. "I'll keep it short."

This is a promise no one keeps. But a lot of presentations start that way!

The audience really doesn't care if you keep it short or not. They've invested their time and just want to be informed and inspired. So say, "This presentation is going to change your life," or, "This presentation is scheduled to take 30 minutes, but I'll do it in 25 minutes so you can go out and have a coffee earlier than expected."

Then all you have to do is keep that promise, which brings me to the last point.

Bonus tip: "What, I'm out of time? But I have 23 more slides!"

If you come unprepared and need more time than allowed, you've screwed up. You must practice your presentation and make it fit within the allotted time.

Better yet, end five minutes early and ask if anyone has questions. If they don't, invite them for a coffee to talk one-on-one. Giving an audience five minutes back earns their respect and gratitude. Taking an extra five annoys and alienates them.

Conclusion: come prepared, be yourself and be professional. The audience will love you for being clear, for being serious, and for not wasting their time.

Wednesday, July 9, 2014

How To Get More Interviews While Sending Fewer Resumes

Thanks Phil for the great advice!
Ev

 

Career Advice: How To Get More Interviews While Sending Fewer Resumes
By
Phil Rosenberg

Which do you think is more effective?
1) Sending 100 resumes responding to many jobs in the hope that a couple might be interested in you
or
2) Sending a few resumes to a few jobs where you are a perfect fit and a superior candidate?

Most candidates still send too many resumes today, and many still use method #1 above … but it doesn't work well today, leaving candidates frustrated and job search even more difficult.

While this strategy is counter-intuitive, sending fewer resumes is a much more effective method. It’s more effective and gets most candidates more interviews than the "spray and pray" method.

Why? Because candidates can’t target 100 resumes per day – not even close.

Sending many resumes per day is random. Candidates who use this method randomly apply for jobs, using the same resume. The strategy here is to hope that the words on their form letter resume magically match the 7 -10 keywords an HR rep, recruiter, employer, or admin (at a small company) is searching for.

The odds are awful, which is a big reason I see candidates with an average 1.5% resume response rate (see ''2 Ways To Determine Your Resume Response Rate" at http://www.recareered.com/blog/2011/03/02/career-advice-2-ways-to-determine-your-resume-response-rate/).

You can target one or two resumes reasonably well per day, maximum. Sending fewer resumes allows the candidate to research the company and customize each resume to specifically meet that employer's unique needs.

An effective and customized resume can get a 15-25% resume response rate (face to face interviews with hiring managers divided by total resumes sent) using a "send fewer" strategy.

Notice this ratio doesn't include recruiters (nor informational interviews) – while both are nice, they aren't job interviews…they may be a preliminary step to an interview, or they may not be.

Why does this work?

When you send fewer resumes, you spend more time customizing and targeting each position. Candidates tend to do more research (See "4 Killer Ways To Use Research In Job Search: Best of reCareered" at http://www.recareered.com/blog/2010/07/16/4-killer-ways-to-use-research-in-job-search-best-of-recareered/) when they send fewer resumes.

Candidates tend to select jobs they are "perfect for" if they send fewer.

I advise my clients, even unemployed clients, to send no more than five resumes per day. That's only if there are five perfect fit jobs, otherwise sending fewer than five works more effectively.

When you send fewer resumes … you focus.

When you send fewer resumes you also take more care on each, and really spend time on wording, bullet locations, look of the resume, reformatting.

So try sending fewer resumes and let me know – how did it work for you?


Phil Rosenberg is President of reCareered, the web’s central hub for job search advice. An active blogger about social media and career change, Phil’s articles have been republished by several of the leading job, career and recruiting sites.

Wednesday, July 2, 2014

The 5 Best Questions a Job Candidate Can Ask

Jeff thanks for the great questions.
Recruiters do you agree that these are good questions for the candidate to ask?
Ev



The 5 Best Questions a Job Candidate Can Ask
by
Jeff Haden
Inc. Magazine Contributing Editor

While you certainly have questions you like to ask (like these three), and maybe you ask one question to identify a superstar... if you’re an experienced interviewer you may almost always feel it's a waste of time when you ask the candidate, "Do you have any questions for me?"

Why? The average candidate doesn't actually care about how you answer their questions; instead they try to make themselves look good by asking "smart" questions. To them, what they ask is a lot more important than how you answer.

On the other hand, great candidates ask questions they actually want answered because they're actively evaluating you and your company… they're deciding whether they really want to work for you.

Here are five questions great job candidates ask:

“What do you expect me to accomplish in the first 60 to 90 days?”

Great candidates want to hit the ground running. They don't want to spend weeks or months "getting to know the organization." They want to make a difference right away.

Plus they want to know how they’ll be evaluated – so they definitely want to understand objectives and expectations.

“What are the common attributes of your top performers?”

Great candidates also want to be great long-term employees. Every organization is different, and so are the key qualities of top performers in those organizations.

Maybe your top performers work longer hours. Or maybe flexibility and creativity is more important than following rigid processes. Or maybe landing new customers in new markets is more important than building long-term customer relationships. Or maybe spending the same amount of time educating an entry-level customer is as important as helping an enthusiast who wants high-end solutions.

Whatever the answer may be, great candidates want to know because 1) they want to know if they fit, and 2) if they do, they definitely want to be a top performer.

“What are the one or two things that really drive results for the company?”

Employees are investments, and every employee should generate a positive return on his or her salary. (Otherwise why are they on the payroll?)

In every job some activities make a bigger difference than others. You want your HR staff to fill job openings... but what you really need is for HR to find the right candidates because that results in higher retention rates, lower training costs, and better overall productivity.

You want your service techs to perform effective repairs... but what you really need is for those techs to identify ways to solve problems and provide further benefits -- in short, to generate additional sales.

Great candidates want to know what truly makes a difference for your company... because they know helping the company succeed means they will also succeed, on multiple levels.

“What do employees do in their spare time?”

Happy employees 1) like what they do, and 2) like the people they do it with.

Granted this is a tough question to answer. Unless the company is really small, all any interviewer can do is speak in generalities.

Even so, great candidates want to make sure they have a reasonable chance of fitting in with the culture -- because great job candidates almost always have options.

“How do you plan to deal with...?”

Every business faces a major challenge: technological changes, competitors entering the market, shifting economic trends... there's rarely a moat protecting a small business.

So while a candidate may see your company as a stepping-stone, they still hope for growth and advancement... and if they do eventually leave, they want it to be on their terms and not because you were forced out of business.

Say I'm interviewing for a position at your bike shop. Another shop is opening less than a mile away. How do you plan to deal with the new competitor?

Or say you run a poultry farm (a major industry where I live): What will you do to deal with rising feed costs?

A great candidate doesn't just want to know what you think; they want to know what you plan to do -- and how they will fit into those plans.

Now it’s your turn. If you’re an interviewer, what are great questions you’ve been asked – and what do those questions indicate? Or, if you're interviewed, what questions do you like to ask?

Monday, June 30, 2014

June 2014 Jokes


Longtime client and contributor MT comes through again with a great set of puns.
Thanks MT!

Enough of my being Sirius. 

1.     I changed my iPod's name to Titanic. It's syncing now.

2.     When chemists die, they barium.

3.     Jokes about German sausage are the wurst.

4.     I know a guy who's addicted to brake fluid. He says he can stop any time.

5.     How does Moses make his tea? Hebrews it.

6.     I stayed up all night to see where the sun went. Then it dawned on me.

7.     This girl said she recognized me from the vegetarian club, but I'd never met herbivore.

8.     I'm reading a book about anti-gravity. I just can't put it down.

9.     I did a theatrical performance about puns. It was a play on words.

Thanks for laughing!
Ev
A Heck of A Nice Guy

Wednesday, June 25, 2014

Six More Signs Your Boss Is a Coward

Photo: erwin cartoon/Shutterstock.com

Thanks Rob for some great insight.
Sounds like some of my old bosses.
For those of you who are my old bosses and read my blog, I won't say if these apply to you!
Ev


Six More Signs Your Boss Is a Coward
by
Rob Wyse
Communications Advisor/Strategist/Writer for Global Executives, Managing Director, New York at Capital Content

Readers weighed in on my recent post, “Six Signs Your Boss is a Coward,” with more signs that your boss is a coward. Here is a sampling of firsthand experiences with bosses.

Remember, these are from you, not me.

1. He lies

Everybody lies at times to spare feelings or embellish a story.

But as readers pointed out, a cowardly boss lies over and over for personal gain or to discredit others. And innocent workers like you may be hurt by his lies.

Working for a boss who lies is nerve-wracking. You never know whether one of his lies is going to come back and bite you or inadvertently help you. A boss who lies is breaching a sacred employer-employee trust.

If you work for a boss who lies for personal gain, don’t lie to yourself. It’s time for you to find a new boss.

2. She is envious of subordinates, peers, and higher ups

One reader noted that an envious boss thwarts productivity by breeding fear and uncertainty that de-motivates a team. She only feels good when she can tear down the people she is envious of.

She might do this by turning people’s talents, knowledge, and hard work against them. If you’re the target, your best qualities go from “the keys to your success” to “areas for improvement.”

This type of cowardly boss is simply afraid she will be upstaged by excellence around her. As a result, you are punished for a job well done.

3. He delivers empty promises again and again

Everyone loves hearing praise for a “job well done” and the promise of a raise, promotion, or challenging new assignment. But when months go by and the promised reward doesn't materialize, the boss’s promises are immaterial.

Several readers noted that a boss who makes promises he can’t keep is often motivated by the desire to be liked. Making promises is easier than giving you positive feedback, while at the same time being realistic about what the organization will or will not do for you.

Of course, what you really need from your boss is a reality check. You may not like the answer, but you’ll respect your boss for being straight with you.

Empty promises empty the soul of an entire workforce.

4. She blames others to mask her own shortcomings

One reader said this is a terrible type of boss to have.

This kind of boss is so afraid of looking bad that she can’t admit she does not know it all. Worse, she views asking for help as a weakness.

So, instead of turning to team members who are better equipped to handle certain tasks, she blunders on. Then when things don’t go well, she blames her team – loudly, to anyone within earshot.

5. He fails to manage conflict and bad behavior within the organization

This coward boss is afraid to set rules of engagement and reinforce and enforce them. The result is chaos – a workplace that is a “free for all.”

The truth is all teams need rules and a referee to step in from time to time, cry foul, and get the game back on track. As one reader said, “Imagine The World Cup with no referees.”

6. She doesn't protect her team from impossible requests from upper-management

As one reader remarked, some bosses fall short when it comes to managing up – with disastrous consequences, Have you ever had a boss who accepts poor decisions from upper management and commits her team to deliver on unreasonable requests without pushing back?

This type of boss is like Lord Cardigan, who sent his light cavalry to their deaths in a frontal assault in the famous Charge of the Light Brigade – a task they were not trained nor well-suited for. It turns out he was acting on incorrect orders that were the result of a miscommunication in the chain of command.

A boss who sends her team into harm’s way over and over – without ever even asking questions -- is a coward because she lacks the courage to speak up.

Some final notes

Thanks: To readers who have worked directly with coward bosses and shared their experiences.

Congratulations: To readers who persevered and found productive ways to deal with coward bosses. Many changed jobs within their companies, others got new jobs in new companies, and some started their own companies and became their own bosses (brave ones, I hope).

Plus: I appreciate the bosses who commented that this has been a good checklist of what not to do.

Finally: Thank you to the readers who hated my post and had the courage to say so.

###

For tips, read Six Tips To Handle Your Coward Boss

Note: Again in this post, I have alternated between the “he” and “she” pronouns when describing coward bosses. Frankly, I find “s/he” clunky, even in writing. And of course, all of these signs can apply to both men and women.

Friday, June 6, 2014

D-Day

War correspondent Ernie Pyle (center) talks with Marines below deck on a U.S. Navy transport en route to the invasion of Okinawa during World War II. Pyle was killed about a month later, on April 18, 1945, by Japanese machine-gun fire on the island of Ie Shima.
Courtesy of the Milwaukee Journal-Sentinel


I’ve always enjoyed writers who in their first few sentences can instantly transport you to the time and place they want you to be. They make you see in your minds eye exactly what they are seeing. Over the years I’ve read lots of Ernie Pyle’s dispatches about WWII. Somehow I missed the one below.
After reading it, especially the last two paragraphs, think of how you would explain to someone why Americans would spit on soldiers returning from Vietnam.
Explain why a whole group of soldiers who fought the Korean War would be “forgotten.”
Explain why an American president would not try to do something to help an American embassy that was under fire in Libya.
As far as I know I had no relatives in the D-Day invasion, nor do I have any buried in soldiers graves in Europe or Asia.
Even with that in mind, I read the story below and it makes me feel even more determined to be a better husband, father, and American so that these soldiers sacrifices were not in vain.
These days when many people in our country have an entitlement mentality or a “me first” attitude, I wonder if I’m alone in having this feeling.
I sure hope I’m not.

Thank you again to all of our veterans, of ANY war!
Ev
A Heck of A Nice Guy




Normandy Beachhead — In the preceding column we told about the D-day wreckage among our machines of war that were expended in taking one of the Normandy beaches.

But there is another and more human litter. It extends in a thin little line, just like a high-water mark, for miles along the beach. This is the strewn personal gear, gear that will never be needed again, of those who fought and died to give us our entrance into Europe.

Here in a jumbled row for mile on mile are soldiers' packs. Here are socks and shoe polish, sewing kits, diaries, Bibles and hand grenades. Here are the latest letters from home, with the address on each one neatly razored out – one of the security precautions enforced before the boys embarked.

Here are toothbrushes and razors, and snapshots of families back home staring up at you from the sand. Here are pocketbooks, metal mirrors, extra trousers, and bloody, abandoned shoes. Here are broken-handled shovels, and portable radios smashed almost beyond recognition, and mine detectors twisted and ruined.

Here are torn pistol belts and canvas water buckets, first-aid kits and jumbled heaps of lifebelts. I picked up a pocket Bible with a soldier's name in it, and put it in my jacket. I carried it half a mile or so and then put it back down on the beach. I don't know why I picked it up, or why I put it back down.

Soldiers carry strange things ashore with them. In every invasion you'll find at least one soldier hitting the beach at H-hour with a banjo slung over his shoulder. The most ironic piece of equipment marking our beach — this beach of first despair, then victory — is a tennis racket that some soldier had brought along. It lies lonesomely on the sand, clamped in its rack, not a string broken.

Two of the most dominant items in the beach refuse are cigarets and writing paper. Each soldier was issued a carton of cigarets just before he started. Today these cartons by the thousand, water-soaked and spilled out, mark the line of our first savage blow.

Writing paper and air-mail envelopes come second. The boys had intended to do a lot of writing in France. Letters that would have filled those blank, abandoned pages.

Always there are dogs in every invasion. There is a dog still on the beach today, still pitifully looking for his masters.

He stays at the water's edge, near a boat that lies twisted and half sunk at the water line. He barks appealingly to every soldier who approaches, trots eagerly along with him for a few feet, and then, sensing himself unwanted in all this haste, runs back to wait in vain for his own people at his own empty boat.

Over and around this long thin line of personal anguish, fresh men today are rushing vast supplies to keep our armies pushing on into France. Other squads of men pick amidst the wreckage to salvage ammunition and equipment that are still usable.

Men worked and slept on the beach for days before the last D-day victim was taken away for burial.

I stepped over the form of one youngster whom I thought dead. But when I looked down I saw he was only sleeping. He was very young, and very tired. He lay on one elbow, his hand suspended in the air about six inches from the ground. And in the palm of his hand he held a large, smooth rock.

I stood and looked at him a long time. He seemed in his sleep to hold that rock lovingly, as though it were his last link with a vanishing world. I have no idea at all why he went to sleep with the rock in his hand, or what kept him from dropping it once he was asleep. It was just one of those little things without explanation that a person remembers for a long time.

The strong, swirling tides of the Normandy coastline shift the contours of the sandy beach as they move in and out. They carry soldiers' bodies out to sea, and later they return them. They cover the corpses of heroes with sand, and then in their whims they uncover them.

As I plowed out over the wet sand of the beach on that first day ashore, I walked around what seemed to be a couple of pieces of driftwood sticking out of the sand. But they weren't driftwood.

They were a soldier's two feet. He was completely covered by the shifting sands except for his feet. The toes of his GI shoes pointed toward the land he had come so far to see, and which he saw so briefly.

-Ernie Pyle

Wednesday, May 28, 2014

10 Little Known LinkedIn Features That Can Make A Big Difference

Thanks Wayne for the help!
Ev

10 Little Known LinkedIn Features That Can Make A Big Difference
by Wayne

Since we are in the middle of a holiday weekend here
in the U.S., I thought I would give you a vacation from deep strategic thinking and share with you a quick checklist of ten great LinkedIn features that you may not have discovered just yet.

1. Reorder your profile sections
Anytime you are in Edit Profile and you see the up-down arrow, it means you can move that section. This will help you emphasize the most important aspects of your profile.

2. Download a list of your entire 1st degree network
You can download into a spreadsheet (in either .CSV or .VCF format) a full list of your connections, including their name, current title, current company name, and email address. There are two ways to access this. If you have upgraded to LinkedIn Contacts (it’s free and I highly recommend it), go into your settings (top right) and click Export LinkedIn Connections. If you have not upgraded yet, go to your Contacts and on the bottom right click Export Contacts.


3. Delete Skills & Expertise entries
In Edit Profile, just click Edit in the Skills & Expertise section. You will then be able to eliminate all the inapplicable or downright silly terms that have suddenly appeared on your profile and have nothing to do with your skills, expertise, or products and services you sell or represent. Just click the X next to the skill you want to remove.

4. Find other people with similar outside interests or organizations
If you click a single word (Interest Section) or name of an organization (Organizations Section), you will then be sent to an Advanced People Search page showing you all the folks on LinkedIn who have that same interest or organization on their profile. You can further narrow your search by using any or all of the advanced searching filters.

5. Display media files on your profile
It’s referred to as your Professional Gallery and it’s a way to display your best video, audio, documents, slideshows, etc. on your profile in the Summary, Job Experience or Education sections. Just click the Add Media icon and either upload the file or add a link to a web address where it is already saved. When you are in Edit Profile, the media icon is between the pencil and the up-down arrow.

6. Reorder your recommendations
Because only two
recommendations for each job or education entry are shown in the main part of your profile, you want to make sure they are your very best.
In Edit Profile, go down to the Recommendation section and click the pencil. You’ll then see the up-down arrow that enables you to move the recommendations. You can only move them within that specific job section. You can’t move them to a different job section.

7. Find specific details about alumni
Dig into the LinkedIn alumni database for any school (not just the ones you attended), and find out the following information:
•Where they live
•Where they work
•What they do
•What they studied
•What their skills are
•How you are connected to them
.You can also use keywords to dig deeper into the list.
Access this database by either clicking the name of a school on anyone’s profile or by clicking Interests>Education>Alumni on your top toolbar and entering the name of the school you want to search.

8. Reduce or eliminate the number of emails you get from your groups
The default is daily. If you want to change this, go to Privacy & Settings>Groups, Companies & Applications. Under Set the frequency of group digest emails, choose either weekly or no email. You can adjust all of your groups from this single page.

9. Send a single message to up to 50 of your 1st degree connections at the same time
This one should come with a caution warning because if not used carefully, you may cause a person to drop you as a connection or label you a spammer.
To access this, click the little envelope on your top toolbar. Then click the Compose Message button. Enter the connections you want to email or use the filter button to refine your list. The filter button is the small LinkedIn logo next to the box you enter people’s names in.

10. Review details of and search into a 1st degree connection’s network
You can review the breakdown of a person’s network by the following criteria: company, school, location, industry, and skills. Click any of the circles to view a list of all the people in that category.
You can also search someone’s network with keywords and all other advanced search filters by clicking the magnifying glass located in the Connections section of his/her profile and entering the keywords you want to search for.
You can then click Advanced Search and further refine your search.
Both of these techniques are available for any of your connections that have not chosen to turn off the viewablity of their connections.
I hope you found a couple new features on this list that will help you increase your effectiveness on LinkedIn.

Monday, May 26, 2014

Honor Memorial Day


While you are out enjoying this Memorial Day. Take a minute to say thanks to those that fell to allow us to enjoy our freedoms.
Thanks Dad and all the other members of the 442nd Regimental Combat Team!
Ev

442nd RCIT History
"All of us can't stay in the [internment] camps until the end of the war. Some of us have to go to the front. Our record on the battlefield will determine when you will return and how you will be treated. I don't know if I'll make it back."
Technical Sergeant Abraham Ohama, Company "F", 442nd RCT, Killed in Action 10/20/1944

"They were superb! That word correctly describes it: superb!
They took terrific casualties. They showed rare courage and tremendous fighting spirit. Not too much can be said of the performance of those battalions in Europe and everybody wanted them...."
General George C. Marshall

"...I had the honor to command the men of the 442nd Combat Team. You fought magnificently in the field of battle and wrote brilliant chapters in the military history of our country. They demonstrated conclusively the loyalty and valor of our American citizens of Japanese ancestry in combat."
General Mark W. Clark

"...I cannot say, however, that their "Go For Broke" service has ever been adequately honored, but I do know that any objective appraisal of the record of this unit will place it high up in the annals of our military history...
Whether in France, Italy or elsewhere, I know of no units in the American Army that fought and persevered more gallantly than did those Nisei companies and battalions."
John J. McCloy, Assistant Secretary of War

"The Nisei troops are among the best in the United States Army and the respect and the appreciation due honorable, loyal, and courageous soldiers should be their's rather than the scorn and ridicule they have been receiving from some thoughtless and uninformed citizens and veterans."
Major General E.M. Almond

"The members of the Combat Team have made a magnificent record of which they and all Americans should be proud. This record, without a doubt, is the most important single factor in creating in this country a more understanding attitude toward the people of Japanese descent."
Harold L. Ickes, Secretary of the Interior