Our current climate is characterized by: radical change, new technologies, a multi-generational workplace, globalization and the rise of the BRIC economies, which have all led to extraordinary levels of competition in the consumer, commercial and candidate marketplace.
These forces are placing significant and varied demands on workers and professionals, and to thrive, survive, and deliver within the workplace, professionals must evolve and develop new skills and qualities. And taking into account the current climate, I have outlined what I believe to be the ideal candidate specification for 2013, which can help to produce candidates who perform and succeed in your business:
1. Flexibility: The ideal candidates will not be a ‘walkover’ (if you can walkover them, so can clients and suppliers), but will have a flexible outlook and be able to change their approach regularly and respond quickly to changes in your business or department strategy that are necessitated by an unpredictable internal and external environment. Flexible staff will make your organization agile and able to quickly respond to market forces.
2. Adaptability: This is different than flexibility where changes may be temporary or fluctuating. Adaptability is about being able change and let go of an established way of working (forever) and to adjust to a new, often radically different way of working for the good of the business. Adaptable people can let go of legacy systems and help your business move forward into the new age; rigid professionals may hold your business back in these circumstances. Seek out adaptability.
3. Intercultural Adaptability: A recent research report by Booz Allen Hamilton, Ipsos Public Affairs and the British Council shows that employers are now valuing inter-cultural skills as much as skills and experience. Fifty-eight percent of U.S. employers see inter-cultural skills as very important, and in the UK this figure is 70 percent. Inter-cultural adaptability means being able to understand and accept different cultural viewpoints and contexts, speaking foreign languages (ideally in international destinations of strategic concern to your firm), and being open to new ideas and ways of thinking.
4. Generational Flexibility: Even though Baby Boomers have just started retiring, we are working in a world with four generations (Traditionalists, Boomers, Gen X, Gen Y) working alongside each other from an internal and external perspective. Workers who have the generational flexibility to be able to adapt their communication and collaboration style to suit different generations should be able to collaborate better and be more effective.
5. Early Adopting Technology Evaluator: There is no doubt that used well, new technologies can create efficiencies and open up new opportunities for your business. Employees who can spot new technologies as they hit the marketplace, evaluate their usefulness to your business and deploy those that promise to make most impact, can help give you first mover advantage over your competitors.
6. Collaborator/Team workers: While focused, committed and cohesive teams are in, Silos and isolated teams are out, big time. The efficiencies, mistakes and inappropriate end products that come from ‘siloed’ working can be ultimately damaging. Ideal candidates can form cohesive teams but can come together and work collaboratively across functions as part of the overall business team.
7. Able to Spot an Opportunity/Customer Centric: This is especially important in small business (the engine of many economies), where workers need to wear multiple hats. There is no hiding place in small business; all employees must be able to engage with clients face to face or on the phone as they represent your brand and can win and lose business/clients from their behavior or lack of appropriate behavior when in contact with clients. Can you really afford to have an employee in a small firm who is unable to effectively relay a lead from a potential new client, or who cannot handle/escalate a client concern?
8. Leadership Flexibility: HBR research tells us that the most effective leaders have a flexible leadership style and regularly deploy up to six different leadership approaches: Coercive, Authoritative, Affiliative, Democtraic, Pacesetting and Coaching. The ideal leader will have the ability to deploy at least four of these styles on a regular basis.
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Throughout my career I have been very fortunate to meet and network with many successful, developed and executive professionals. Each one of these professionals seemed to have a clear mission and a sense of urgency in completing that mission each day. For many young professionals this is the ultimate goal when forecasting their career path. That is to find what you are good at, fine tune your ability at it, and help to diversify, innovate, and educate others about it. Ultimately that goal will lead to the cyclical process of one day the mentored becoming the the mentor to the next “you”.
In thinking about this and analyzing the connections I have been fortunate to forge, I studied each individual in an attempt to find commonalities that set them apart from the rest of the population. The question became, “what is it that each one of these individuals is doing that sets them apart and leads to success?” The interesting answer that I got from each individual was long distance running. At first glance, I thought that it was very interesting, but must have simply been a commonality, not a factor to success. However, after digging deeper and learning more about each individual, it was made clear…
In order to be successful, you have to be a long distance runner
It is always the decision that seems to be the hardest to make, but after day one and when sleep deprivation wares off the benefits are clear. At 5 am there is no IPhone, no emails, no conferences; it is just you and the road preparing yourself for the day ahead. At this point I can imagine that many people are simply not convinced, or hold a different view. For those of you stay with me, it is not the long distance running that made these professionals successful, furthermore, long distance running is not the only type of exercise that will work, but it is what long distance running stands for. Of course many other factors go into success, but the proof is in the pudding. In each case each individual was up before the sun, and when it came time to work they have already won a battle that morning. As you dig deeper you will see the discipline and characteristics of running translate directly into the board room, and those individuals running further are going further in every aspect of their life and career. Whether it is the analogy of long distance running, or the actual physical act, take a moment to think about how running could help you. It is not about running further than anyone else, simply running further than you have before. The moral of the story, and the answer to the question of “what sets them about and helped to make them successful” is the same answer for them as it is for you…
By: Nick Connor, Executive Sales Assistant Photo Credit at: http://www.laceuplocal.com/images/350×200-nrsm-running-night.jpg
The year 2013 is now just over half way done. Many resolutions have been achieved, and you have thought of many new goals for yourself. Zig Ziglar, the master of all things motivational, talks about evaluating where you are in order to get what you really want in life. Watch this video, it will help you figure out where to focus for the next half of this amazing year!
Ms. Shipira in the condominium she bought last year at Century Village of Boca Raton, Fla., where most residents are much older.
In the nine months she has lived here, she has learned some of the drawbacks of being a baby boomer among the very old.
“I don’t see anyone after dark,” she said. There is zero night life. The bus is often delayed — walkers slow people getting on and off. And her building’s resident representative had been hard to find after going into rehab for a back injury.
But Ms. Shapira says she has no regrets. She bought her two-bedroom condo for cash — $26,900.
“It’s like a car,” she said.
Sometimes it is like a used car.
Last year a condo here sold for $7,000, according to the real estate industry’s Multiple Listing Service. One in Kings Point, a similar retirement community in nearby Delray Beach, sold for $3,000, according to the listings.
The prices in these large retirement communities are not low because the properties have deteriorated since they were built in the 1970s and ’80s. In fact, they are mostly well kept.
But they hold little appeal to most baby boomers, who never imagined hanging out in the same sprawling retirement complexes that attracted their parents to come here.
With that World War II generation dying off and the collapse of the Florida real estate market during the recession, condominium prices in many cases are lower than they were when the units were new.
According to Palm Beach County property assessment records, Ms. Shapira’s condo originally sold for $40,800 in 1980. In 1990 it resold for $65,000.
And that is not an anomaly. In 2012, the average price of a condo in Century Village of Boca Raton was $35,436. For Kings Point in Delray Beach, it was $24,436.
In 2006, at the height of the real estate boom here, the average Century Village of Boca Raton condo sold for $114,000, according to multiple listings data.
Ms. Shapira, who was recently laid off from her job in the credit card industry, believes that over time she will look smart for having bought early on. “It’s a nice standard of living,” she said. “That’s how I look at it.”
She raised her son as a single mother, and this is the first time she has owned a home.
Her annual property taxes are just $632.
For the older generation, the men and women who came of age during the Depression and World War II, these senior communities — populated in large part by middle-class Northeasterners, often Jewish — were the Levittowns of retirement life, with thousands of condos in identical low-rise town houses offering comfortable living at affordable prices.
For a while now, the thinking in the real estate business has been that they were a thing of the past.
If baby boomers did not follow their parents to the Catskills for vacations, it did not seem likely that they would retire to the same places.
But Barry Fogel, who sells real estate in Kings Point, says that business has picked up and that many buyers are older boomers, in their late 50s to mid-60s. “A lot of them are not thrilled about it, to be honest, but they have no choice,” Mr. Fogel said. “It’s all they can afford.”
The vacancy rate among the 7,200 units, he says, is under 2 percent.
And there are signs that as demand picks up, prices will start to climb. In the last few months, sellers in Century Village have raised the average asking price to $50,000, up about $10,000 from last year.
Ben G. Schachter, the president of the on-site real estate company that handles South Florida’s six largest 55-and-older communities, said the units were not going to speculators.
“These are being bought by people who expect to live in them,” Mr. Schachter said. “They’re mostly buying for cash. It relieves them of having a mortgage payment as they get by on Social Security and fixed incomes.”
The communities offer a warm-weather routine of golf, shuffleboard, swimming, nightly shows, lectures, pottery classes and exercise groups.
Century Village in Boca has two synagogues, though no churches.
It is one of four Century Villages (the others are in Deerfield Beach, Pembroke Pines and West Palm Beach). Along with Kings Point and Wynmoor Village in Coconut Creek, these retirement communities — the largest in South Florida — help cushion the aging process with bus service to shopping malls and doctors’ offices, as well as round-the-clock security.
One night, Ms. Shapira attended an event at the clubhouse, which includes a 1,250-seat theater, and watched as women stood on the dance floor wiggling their wrists back and forth to the music.
“I guess those were the only parts that worked,” she said.
She has taken advantage of the clubhouse’s fitness center, lifting weights and using a stationary bike.
George Handy, a 58-year-old retired state worker from New York, and his wife, Colleen, 57, a manager of a CVS drugstore, moved in three years ago, liked it and persuaded a friend to buy a unit in a nearby building.
The Handys have made friends with some of their elderly neighbors. When Anne Landau recently fell in her condo at 3 a.m. and could not get up, Mr. Handy went over and helped. And when Mr. Handy’s car broke down, Ms. Landau’s husband, Stanley, lent him theirs.
Ronny Solomon, 61, is an insurance agent from Toronto. For more than 30 years, his father, Morris, 88, has lived in Century Village in Deerfield Beach — first part time and now full time.
About a year ago, Ronny Solomon asked his father to scout properties, and last spring he bought a two-bedroom, two-bath unit in the same building.
Ronny Solomon is not ready to retire. But a strong Canadian dollar made the deal too good to resist. “You can have a property there and not worry about how you’re going to spend your retirement,” he said from Toronto.
Mr. Solomon and his wife, Susan, a salon executive, plan to spend “Yom Kippur through Passover” at their Florida condo.
“Eight or 10 years ago, I said I could never live there,” he said. “But you see it changing in the people on the sidewalks, on bikes, in the swimming pool — it’s in transition.”
Full article can be found at:
Howard Goodman reported from Boca Raton, Fla., and Michael Winerip from New York.
The Senior Living industry is experiencing slow but steady growth, according to an article recently published by McKnight’s Long-Term Care News. This is exciting news for both the clients and candidates we serve on a daily basis. For our clients, this is a great indicator that building occupancy will remain intact with the prospect of rising in the future—increasing the quantity of residents that can receive quality care while increasing revenues on the facility level at the same time. For candidates, this shows that senior care employees will be in high demand due to the growing market—leading to more job opportunities that we at Govig Senior Care can help you take advantage of. Simply put, this news is a win-win for everyone involved in the senior living industry. To view the full article, continue reading below.
Senior living benchmarks continue to improve, finance expert notes
An improving economy, an aging nation and enhanced funding sources are fueling growth in the senior living sector, according to a leading industry analyst.
Michael Hargrave — chief market and data strategist for the National Investment Center for the Seniors Housing & Care Industry — offered a generally upbeat look at industry benchmarks yesterday during a McKnight’s Super Tuesday webinar.
Hargrave noted that occupancy rates for independent living rose to 89.3% in the first quarter. Skilled facilities (88%) and continuing care retirement communities (89%) were essentially unchanged, while assisted living (88.8%) was down by about 0.1%. Hargrave said the sector can anticipate slow but steady growth in the months ahead.
Funding sources are also showing improvement, he added. Real estate investment trusts remain a dominant funding source. But banks, finance companies, commercial mortgage backed securities and even the Department of Housing and Urban Development are loosening up their purse strings, he added.
Whether you are a CEO or entry-level employee, getting along with others is paramount to success and your career is no exception to this rule. While tenacity, hard work, intelligence and making the right decisions are all significant factors in the equation to achievement, interpersonal relationships can either make an individual’s career manageable and more lucrative or set up unnecessary barriers to getting what you desire.
Understand that winning anyone to your way to thinking is an art, and that win doesn’t happen overnight nor is it easy. Rather, building cohesive professional relationships and becoming more persuasive takes practice and patience, and can prove especially trying when there are burdensome co-workers in the equation.
Recognizing the importance that agreeable relationships hold in one’s job is just the first step – executing is the second. While all job situations and human beings are unique, there are some universal ways to ensure that you increase the trust level, cooperation, friendliness and effectiveness of those around you at the office. Here are some ways to do so:
1. A 2nd Perspective is the 1st Step – Success in dealing with people, both in business and in life, hinges on your ability to get the other party’s point of view on a given situation and to act accordingly. A co-worker of yours whom you might perceive as “difficult” may be intimidated, angry or aloof.
Contrary to popular belief, confrontation is not an effective tactic and should be avoided at all costs. Instead, put yourself in your co-worker’s shoes and determine how you would feel and behave if you were in their position. Though simplistic, you may find the 2 minute exercise to yield long-lasting insight.
When doing so, remember to always keep an open mind and free yourself of any prior prejudice that you have towards the person or people. Often, our best ideas come to us when we reflect from an alternative POV.
2. Appreciation, Respect and Praise Beat Confrontation – Make a point to praise and avoid condemnation. Telling someone they are “wrong” is the most ineffective way to get them to do right. Regardless of how mistaken they have been, your co-workers have what they think of as logical reasons for their actions. Being confrontational is a great way to make a long-lasting enemies and build resentment within the office.
Rather, if you want to persuade even the most intractable, play to the individuals’ needs for importance and appreciation. Where confrontation doesn’t work, sincere flattery makes all the difference.
Instead of put downs, focus on being grateful for what your colleagues have done right. Without exception, everyone likes to have their confidence raised; it’s a universal human desire.
By vocalizing sincere approval and building up their self-esteem, you make these peers more agreeable to assisting you in your endeavors. Know that even the smallest traces of gratitude will yield some of the biggest professional alliances you will have in your career.
3. Think Pros and Cons, Benefits and Disadvantages – Whether or not they achieve the desired results, the majority of decisions that your co-workers make are geared towards them obtaining something they want. Determining how you can deliver their desired results will be paramount to your persuasion efforts, as you can’t bait a fish with an empty hook.
To persuade and build better relationships, it is imperative that you reflect upon the situation from their perspective and determine what advantages your co-workers will see from taking action a, b or c.
When approaching others, understand that people like to feel that they are buying rather than being sold. Think mutual gain and be sincere and honest when conveying a desired action’s benefits. When we think in terms of advantages and disadvantages rather than satisfying our own needs, we recognize tremendous results.
4. Interest Them by Being Interested – If you want your co-workers to be interested in you, begin by taking an interest in them. People are only going to do what you want when and only when they believe you have a vested interest in them.
Start to think of your co-workers as people rather than considering them as means to an end. As a recruiter, I always learn as to what are their likes, dislikes, history and perceived future? Listen rather than talk; always smile and act enthused.
Ask your fellow employees questions about themselves and put yourself out to do things for co-workers which require time, energy and selfless thinking. Sincere interest is the foundation of a great relationship, as when we take an authentic, sincere liking to people, they begin to like us.
In the End
The most successful people know how to deal with all types of personalities at all different levels of business. Drive and intelligence come up short without the cooperation of others. Your most difficult co-workers can become your most important professional alliances if you approach them correctly.