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If your CV was good enough to get you an interview, that’s great, but looking good on paper is just the starting point. At interview, you have to demonstrate that you have the skills to do the job and will be a good fit with the team.
An interview is an audition – your opportunity to shine and prove you are the perfect person for the role. The actor Harlan Hogan is famous for delivering the catchphrase, ‘you never get a second chance to make a first impression…’ and it certainly pays to be well prepared.
The interview is not, however, just an exercise in self-promotion. The hiring manager has a specific brief and, in effect, you are there to convince the interviewer that you can solve their hiring problem. An interviewer will focus on gaining an understanding of you and your motivation and how these fit with the role, existing team and organisational culture.
Be prepared to show how you will add value and that you are the best candidate to help the organisation succeed. When you are asked to tell the interviewer about yourself, what this request really means is that you should show ‘what value would you bring to us?’
Thorough preparation and the way in which you present yourself are crucial to success; but, since performance at interview is not a reliable indicator of job performance, interviews these days tend to be quite structured and often concentrate on competencies with targeted behavioural questions.
Clarity and brevity are your touchstones. Show you are articulate and able to think on your feet while communicating effectively under pressure. Be ready to provide work-related examples that show your personality and how you operate and illustrate that you will be a good fit in the role. Ensure you pinpoint your strengths and expertise and emphasise your points with examples that showcase your achievements. Show how you will make a real difference when you are appointed.
You may be asked some tricky questions as interviewers probe to assess how you react. Keep your answers concise and relevant. You are likely to be asked competency-based questions relating to your previous roles, so make sure you have plenty of examples prepared.
Employability skills are also an important factor for success at work and showing that you have these skills and focusing on them during the interview process, along with your technical expertise, will help differentiate yourself from the competition. Concentrate on showcasing good communication skills, commercial awareness, a commitment to lifelong learning, problem-solving skills, and professional manner and attitude.
Demonstrating your skills at interview is not easy and we all have ‘off days’ but interview practice will help. If you can, get a friend, colleague, career coach or mentor to help with some sessions to rehearse your responses, improve your confidence and hone your performance.
The changing face of recruitment
HR now use robotics to enhance and expedite the recruitment process and leave hiring managers free to concentrate on more complex tasks. AI is supposed to remove human biases that adversely affect some candidates and it seems that nearly all Fortune 500 companies are using some form of automation to enhance hiring processes.
It’s interesting to consider what changes job seekers are likely to see as robots are used in the interview process more often. A large Swedish recruitment specialist, TNG, has been experimenting with such a system to offer candidates job interviews that are free from the unconscious biases that managers and recruiters may bring to the hiring process. The idea is to make the experience ‘seem human’ while ‘background-blind’ AI programmes manage tests and perform initial online interviews.
The robot interview doesn’t indulge in pre-interview small talk and asks all questions in an identical way, in the same tone, and typically, in the same order. This is believed to create a fairer and more objective interview. Recruiting managers are then provided with transcripts of the interviews so they can decide which candidates to move to the next stage of the process, based on their answers alone.
Impressing the algorithm
Interviewees can’t relax too much in this context as the AI programme records and analyses responses, and where there is a video interface, monitors facial expressions. Some candidates will find they are comfortable with such an interview, as they will perceive it as a non-judgmental, non-threatening and non-invasive means of interaction which affords them scope for presenting themselves in a relaxed manner. Others may find talking to a screen and recording their answers more challenging.
There is some discussion around the issue of bias and AI. After all, the algorithms at work here are programmed by people who have flaws, biases and preconceptions that are all too easily inherited by an AI system. That said, many candidates seem happy with these developments. Randstad, a Dutch multinational recruitment firm, found that a majority of US job candidates believe technology, AI included, has made applying for jobs more efficient. These same candidates also felt more respected and engaged in the recruitment process as they received automated updates.
Impressing a robot at interview may require candidates to adjust their focus. Answering questions that will be analysed by an algorithm means your responses must focus on the job specification, using words and phrases directly related to the role. You cannot rely on building rapport with the interviewer because a robot is not interested in bonding with you. It will still be important to be well prepared for the interview, having read not just the job description but also the organisation’s website information to see what qualities they prioritise and the culture they portray.
The plain fact is that a robot can interview many more candidates per day than a person can and will also review a candidate’s social networking activity thoroughly and quickly. At least in the early stages of the recruitment process, we are likely to see automated AI powered systems being used as a matter of course. Whether the interviewer is human or machine it remains important that the applicant makes a good impression.
Liz Sebag-Montefiore is a Director and Co-Founder of career management firm, 10Eighty and has provided HR solutions to a wide range of industries since 2005.
For recent graduates and professionals seeking their first real taste of working life, thriving in your workplace is vital. After all, this is the first step in what will be an illustrious career for you, so you want to make it count by being the best you can be.
Truly thriving in your workplace can also only increase your job security, help you network internally, raise your confidence and help with career progression down the line.
Here are a few tips for those who are looking to maximise their chances of thriving in the workplace:
1. Set up quarterly targets with your manager
In some industries, like sales, your performance will be entirely measured on targets. However, why not set some individual professional goals to achieve with your manager too? These are ones that you won’t share with the rest of the office.
It’s always good to have something to work towards and it should ensure that you are constantly developing. Plus, you’re bound to work more efficiently and with more motivation if you’re chasing a goal, rather than simply praying that the clock hands move faster.
2. Write out daily and weekly targets
Setting more frequent goals is an excellent way to motivate yourself. Each Monday morning, for example, you could set out what you want to achieve for the rest of the week.
The best part is, these goals don’t even have to be work-related. They can include something as simple as talking to your colleagues at lunch in order to improve your working relationships or using your break to walk around a park and get some fresh air.
Writing out a to-do list each morning, meanwhile, can keep you organised and on top of your tasks for the day. It also helps you to see where you might have free time to ask for more work. Organisation is a key strength you need in order to thrive at work.
3. Work with your colleagues
If you’re an introvert, this can be difficult. However, working alongside your colleagues can play a huge part in not only enjoying your job, but perhaps thriving in your role too.
For recent graduates, this is likely going to be your first experience of a full-time working environment. You don’t want your first proper job to be awful, do you? This is the start of your career, so you need to hit the ground running.
Show your colleagues that you aren’t a deer caught in headlights and offer your knowledge and insight into projects. Plus, don’t be too proud to ask for help or to work on certain tasks in the first few months. This will enable you to bounce ideas off your colleagues, gain some invaluable knowledge of how tasks are completed and start building a strong professional network.
4. Lead meetings or projects
For recent graduates, confidence in your new role is key. From the very start, you want to show that you belong in this environment and you’re far more likely to thrive in your workplace if you feel confident.
You’re never going to gain leadership skills by taking a back seat. So, why not take some initiative and put yourself forward? Whether this is asking to lead meetings, client calls or projects, putting yourself in these positions is an excellent way to acclimatise yourself to working life. It also sets you up nicely for career progression too!
5. Hone your key skills
If you’re good at something, whether that’s a certain task or use of a specific software, demonstrate your ability. When starting a new job, doing something you know you’re good at will fill you with confidence.
What’s more, you may become the go-to person in the office that people come to when they need help with a task you’re proficiently skilled at. This will ensure you thrive in your workplace, and allow you to develop your best skills to a level of expertise.
6. Jump into the deep end
However, don’t just focus purely on one particular skill you have. You don’t want to be a one-trick pony. This can damage your chances of getting a better-paid position or promotion, as employers will always pick an employee who can offer versatility in their skill set.
Learn new skills, put yourself out of your comfort zone – these are just a few examples of what you can do to improve your versatility. If you’re worried about the consequences, make sure you have a few safety nets to fall back on. For example, ask a senior colleague to listen in on your client call so they can help you if you get stuck.
7. Are you ready to thrive in the workplace?
In order to secure career progression and get higher paid jobs in the future, you need to be the best you can be in your current role. When applying for new jobs, you will most likely have to use your existing employer as a reference. It goes without saying that if you thrive in their company, they’re far more likely to give you a glowing reference.
Make sure to follow these tips whether starting a new job, or if you just want to improve in your current role. Thriving in the workplace goes a long way to helping your career!
Lee Biggins is the CEO and Founder of CV-Library, an independent job board in the UK. Having launched the company from his bedroom nearly two decades ago, Lee has since seen CV-Library grow from strength to strength, and he is now committed to growing Resume-Library, its US sister site.
Many organisations have created a talent base that is skilled in a narrow area of expertise, but not prepared for upper management
In a 2017 post for AMBITION, Juliette Alban-Metcalfe talks about developing a learning culture in organisations, stating: ‘We can’t afford to maintain the silos we’ve built up and ignored for years.’ In this statement, she challenges us as learning and development professionals to address a very important issue, developing well-rounded leaders.
For years, we have helped people develop expertise around specific jobs. However, the need to expand the knowledge, skills, and abilities of our future leaders is often neglected. We’ve created a talent base that is skilled in a narrow area of expertise, but not prepared for upper management.
It is said that by 2030, baby boomers will be completely out of the workforce. So we, as L&D departments and professionals, need quickly to rectify the silos of specialists we’ve created by broadening the role-specific training of the past in order to address the workforce needs of the future.
Our challenge is to develop a new generation of company leaders capable of making well-rounded and well-informed decisions. So what types of things should we be helping employees to learn, and how?
Many employees don’t know the strategy of their organisation. They are so focused on their individual job that they miss the big picture.
Competitor knowledge is something we’ve seen particularly lacking. People get caught short in being able to ‘sell’ their products and services as the best choice in comparison to their competitors. In an ideal world, all employees would understand their company mission, vision, strategy, and competitive advantage.
Few individuals understand their company’s business model, and how it makes money. Understanding how the company makes money helps individuals make better decisions regarding expenditure, negotiations, investments, and more.
Continuous improvement is a concept that every individual should embrace. There is always a better way to do something and each individual should be responsible for ensuring that their job is done in the most logical, efficient and ethical manner. Continuous improvement helps a company make incremental improvements over time, and achieve ‘breakthrough’ improvements.
A stakeholder is someone with a positon on a topic, so they can be anyone. Knowing who the stakeholders are helps employees to ‘see the big picture’ and make better decisions.
The next question is: ‘How do we help employees acquire this kind of knowledge and skill?’ Knowing and doing are different things. Also, learning opportunities need to be structured to ensure real-world, on the job experiences.
One idea that is rarely used is job rotation. Anyone who aspires to lead in an organisation should work in at least three different areas of the business.
Unfortunately, most companies reserve their rotational programmes for ‘high potentials’. A better approach would be to create an immersion programme for all employees, so that everyone has a more rounded view of the organisation. This will help in retention as well as educating employees about their role.
Most people leave an organisation because they feel there is no growth or advancement for them. But what if they were able to identify their own future role? Participating in a rotational programme could inspire them to contribute to the organisation in many ways.
Organisations must focus on developing well-rounded individuals who can take the organisation into the future. The future success of our companies depends on it.
Nanette Miner is the Founder and Managing Consultant for The Training Doctor, LLC, a learning design firm.
Why more students than ever before are setting their sights on the side hustle and ditching the traditional nine to five
Our general default to working hours is and has always been, the nine to five. But why is this so? Is it just a habit? A comfort associated with this way of working and living?
Among the many students around the world that I’ve spoken to or mentored, there’s a sense that these traditional, standard working hours are well on their way out. This simply is not the lifestyle young people want for their futures and change is already afoot.
We’ve seen a major change in the behaviours and desires of job seekers over the last 12 months on the JOB TODAY hiring platform, particularly among students in the UK, but also worldwide.
Where the ‘Jack of all trades’ was once seen as a negative, today’s millennials and members of generation Z are embracing the opportunity to grow in multiple trades or skills and are ditching the race to chase elusive job titles through the ‘job for life’.
Instead, they’re pursuing multiple income streams through part-time, freelance and casual roles to develop new skills and champion a more balanced way of working – as a student and beyond. A multi-hyphenated way of working if you will.
We recently conducted new research which shows that more young people in the UK than ever before are ditching the nine to five. In fact, 50% of those surveyed said roles outside these standard working hours are helping them pursue side hustles and achieve a better work-life balance.
Supporting students to challenge convention and pursue flexible work
Personally, I love that this generation is completely challenging the norms set by generations before us. They’re leveraging multiple roles and ways of working to create a multi-hyphenated career that allows them to smash goals and create a lifestyle that better balances work, passion pursuits, and social/family lives.
However, while many millennials and Gen Z job seekers (in particular) seem to have it all together when it comes to pursuing their passions the reality is that the vast majority of young people still need a helping hand to go after their side hustles.
We need to do more to help and encourage this generation in their pursuit of their passions, side hustles and simply, a lifestyle that goes against the comforts of the nine to five. This is all the more important when this type of lifestyle looks so different to parents, grandparents, and even to friends.
That’s the reason behind JOB TODAY’s recent partnership with king of the side hustle, Jamal Edwards MBE, who was named to the 2016 Forbes 30 under 30 in European media list and is the founder of urban music channel SBTV. The #WorksForMe campaign offers the chance to win an exclusive, one-to-one mentoring session with Jamal that can help one young person in the UK to get their passion project off the ground.
As part of the campaign, aspiring entrepreneurs across the UK have been getting in touch to tell us about their career goals, their side hustles, and why they want to win a one-to-one session with Jamal. We then selected finalists and you voted for the winner.
Top 5 flexible roles for students
The JOB TODAY app connects young job seekers with casual jobs which are available through local businesses. This allows students to secure jobs and facilitates flexible job opportunities that help young people in the UK steer through the ever changing, fast-paced job climate. Some of the most popular flexible roles we have available on the app right now for students include:
1. Dog walker: the UK’s fourth-most popular casual job can see you make monthly earnings of around £1,500 GBP a month. It also gets you out in the fresh air and offers a much-needed break from the books.
2. Promotional work: popular brands we use every day run campaigns to boost awareness and often need casual staff to help spread the word. Where these campaigns are held vary, but you could find yourself at a festival or a major sporting event. You can also pick which days you can work and which you can’t. Ideal for any hard-working student who doesn’t mind spending time on their feet!
3. Cleaning: cleaning while studying can help aid mental focus as you are keeping active without mentally investing. The trend of cleaning has seen Sophie Rose Hinchliffe (aka Mrs Hinch) catapult into influencer territory with her tips on keeping spaces sparkling. This role suits students who want to zone out and earn some cash.
4. Barista: the wonderful thing about the UK’s love for a frothy one is that there’s always work available behind a bar! The added bonus to this is, tips! This is best suited to the early birds.
5. Delivery driver: if you have a driving licence, then why not work the parcels – from courier driving to Uber Eats. Internet shopping is forever on the rise with instant and flexible options for delivery meaning there’s a constant demand for flexible workers in this arena. This often comes with a vehicle and you can work days and hours that suit your schedule.
Polina Montano is co-founder and Head of Global PR and Brand Marketing at mobile hiring company and app, JOB TODAY. She has a wealth of experience building and growing her own companies and holds a master’s degree in entrepreneurship and innovation from the University of Luxembourg.
How can you ensure you don’t end up in a job for which you’re overqualified? HelloGrads co-founder, Sophie Phillipson, offers some practical steps
After years in education, we all look forward to the photo opportunity that is graduation. But beyond the gowns and mortarboards, there is a lingering sense of dread – the unknown is just around the corner.
The charmed walk into jobs and graduate schemes, others look to PhDs or gap years. The best advice you’ll ever get is this; even if you aren’t sure what you want to do for a living, the more preparation and planning you can squeeze in before you leave education, the better your first taste of the real world will be.
The risk of overqualification in your future employment
Research from the UK’s Chartered Institute of Personnel and Development (CIPD) found that graduate overqualification is a particular problem for the UK, compared to the rest of Europe, with 58.8% of UK graduates in non-graduate jobs – a figure only exceeded by Greece and Estonia. That means the risk of under-employment – doing a job you’re overqualified for – is high.
How to boost your prospects of securing the right job
The good news is there are some practical steps that can be taken before the training wheels come off.
1. Prime your CV
Life can get hectic at university, especially in the final few months. Finals loom, essays are due and the question of ‘what happens afterwards?’ keeps getting pushed back to deal with what is right in front of you. So kickstart your post-university prep before the final semester. In fact, there are plenty of things you can do from day one.
One of the best ways to enhance a CV is to get involved with, or run, a society, particularly if it bears some relevance to your chosen career path. Be it student media, young entrepreneurs, LGBTQ or debating, there’s either a society to be joined, or a gap for one to be started.
Not only will you meet interesting people, pick up new skills and potentially participate in big events, but it’s a golden opportunity to become more employable while enjoying yourself.
Likewise, hobbies and sports can demonstrate that you’re passionate, a team player, disciplined or dynamic.
One of the biggest concerns we hear from new graduates is that they’ve left university without having any idea about what they want to do thereafter.
Having an idea of your career mapped out is sometimes half the battle, but this doesn’t mean Googling job titles – you need to start talking to people. There is no better way of understanding a job, or an industry, than to speak to someone on the frontline.
Spread the word among family and friends. If you stumble across a contact with an interesting job, send them a message or arrange a call and ask about what they do. Most people will be flattered to be asked.
If you don’t know anyone, try professional networking on LinkedIn. Search relevant content, read all you can, and try to strike up a conversation with someone in an industry that appeals to you.
Check out careers events taking place at your university. Dress smarter than the average student for these, as this is an opportunity to speak to industry insiders, glean useful knowledge, and make your mark.
Also, look at local employers. Can you start making relationships with small businesses in the same city while still at university, either by offering your skills as a temp or by doing some work experience between classes?
3. Great expectations
Speak to career coaches, professionals, graduates, or anyone with a job and they’ll all tell you your degree doesn’t define your career or your route to success.
Take the late billionaire Donald Fisher, who studied business at UC Berkeley. It was decades after he left his studies, and with no retail experience, that he founded Gap aged 40 because he couldn’t find jeans that fitted him. Dexter Holland completed a master’s in molecular biology then suspended his PhD studies to pursue his passion project which became the internationally-acclaimed punk rock band, The Offspring.
No one’s life or career is a well-structured race to the top. If you prepare properly and take the necessary steps to give yourself the best chance – as you’ve already done by investing in higher education – then, trust me, things will work out. But effort is required to make the transition easier.
By the time you leave higher education, you should already know how to solve problems, work hard, focus and really get stuck into a project. But you can make your way into the ‘real world’ much simpler with some thought and planning.
Sophie Phillipson is co-founder of student and graduate support site HelloGrads, which offers help and advice on careers, life and finances to those leaving university.
It’s time for our personal purpose to step into the light and shape our leadership style, writes Laura Wigley
Purpose. Our plan. Our life. Our mission. The thing we wake up for every day. At work, thanks to a revived focus on creating a great working culture – imbued with vision and a reason for being – we focus heavily on the business purpose: its mission, its values.
Yet personal purpose, the thing that drives everything we do as individuals, is often left at the wayside and seen as something that should only be focused on outside of work, if at all.
The world of work continues to change, with the challenges of work-life balance and operating in a connected world two of the most significant for employers. Should we, as leaders, bring our personal purpose to work? It is the norm to integrate work and home lives? Realistically, businesses only talk about the future in business or leadership terms. But perhaps organisations should be supporting us, as leaders, to think more widely and to define our life purpose? Should they be helping us to achieve the balance we desire and encouraging us to view our work as part of something bigger?
The argument for alignment
I believe the answer is a resounding ‘yes’. Unfortunately, however, given the way most businesses are currently organised, there is no opportunity to achieve this deep self-exploration. There is no moment to be mindful of who we are and what we stand for. Yes, we’re encouraged to have a leadership purpose – how we want to be seen as a leader or to define our authentic leadership style – but this is rarely considered alongside personal purpose. If businesses want to create and motivate brilliant leaders and to deliver a sustainable leadership pipeline, this has to change. For me, defining personal purpose is the most important thing you can do for your own personal development, because investing time here will ensure all subsequent decisions can be based on a clear rationale and will support the achievement of long-term goals.
I would also argue that, for organisations, providing this deep support and guidance for their leaders is one of the most effective, long-lasting investments they can make. Ensuring leaders are clear about what they stand for as an individual can be the foundation for ongoing, self-driven development, engagement and motivation. It also has the potential to help the business stand out from the crowd: going beyond everyday corporate thinking when investing in their people.
Sure, it’s difficult to see a direct return on investment and there is a risk that people will leave the organisation following such exploration, but creating this type of clarity is a direct way to promote engagement right to the top of Maslow’s Hierarchy of Needs and to increase discretionary effort. It reminds me of that much-quoted dialogue been a fictional CEO and his financial director. ‘What if we invest in them and they leave?’ asks the latter; the CEO responds: ‘What if we don’t and they stay?’
Leadership purpose versus personal purpose
As US politician Sharron Angle once said: ‘There is a plan and a purpose, a value to every life, no matter what its location, age, gender or disability.’
Everyone has a driver that gets them out of bed in the morning, whether it’s raising their family; giving something back to society; achieving career success or some other personal purpose. It’s personal purpose that motivates you. It’s the reason you do the things you do. It could centre around family, friends, health, career or spirituality but it will be unique to each of us. Some may realise their purpose early on, others a little later. But, eventually, everyone will find they have an in-built compass guiding them towards something that resonates and rewards them.
By contrast, not everyone will develop a leadership purpose. Leadership purpose comes about only when someone has a desire to lead others. Once you become a ‘leader’, whether that’s on the sports field, in business or in a war zone, you’re typically encouraged to define your leadership purpose or vision, describing what it looks, sounds and feels like. This purpose focuses on how you wish to lead; what’s important to you in your leadership style; the sort of leader you’d like be seen as.
In my opinion, a leadership purpose is not sustainable or rewarding on its own. No matter how good a leader you are, if you’re not also tapping into or fulfilling your broader personal motivations, it’s not going to fulfil you in the long run. Over time, this may prevent you achieving your potential in work or life.
A thought here: I don’t believe it’s wrong to invest all your time and energy in your career, as long as you’re mindful of the trade-offs you’re making in other areas of your life. You must ensure you’re focusing on the things that mean the most to you, deriving motivation and satisfaction from your work, and embracing the ‘imbalance’ rather than seeing only the sacrifices made.
In an interview with the CoFounders Lab, Storenvy founder, Jon Crawford, summed this up perfectly, saying: ‘Work, sleep,
family, fitness or friends – pick three. It’s true. In order to kick ass and do big things, I think you have to be imbalanced. I’m sure there are exceptions, but every person I’ve seen riding on a rocket ship was imbalanced while that ship was being built. You have to decide if you really want it.’
The ideal, however, is perfect alignment: leadership purpose which encompasses personal purpose to create a balance in both work and life.
How to achieve the balance
The route to achieving a perfect balance is not simple. It’s not something you can achieve alone and it’s certainly not something that can be achieved in a day. Once set out, it becomes a regular exercise – refining it, developing it and adjusting it according to your current situation and your progress. However, it can be achieved. For me, there are three key elements that promote success in identifying, communicating and actioning your purpose.
The first element is impartiality: gaining an outside perspective to help you ask yourself, and dissect, the tough questions. Using a coach or someone who isn’t linked to your organisation can help you uncover and drive your understanding of what you stand for, though this can be harder to justify to senior management, from an ROI perspective, than corporate coaching. With personal coaching, it is unlikely that there will be open goals that are shared with the company, or a specific business challenge to focus on. The session must simply support private exploration. Some numbers-driven organisations may baulk at the request, but it is important for individuals to open up completely, without the threat of repercussions.
The second element, and the one that requires the most work – and is often be achieved through personal coaching – is to become clear what you stand for, both personally and as a leader; achieving an understanding of your values, your motivations, your needs. My framework for this is simple and can be used to help you discover your personal purpose. You should then apply it continuously to all you do as a leader. It comprises just four steps: define, create, plan and do.
The third and final element to ensure a link back to your organisation and career is an honest and transparent relationship with your line manager, where you are ready to help them and they to help you. While you can choose what to share, and how much to share, about your personal purpose, it’s important that there is maturity in your relationship with your manager so that you can support and embrace this. This is because, once you’ve achieved this level of clarity, you may want to change the way you operate as a leader which requires an honest conversation with your employer.
You may also need to sell these changes to your employer. Start the conversation on the right foot. Consider how you could demonstrate the positive impact your changes or requirements would have on the business. For example, if you’ve defined your purpose as ‘giving back’, you may want to volunteer during the week, or become a mentor for those who value your expertise. Whatever it is, you need to ask yourself: ‘What is the business case?’ You need to sell the idea to the business and create a win-win scenario.
What this means for organisations
Very few large businesses are set up or ready to have conversations about personal purpose, and how to align this with business purpose, as they are a broad departure from the traditional way of doing things. But organisations need to recognise there is more than one way of achieving success. Being open and committed to investing in coaching relationships could achieve less tangible, but important, outcomes. Be open to individual workers’ suggestions and requests when they do share them and role model from the top.
Taking time to consider, define and set out your personal purpose is an essential tool in the leadership toolbox. Time invested here has the potential to drive motivation, engagement and achievement, way beyond the original investment. As author Eugenio Pirri, Chief People and Culture Officer at Dorchester Collection, says in his book, Be A People Leader: ‘Unless you truly understand who you are, how can you possibly help someone else grow as a person, grow their career or ensure they reach their
Life is a balancing act. Knowing your purpose is the key to achieving this equilibrium happily and sustainably.
Laura Wigley is the former Global Talent and Development Director for luxury hotel management company, Dorchester Collection, and is now People Director at luxury health club operator, Third Space.
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