The Affinity Trap – Ways to sabotage the interview

August 29, 2013 ~ Orlando Ceaser

It is common knowledge that people like people like themselves. If you examine a random list of employees you will find a connection between the employees hired and the people who interviewed them. This affinity can be a barrier or a trap when used inappropriately by candidates or interviewer in an interview. It may actually stifle their chance of being hired.

You are human. Therefore, it is not unusual to find yourself sitting across from someone in an interview with whom you have similarities. You should be thankful for the diversity in companies. However, this variety is not a license for candidates to let down their guards and became too comfortable. Some candidates have crossed a line of professionalism and resorted to patronizing behavior and / or inappropriate familiarity. Additionally, some interviewers have used their affinity to trap candidates into saying something inappropriate and eliminating them from the interviewing pool.

It was an amazing sight to see. A person walks through the door, sees that I am African American, and a noticeable calm came over them. I have heard the same comments from Baby Boomers interviewing Baby Boomers, women interviewing women and other ethnicities and athletes interviewing someone who perceives a connection. Most candidates are pleasant and professional, but invariably an exception stands out.

I have seen candidates who were highly regarded from resume screenings, phone interviews and face to face interviews, transform themselves in an interview. Their demeanor changed. Their speech became more colloquial and another personality or alter ego came out of nowhere. I have discussed this phenomenon with a number of my colleagues and they expressed similar experiences and observations. The candidates were excellent and did not have to resort to these tactical errors. I understood their intent, but they lost out reaching for an elusive competitive advantage.

Other manifestations of this strategy are as follows:

• Behavior became more casual in posture and in speech
• They became too familiar through touch or questions
• They assumed that the job was theirs and indicated as much in their comments
• They lowered their guard and disclosed unnecessary information
• They saw the interviewer as a confidant and friend and disclosed unbelievable information
• Favors were expected and requested
• Negative comments, complaints and disclosure of conflicts on other jobs were mentioned as they completely let their guards down

When you notice a potential connection with an interviewer, who is like you, it is wise not to assume instant compatibility. You have to be very careful of the Affinity Trap (race, gender, age, ethnicity, interests, sports, education and schooling, contacts and place where you grew up). You may slide into a comfort zone that could be hazardous to the job interview. There is a book by Judith M. Bardwick entitled, Danger in the Comfort Zone. My wife likes to refer to it as Comfort in the Danger Zone, which is very descriptive. When you have an affinity of any kind you owe it to yourself to:

• Be courteous and respectful of the position of the interviewer
• Be extra careful and on top of your game
• Be professional in your demeanor and questions
• Do not expect special treatment by word or deeds
• Stay focused and deliver the best interview possible (this may be the chance of a lifetime)
• Deliver the same comprehensive profile of your experience you would give to anyone

It is generally OK to ask the interviewer if their affinity (gender or race) has been a challenge in their organization. This is a fair question and helpful in making your employment decision. You may consider getting the answer to this question during your research, before the interview. You don’t want them questioning why you asked the question. Additionally, some interviewers may use it against you, especially if that was the only question you asked.

Remove the prospect of better treatment or special treatment from your mind. This is an entitlement mentality and preferential treatment violates many policies on top of being illegal. Earn the inside track, by the quality of your background and the strength of the interview.

Sometimes the interview is tougher than usual because the interviewer feels they have to substantiate their selection. Many times your toughest interview will be with someone with whom you feel a strong connection. They are not necessarily trying to deprive you of being hired, but to prepare you for the tough road ahead. If you make it past them, you are more ready for the rest of the interviewing process. Also, you may encounter men and women who may feel pressure and extra scrutiny if they pass you along. They may be trying to knock you out or to make sure you are the strongest in the field. Be prepared for anything and anybody.

Respect your accomplishments, the position and the person in the interviewer’s chair. Your interviewer may be able to identify with you without you going out of your way to make a connection. Your greatest compliment to the person and the process is to deliver a powerful interview and perform worthy of the opportunity if hired. Artificial familiarity may breed contempt and therefore, will not give you a competitive advantage.

It may be an affinity or compatibility trap, because you feel someone may understand your position and issues. It could also be a trap because someone is out to get you and look for ways to bring you down and out of the interviewing process. Remember, they are not your friends, yet. They are not your coach or mentor, yet. You do not know them. They do not know you. Be on guard and do not fall victim to the trap. The interview may be slanted, but take nothing for granted. Go after the job based on your talents, abilities, potential and experience.

Maintain your professionalism. Keep your guard up. Let your resume and your record of accomplishments speak for you in your responses to the interview questions. Don’t change the dynamics of the professional interview by adding unnecessary tension and drama. Be careful and authentic as you avoid The Affinity Trap.

Are you smarter than a Squirrel?

March 27, 2013 ~ Orlando Ceaser

I believe that anybody and anything can teach me something. I believe I can learn from everything in my environment. Sometimes it is nature and the animals that are my greatest teachers.

I was sitting in the kitchen one day observing activities outside my window. My wife is an avid gardener, so in front of me were many varieties of flowering plants. There were xenias, Echinacea, sunflowers, roses and many others; a botanical garden that held my attention. There were hummingbirds darting back and forth to my delight. In the center of the garden was a small tree from which she hung one of her bird feeders.

She had a problem with the squirrels. They could usually be found sitting in the bird feeder eating the seeds she purchased to attract and feed her assortment of feathered friends. She purchased from the garden store, a revolutionary bird feeder designed to be “squirrel proof”. This new bird feeder looked like something from outer space or a cross between a jellyfish and a Portuguese man of war. It had a large dome which was to protect the bird food from the squirrels. The food was housed in a cylinder from the center of the dome. Finally, she had a bird feeder to keep away the squirrels.

A curious sight developed in front of me. A squirrel came by to feed or to see the new contraption. Did someone think this device would keep him from the food? The squirrel jumped on the tree, climbed to the limb from which the bird feeder hung and climbed down the chain to the top of the dome. When he reached the dome he fell quickly to the ground. The look on his face as he frantically tried to grab something to hold onto was priceless. He fell to the ground quickly. He looked at the new feeder as if to say, “What happened?” He seemed to love a challenge. He dusted himself off to try again. He tried several more times to master the bird feeder, but with the same result, landing flat on his feet and disappointed on the ground. I felt my wife had made the right decision on this new bird feeder. The frustrated squirrel stared at the bird feeder, as if to study it. If I didn’t know better, I would think he was trying to figure out the best approach. Squirrels have a reputation as creative thinking creatures; causing havoc in many locations.

Finally, he climbed the tree, as he had before, with the same determination. This time, I paid attention to the pink ribbon my wife had placed on the top of the bird feeder to make it look attractive. The squirrel lowered himself slowly down the chain, as he had done before. This time, however, he stopped at the pink ribbon. What came next stunned me. He slowly pushed his tail through the bow, she had meticulously tied. He locked his tail in the loop of the bow, anchored himself and slowly slid over the side of the dome, until he was perched over the feeding tray. There he hung upside down helping himself to the food that was denied him. It was a marvel to behold.

I called my wife and told her what had happened. She was upset. She muttered something about false advertising. She immediately packed up the bird feeder and took it back to the garden store. The bird feeder was squirrel resistant, but not squirrel proof. I tried to persuade her to just remove the ribbon, but that was not enough. The squirrel proof claim had already become null and void for her.

If animals can face a problem and use instinct or ingenuity to arrive at a solution, what can we do, since we are the wisest of all creatures on the planet? We could say it was an accident and the squirrel was lucky. However, the truth still stands, it solved a problem. If we review all available options, we find that the squirrel when faced with a problem was:

• Motivated to succeed – hunger or hunger prevention
• Persistent mentally and physically in trying different approaches (tenacious)
• Tried many choices and different decisions
• Used available resources to solve the problem
• Savored the victory

We told this story to our real estate agent and she told a similar story. Apparently, a client placed oil on a bird feeder to keep the squirrels away. The squirrels would slide off the feeder. However, one squirrel was seen rolling in the dirt until he was covered with a mixture of oil and dirt. The dirt enabled him to get traction so that he could hold onto the feeder and not slide off. This seems like a calculated, reasoned approach to solving a problem. She was able to get the food without slipping off and falling to the ground.

When we lived in Ohio, my wife had her signature garden again. Her problem with squirrels was their aggressive nature around her sunflowers. They would take the seeds from the sunflowers. She collected the sunflower seeds for planting and eating. There was one sunflower that was her pride and joy. It literally had a 12 inch head. She decided the cover the head of her largest sunflower with a plastic bag before we went to church to prevent the squirrels from stealing the seeds. When we returned from church, there was no trace of the sunflower head. It had apparently been chewed off at the base and dragged away. Well that’s the story we tell, and we have no reason or evidence to think anyone climbed the fence to destroy this one sunflower, but our usual suspects, our fine furry little friends.

Do not underestimate the creativity of a determined animal. We should not underestimate our ingenuity when passionate about a cause and resilient in our methods. So the question remains, “Are you smarter than a squirrel?”

Managing Up – Part 1

March 6, 2013 ~ Orlando Ceaser

Managing up can mean different things to different people. One may view it as a set of techniques and strategies to allow a subordinate to survive when working for a difficult supervisor. Another may see it as a means to harmonize actions with the person you are reporting to in order to pave a smooth road to more money and a promotion. Still others may see it as manipulation or performance acting in order to achieve a personal objective. Whatever your point of view the general consensus is there is a need to work with your manager in order to improve the climate in your work place and achieve personal and organizational goals.

I will draw largely from many years of reporting to a variety of managers. The techniques mentioned will be some that I’ve used personally or observed used masterfully by others. I will also refer to the literature around management and leading, ultimately providing the perspective of a person reporting to a manager and the viewpoint of a manager receiving the strategies.

Articles written on the topic of managing up, advise employees to first understand their personal motives and objectives. A high level of emotional intelligence through greater self-awareness, let’s you know what you wish to gain from a relationship with a supervisor. These may be a variation on rewards and recognitions to include, increased compensation, promotional opportunities or simply survival goals. It is also helpful in designing strategies to work with your boss. This analysis also exposes the non-negotiable, things you will not give up to succeed in a manager / employee relationship. You need to know what is in it for you or what you need to acquire to make it worth the time spent. The personal drivers of your behavior will become clear to you during this time of reflection. It is important to be genuine, transparent and honest with yourself.

Secondly, you must determine the goals and objectives of your manager. If the boss is a perfectionist, give her what she wants. She needs to deal with different styles, but you may not have the rank or credibility to change her. Managers have different management and personality styles. You need to know if they are autocratic, where they believe all objectives should come from the top of the organization or participatory where teams are emphasized. They may also be consultative, persuasive, decorative or laissez-fare. The management style will give you insight into how they will run their slice of the organization. A review or management style literature contains definitions of the styles and how to work effectively within them.

Managers leave a corporate footprint within their organizations. There will be evidence everywhere on their trials and tribulations, conquests, contributions and celebrations of achievement. The information is present within the company history and you will find it by indulging in research or investigative reporting. This research will involve interviews and asking the right questions.

These interviews may start as early as your pre-employment interview or the job interview prior to the promotion. You want to determine what drives the manager, what makes them tick and what ticks them off. You want to know their philosophies, values, ambitions and thoughts around teamwork and individual achievement, so you can see if their goals mesh with your work ethic. What are the manager’s views about performance and how it is rewarded or punished? You want to know what excellence looks like to them, their work habits and decision-making strategies. Do they involve their team in decision-making? Do they value those who come to them with solutions rather than problems to be solved? The manager has a track record as clear as footsteps in the snow; you want to know as much as possible, so you don’t make mistakes when managing your career while managing up.

The interviews should involve direct conversations with the manager, but also input should be solicited from others who have worked for her. A talk with their peers and others within the company will be helpful. You ultimately want to build a bridge with your performance to get you from where you are to where you want to be. If you are currently working for the manager you should have much of this information, but are you using it to your advantage? Here are a few do’s and don’ts that may be helpful for you.

Do’s

Perform your job with excellence
Make the manager look good
Determine values, philosophies and pet peeves
Avoid conflict unless the manager thrives on it to test your mettle
Keep them informed about matters involving their area
Have their back, protect them and cover their blind side
Maintain confidentiality of key events that occur in your area
Become an invaluable asset – indispensable

The first step in managing up is to do your own job with excellence, within the parameters of corporate policy and professionalism. Know your job and do your job. Know your boss and do your best to make them look good. The manager’s job can be one of the loneliest jobs in the company. The higher they rise in an organization, the more this statement applies. If you become a valued asset to the manager, this will enable you to manage up more effectively. Rosanne Badowski, co-author of Managing Up: How to forge an effective relationship with those above you says that your boss wants you to “go above and beyond your tasks assigned to you so that you can enhance your manager’s work.” Penelope Trunk in the November 2006 issue of Managing Up said, “Helping your manager makes you a greater asset and will make you more competitive for a promotion – managing up is a “help me help you” type of role, and it can certainly work in your favor.”

If you are focused on continuous improvement, the manager will be impressed by your dedication. They may welcome you taking on additional responsibility by showing yourself worthy to handle the increased workload. This distribution of responsibilities will give you insight into their job, which could be helpful as you move up the company ladder. The manager may be open to mentoring and offering career advice to help you navigate the competitive waters of your industry or organization.

Don’t

Compete with your manager – a victory is a defeat
Make your manager look bad, incompetent, foolish or ridiculous
Hang your manager out to dry by failing to keep them in the loop
Embarrass the company and subsequently the manager
Gossip, complain or speak ill of the manager to peers or others in management

There may be times when you may feel your boss is threatened by your presence and performance. You may catch the eye of senior leaders and your boss may feel you are the heir apparent to their job. This is a very delicate situation and you must do everything in your power to ensure that she can trust you and have your loyalty. Even if you are better than your boss in a certain area, do not rub their nose in it. Become a resource for your supervisor and use humility, offering your skill set for the benefit of the entire team. You must resist the temptation to go over their head, even when the senior leader gives you permission. Discuss this matter with your boss and ask for advice on how to handle. If you do not feel comfortable with this approach, consult your mentor or trusted advisor or alternative strategies.

Guard against setting up an adversarial relationship with your boss. A manager gained a reputation of being well-connected due to his many company relocations. This caused a problem with him and his director. The Director was the type who wanted to have access to all information. One day the manager mentioned in a meeting that he had copies of information the Director desired. The Director was furious and challenged him to disclose the person who sent him the files. When the manager surrendered the name, the Director replied, “So that’s your source of information in the Home Office.” The manager filled with ego, naively replied, “One of my sources of information.” When the words left his mouth, he said, he knew he had made a mistake. He worked from that instance to correct this error in judgment.

Next installment

Managing Up – Part 2

The Manager’s Perspective

Due to be posted March 12, 2013

Do you have a leadership bias? Part 2

February 4, 2013 ~ Orlando Ceaser

Consequences

Individuals can be penalized when they are caught in the middle of a leadership bias. A truant officer ran a red light and slammed into the driver side of my Toyota automobile shortly after I graduated from college. He got out of the car and yelled at me. “Didn’t you see my flashing headlights and hear me honking my horn? I was astonished and replied, “No I did not. Where are your flashing headlights now?” I asked. “Well I turned them off just before impact” was his response. He told the witnesses in his car, who were two students on their way to school, to take the bus to school. A police officer arrived on the scene to investigate the accident. The truant officer relayed his side of the story and instantly bonded with the police. The police officer told a story about cars in traffic refusing to listen to his siren when he was involved in a recent emergency. He executed his leadership bias by giving me two moving violations; one ticket for damage to city property and the other for failing to yield to an emergency vehicle. The officer’s identification or leadership bias could have cost me money, but both tickets were thrown out in court. Incidentally, in court he told a story of weaving cautiously through traffic, stopping, looking both ways and slowly driving into traffic before I ignored his siren and flashing lights and hit him. Ironically, we were the only cars on the road.

There can be consequences and complications if the leadership bias is unchallenged. My truant officer’s boss screamed at him when he returned to the police station, but if it wasn’t for his boss and the judge, I would have paid a hefty price.

Our conversations about leadership are usually harmless, but the truth does support that all leaders are not focused on the noble traits of leadership. There are some who have brought down entire companies, as we know from the financial crisis in the last decade. Large corporations have been brought into our living rooms and offices because they have misled their shareholders and stakeholders. People who tried to alert the authorities were, intimidated, ridiculed, fired and their careers destroyed.

Leadership must be kept in check with appropriate oversight to ensure that it does not abuse its power. This is especially critical when evidence exists about intimidation and the reduction in results and effectiveness. There must be a level of transparency, trust and competence to ensure that laws are being followed and leaders are effectively doing their jobs. Turning a blind eye or a deaf ear to harassment, criminal behavior or incompetence could harm a large number of investors and innocent bystanders. An unbridled leadership bias could be detrimental to the careers and incomes of many people. It should not be allowed to exist without the necessary periodic reviews and updates.

We should acknowledge that a leadership bias could also manifest itself as someone totally against the actions of leaders. They believe all leaders are dishonest and should not be trusted.

Treatment

The first step in addressing a leadership bias is awareness and assessment. One of the first rules of human behavior is that people like people like themselves. We may be prone to favoritism and preference. If we periodically approach leaders with objectivity and openness we can catch problems before they develop into catastrophes.

Secondly, we should look at the data as objectively as our experience will allow. As leaders, we have a leadership lens which could contribute to our leadership bias. If we keep this in mind, we can minimize following blindly when we discuss the actions of leaders.

Thirdly, it is good to have a third-party involved where there are serious claims against those in power. The Human Resource Department is usually assigned the responsibility to make sure an organization is objective when a leader is under scrutiny. Another tactic is to maintain open dialogue with employees to gain their perspectives of leadership and to act on suggestions to show sincerity.

Because I have been exposed to excellent leaders who had integrity and professionalism, I am biased to the noble elements of leading. However, not all leaders are leading equally. Additionally, sometimes leaders make mistakes. We have to select and develop the best leaders so that our families, associations, communities, places of worship and organization flourish and use their people and resource to improve society and the world. To that end we can in good conscience, give leaders the benefit of the doubt and our positive bias can be justified.

I am aware of my leadership bias. This awareness should allow me to be more objective and open to the positive and negative aspects of leadership. Do you have a leadership bias? Check yourself and act accordingly.

New Year’s Resolutions – Take 13

December 31, 2012 ~ Orlando Ceaser

New Year’s resolutions are an annual rite for millions of people around the world. We approach them with the regularity of the calendar change. Many people optimistically tackle the most important challenges of their lives and hope that the New Year will finally lead to a different result. Conversely, many people have abandoned resolutions or speak of them with apprehension and skepticism. This jaundiced view is due to the fact that historically they have been unsuccessful. This may have been due to entering the activities with insincere effort or expecting to fail.

Despite our history, we create newer versions of our resolutions. We stand optimistic, masochistic or realistic about our chances of success. One thing is assured; we know the first of the year is a great time to start a new objective, because we have a clean slate. It is a new week, a new month and a new year.

Truthfully speaking, we keep some resolutions longer than others. Some actually make it well into the New Year before fizzing out. We feel comfortable, experience some measure of success, but revert to former bad habits. This modicum of success keeps us addicted to the resolution process. Premature evacuation and abandonment of our effort dooms us to failure. Suppose we try an alternative method based on changing our perspective.

We watch movies and have seen out takes, bloopers and retakes. We know that movies differ from plays because in a movie or commercial, they can stop the action and repeat the scene. However, in a play the actor can improvise and keep moving. The audience may not notice the error. In a movie/ commercial, you will hear the director say, “Action” and scene begins. The director says “Cut” when the scene is not going according to plan. If there is a mistake, they can;

Provide immediate feedback
Give the actor the missing information, i.e. the lines they forgot r the emotion they want to see performed a certain way
Offer support and encouragement by challenging the actor to stay focused and review their character’s motivation
Start the retake in a timely manner. The director doesn’t say, “I don’t like that, let’s do it over next year.”

What if we used the same director’s approach with our resolutions? We could set up the resolution, knowing the result we want to achieve; allow it to run and when we make a mistake, instead of abandoning the project, we should take it from the top and start over. We would finish more goals and achieve better results if we adopted the “do it over until we get it right mentality.” We tend to regard resolutions as disposal entities, instead of a work in progress. This level of dedication and persistence to the resolutions will enable us to reach our goals.

I am encouraged by the number of people who flock to the health clubs the first week of January. Obviously they made resolutions regarding health and well-being. They have a workout goal linked to better health, losing weight or fitting into certain clothing before spring. This is very apparent in my spin classes at the health club. Many people with good intentions; give up quickly; judging by their disappearance after only a few short sessions. But others view it as a movie and experience as many retakes as necessary to reach their goal.

As you approach the New Year, let’s use the director’s technique to resolutions. Roll the tape, Action! Cut! But next time don’t stop until we have the finished project. Take as many retakes as possible to make our resolutions, a reality. We have the time, so just tweak our perspectives and motivation and make our 2013 resolutions a successful entry into our life practices.

What matters most / Precious little angels

December 20, 2012 ~ Orlando Ceaser

We are often reminded of the priorities in your lives. We have an awakening that relationships and God give true meaning to our existence. What matters most and Precious little angels are two poems that put our priorities and purpose into perspective.

What matters most

What matters most,
Competes for time on our schedules
Like a client who makes an appointment.
They jockey for position
And request private audiences,
Primacy and priority status.

What matters most,
Believes in the seniority of faith,
The value of the home
And intermittently,
Issues demands to be moved
To the front of the line.

What matters most,
Is discontent with quality time,
For it serves to rationalize
The crumbs of attention
Thrown in their direction.
The left over morsels of time
Are insufficient,
For they do not meet the minimum
Daily requirements
Of our obligations.

What matters most,
Views a pedestal
And questions what occupies
The place which was reserved
For the critical elements
In our lives.

What matters most,
Tugs at our conscience,
Looks at us with solemn eyes,
Begs us to come home early,
To love God,
And treat our neighbors
As we wish to be treated.

What matters most,
Addresses our hearts,
Awakens feelings of responsibility,
For they know,
It is character over credentials,
And fulfillment of potential,
That grows our spirit.

What matters most,
Knows it is not power or possessions,
But the heartfelt confessions
To a Holy God that secures our eternity;
That relationships give us strength
And add seasoning and significance
To the caliber of our lives.

Precious little angels

Precious little angels

We’ll miss you tonight.

We were not prepared for your flight.

Our routine was to read and recite,

Say your prayers and kiss you good night.

Handsome and lovely ones don’t be afraid,

For Heaven will stage a parade.

We asked for assistance and when we prayed,

For the favorite games you played.

Precious little angels know that we feel,

The pain of the carnage is real.

You are a bright light that some tried to steal;

And the hurt will take time to heal.

The horror tries to exceed our faith;

Fear leaves us stunned in our tracks;

In very hard times we need our faith;

To gain strength when bad things attack.

Precious little angels, the last embrace

The memories of games of chase,

Must comfort us until we can replace

Your picture with your smiling face.

www.watchwellinc.com

5 Multiple Strategies for Success

September 24, 2012 ~ Orlando Ceaser

Success involves achieving. But success has a strategic element that causes us to anticipate factors and events that could curtail our results or limit our achievement. According to the Bing Dictionary, multiples involve several things and include people or parts. Let’s explore 5 key multiples which could help us achieve our desired goals. For our purpose today we will evaluate areas where options are beneficial.

Multiple Revenue Streams
Multiple Interests
Multiple Memberships
Multiple Mentors
Multiple Areas of Application

Multiple Revenue Streams

Professional speakers talk about how to generate income beyond the speech. Since we are not always on the stage, we look for additional ways to make money that transcend speeches. Some speakers have a coaching business; sell online training programs, merchandise or other business ventures. Some of these strategies can work for everyone.

Many families are already familiar with this concept through Multi-Level Marketing ventures. People sell home products, investments, real estate, jewelry, cosmetics, telephone service and other products to supplement their family income.

We may create income from our savings account, 401K or real estate investments. The concept of having multiple revenue streams can protect us during a financial downturn or supplement our earning and provide flexibility and greater peace of mind. During the financial downturn of 2008 many speakers saw a decline in their revenue. Mikki Williams, CSP of Mikki Williams Unltd., mentioned being sustained by her multiple streams of income. She had a speaker training school, coaching business and other venues which enabled her to weather the storm. A friend’s wife went back to work and truly lived up to her title of Mrs. (Multiple Revenue Streams).

Multiple Interests

Having a variety of interests can be an advantage. Many people branch out into new careers based on personal interests and areas of personal curiosity. Jeff is an insurance executive, yet he performs music on the weekends. He is pursuing his passion, but also makes money on the side. We have heard legendary stories of entrepreneurs who made small and great fortunes based on exploring and exploiting their hobbies. Dave received a job in computers because his expertise was well known within the company. A common mindset is to have an interest and then ask, “How can I make money at this?” Alli is working with school children on developing a heart for the poor and disenfranchised. This may spark an interest in her students to demonstrate different interests and arouse their leadership qualities. These interests may allow them to distinguish themselves from their peers later on when applying to college. They may be asked the question, “Tell me about a time when you displayed leadership at school or in the community?”

Multiple Memberships

There is a bonus to belonging to different groups. By expanding our network across industries, cliques and limited groups we can benefit our careers and perspectives. Networking increases our professional and personal contacts. Joining multiple organizations increase our exposure and knowledge. It can also challenge our thinking and give us a greater appreciation of different people and their needs. Consider the professional organizations we need to join and then those groups that align themselves with your interests. This helps keep our interests in the forefront of our thinking. Although the interest may seem like a pipe dream, if it is a repeating part of your thoughts, we should nurture it. One day the interest may flower into a fulfilling opportunity.

Multiple Mentors

Many successful people extol the advantages of multiple mentors. They accumulate a fresh variety of viewpoints. Each mentor may have a different area of expertise and may push us to think along a path of reasoning we had not considered. Companies have a board of directors to receive wise counsel from those who are a well rounded group of experts in their fields. When making a major decision we should consult those who have knowledge in a particular area. Diversification works in many areas of our lives from investments to other areas of decision making. Mentors may have a bias or a blind spot in a given area, but casting our net widely will prevent tunnel vision and restricted thinking.

Multiple Areas of Application

Instituting new ideas or training concepts brings at least one challenge. That is gaining enough practice to make the new way a part of our daily routine. For example, Situational Leadership is a wonderful program advising people to adapt their leadership style to the development level of the learner. We can implement this on the job, but the principles also work in raising children, conducting meetings at church and in the community. The concept also works well in personal awareness and development. By finding other areas to use ideas, the multiple areas of application accelerate the learning and making the new skill a part of our work routine.

These 5 multiple strategies for success are only a few of the techniques to pave the way to success and personal gratification. Acting on these and other methods will help us acquire the goals we so richly deserve.