Guide to effective job search and career development

What follows is a set of links to each of the postings for the series on job search and career management best practices. Each posting focuses on a separate topic within this larger subject area, and together they provide a fairly comprehensive approach for systematically, strategically building and managing a career. I will be adding more postings to this series, but wanted to add a single page directory to this collective resource here, that I will keep updated as new material is added.

Numbers in the following listing identify specific entries by their full numerically ordered blog name, so if you see a link to posting number A here, that corresponds to Social networking and job search A in the blog postings.

1. Social networking, job search and career management.
2. Building a foundation.
3. Networking for background information.
4. Practice networking and prioritizing your search targets.
5. Gatekeepers.
6. Networking into a target company.
7. Informational interviews.
8. Taking a consultant’s approach in the job search.
9. Taking an entrepreneur’s approach to building and managing a career.
10. Marketing online and off in synch: resumes and online profiles.
11. Building and maintaining momentum in your search with an ongoing flow of searches and targets.
12. Leveraging your network to build and maintain job search momentum.
13. Effectively allocating your job search time and effort among an increasing range of options.
14. Effectively negotiating up the job level.
15. Negotiating the compensation package and when to do this.
16. Building a career and building for a career.
17. Getting past intern.
18. Video resumes from the recipient’s perspective.
19. Structuring an effective elevator pitch.
20. Taking a negotiations approach to your search from the early stages on.
21. Networking, job search and personality types.
22. When a simple yes or no can cut off opportunity.
23. Keeping your resume (and other marketing tools) fresh and focused.
24. Job search and your constraints box.
25. Business globalization and your constraints box.
26. Working in-house, working as a consultant and your constraints box.
27. Working on-site, telecommuting and beyond.
28. The many faces of job search sites.
29. Careers and career councilors.
30. Recruiters and recruiting services.
31. Temp and temp to perm.
32. References and recommendations.
33. Outsourcing and its impact on job search and on hiring, and as entrepreneurialism.
34. Search buddies and maintaining momentum.
35. Job discrimination in perception and fact. Focusing on discrimination in the hiring process.
36. Workplace rights and on the job discrimination. Focusing on on-the-job discrimination issues.
37. The hidden job market in fact and hype.
38. Job search and phone interviews.
39. Behavioral interviews from the candidate’s perspective.
40. Job search – the view from the other side of the table.
41. Job search and strategically selecting and using key words in your search campaign.
42. 360 degree interviews – the job candidate perspective.
43. Avoiding one of the commonest resume mistakes.
44. Working with a professional resume writer.
45. Creating value from working with an outplacement service to facilitate your job search.
46. Unemployment gaps and related resume problems.
47. Jumpstart your networking – building a networking foundation.
48. Jumpstart your networking – connecting towards a next job with focused networking.
49. Jumpstart your networking – managing your job search network.
50. Jumpstart your networking – tracking the effectiveness of your efforts and focusing on the more productive.
51. Unemployment gaps and related resume problems, part 2.
52. A good elevator pitch is never a monolog.
53. Making effective use of online groups in a job search.
54. Multiple brief jobs and related resume problems.
55. Making effective use of face to face networking opportunities in a job search.
56. Finding your best practices Plan B when your job search isn’t working – part one to a new series.
57. Finding your best practices Plan B when your job search isn’t working – part 2, self-assessment.
58. Finding your best practices Plan B when your job search isn’t working – part 3, targeting your job market.
59. Finding your best practices Plan B when your job search isn’t working – part 4, searching and keeping track of where and how.
60. Finding your best practices Plan B when your job search isn’t working – part 5, building a resume that will work for you: step 1.
61. Finding your best practices Plan B when your job search isn’t working – part 6, building a resume that will work for you: step 2.
62. Finding your best practices Plan B when your job search isn’t working – part 7, building a resume that will work for you: step 3.
63. Finding your best practices Plan B when your job search isn’t working – part 8, building a resume that will work for you: step 4.
64. Finding your best practices Plan B when your job search isn’t working – part 9, building a resume in the face of long term challenge.
65. Finding your best practices Plan B when your job search isn’t working – part 10, cover letters and top of resume summary statements.
66. Finding your best practices Plan B when your job search isn’t working – part 11, rethinking the interview, part 1.
67. Finding your best practices Plan B when your job search isn’t working – part 12, rethinking the interview, part 2.
68. Finding your best practices Plan B when your job search isn’t working – part 13, following up for success.
69. Finding your best practices Plan B when your job search isn’t working – part 14, setting the stage for negotiating the right details.
70. Finding your best practices Plan B when your job search isn’t working – part 15, setting the stage for negotiating part 2.
71. Finding your best practices Plan B when your job search isn’t working – part 16, negotiating for best mutually beneficial agreements – and why.
72. Finding your best practices Plan B when your job search isn’t working – part 17, keeping your job search in perspective and making it your own.
73. Starting a new job, Building a new foundation – part 1 and starting a new career development best practices series.
74. Starting a new job, Building a new foundation – part 2 and initial meetings with supervisors and colleagues.
75. Starting a new job, Building a new foundation – part 3 and HR department onboarding.
76. Starting a new job, Building a new foundation – part 4 and networking into your new company.
77. Starting a new job, Building a new foundation – part 5 and establishing yourself with early successes.
78. Starting a new job, Building a new foundation – part 6 and collaborating for success.
79. Starting a new job, Building a new foundation – part 7 and building a mentoring network.
80. Starting a new job, Building a new foundation – part 8 and reporting to more than just one supervisor.
81. Starting a new job, Building a new foundation – part 9 and capturing the value in learning curve opportunities.
82. Starting a new job, Building a new foundation – part 10 and building a foundation for advancement.
83. Starting a new job, Building a new foundation – part 11 and connecting to your employer’s core strategy as a career strategy.
84. Starting a new job, Building a new foundation – part 12 and connecting to your employer’s corporate culture.
85. Starting a new job, Building a new foundation – part 13 and job performance due diligence.
86. Consulting in the client’s context.
87. Starting a new job, Building a new foundation – part 14 and career problem remediation.
88. Starting a new job, Building a new foundation – part 15 and the end-of-probationary-period performance review.
89. Bringing the job market and marketplace into focus – Part 1: identifying sources of opportunity in change.
90. Bringing the job market and marketplace into focus – Part 2: the challenge of fundamental change.
91. Bringing the job market and marketplace into focus – Part 3: looking for new options and paths forward.
92. Bringing the job market and marketplace into focus – Part 3.5: a response to an emailed comment re Part 3 and preceding.
93. Bringing the job market and marketplace into focus – Part 4: identifying your strengths for moving forward.
94. Bringing the job market and marketplace into focus – Part 5: throwing a wider job search net for moving forward.
95. Bringing the job market and marketplace into focus – Part 6: networking in support of making a career change.
96. Bringing the job market and marketplace into focus – Part 7: training, certifications and filling in gaps.
97. Bringing the job market and marketplace into focus – Part 8: networking outside of your usual box.
98. Bringing the job market and marketplace into focus – Part 9: transition positions as a foot in the door.
99. Bringing the job market and marketplace into focus – Part 10: preliminary interviewing for a career change.
100. Bringing the job market and marketplace into focus – Part 11: the job interview when making a career change.
101. Bringing the job market and marketplace into focus – Part 12: post-interview follow-through.
102. Bringing the job market and marketplace into focus – Part 13: negotiations in a career change context.
103. Working for a new boss – Part 1: new boss always means new job.
104. The startup as a career path – Part 1: financial analysis and the stand-alone business versus franchise decision.
105. From peer to supervisor – Part 1: moving into management.
106. Working for a new boss – Part 2: when your new boss is a new hire.
107. The startup as a career path – Part 2: joining a startup team.
108. From peer to supervisor – Part 2: management training opportunities.
109. Working for a new boss – Part 3: when your new boss arrives from within the organization.
110. From peer to supervisor – Part 3: managing through your first crisis.
111. From peer to supervisor – Part 4: budget constraints.
112. Working for a new boss – Part 4: an exercise in interpersonal skills.
113. From peer to supervisor – Part 5: the table of organization and corporate culture.
114. From peer to supervisor – Part 6: working with your team as individuals and as a group.
115. From peer to supervisor – Part 7: organizing tasks and team member job descriptions.
116. From peer to supervisor – Part 8: negotiating for resources as a team leader.
117. From peer to supervisor – Part 9: training and mentoring others.
118. From peer to supervisor – Part 10: leading through change.
119. From peer to supervisor – Part 11: employee problems and problem employees.
120. From peer to supervisor – Part 12: trust.
121. From peer to supervisor – Part 13: performing your first performance reviews.
122. From peer to supervisor – Part 14: your own first performance review as a new manager.
123. From peer to supervisor – Part 15: viewing your first management position in a wider perspective.
124. A critique of the Peter Principle – career as a series of growth and transition phases.
125. Joining and working on a team – Part 1 of a new series.
126. Joining and working on a team – Part 2: personalities and cultures.
127. Joining and working on a team – Part 3: collaboration, competition and the race to complete tasks and priorities.
128. Joining and working on a team – Part 4: when shared responsibilities for tasks are not being honored.
129. Joining and working on a team – Part 5: working with difficult people, working with people.
130. Joining and working on a team – Part 6: building a career.
131. Joining and working on a team – Part 7: negotiating your needs, negotiating to best meet the needs of your clients.
132. Workplace asymmetries in needs, goals, priorities and perspectives – Part 1 of a new series.
133. Workplace asymmetries in needs, goals, priorities and perspectives – Part 2: working with your direct peers.
134. Workplace asymmetries in needs, goals, priorities and perspectives – Part 3: working with supervisors and managers.
135. Looking while working – active searching, passive searching and other strategies – 1.
136. Looking while working – active searching, passive searching and other strategies – 2.
137. Workplace asymmetries in needs, goals, priorities and perspectives – Part 4: the view of those reporting to you.
138. Workplace asymmetries in needs, goals, priorities and perspectives – Part 5: working with in-house stakeholders.
139. Workplace asymmetries in needs, goals, priorities and perspectives – Part 6: working with external stakeholders.
140. Workplace asymmetries in needs, goals, priorities and perspectives – Part 7: working with customers and potential customers.
141. Workplace asymmetries in needs, goals, priorities and perspectives – Part 8.
142. Moving into middle management – Part 1 of a new series.
143. Moving into middle management – Part 2: managing skills diversity.
144. Moving into middle management – Part 3: developing better communications skills.
145. Moving into middle management – Part 4: working with managers who report to you.
146. Moving into middle management – Part 5: finding an effective operational and strategic balance.
147. Moving into middle management – Part 6: translating goals and priorities into tasks and schedules.
148. Moving into middle management – Part 7: communicating with peers, communicating as a leader.
149. Moving into middle management – Part 8: leading by example, mentoring and advocacy.
150. Creating a meaningful work and life balance – 1: a rapidly evolving challenge.
151. Creating a meaningful work and life balance – 2: while working in a rapidly changing context.
152. Creating a meaningful work and life balance – 3: in an always connected and available context.
153. Creating a meaningful work and life balance – 4: negotiating for a quality of life part 1.
154. Creating a meaningful work and life balance – 5: negotiating for a quality of life part 2.
155. Creating a meaningful work and life balance – 6: negotiating for a quality of life part 3.
156. Creating a meaningful work and life balance – 7: negotiating for a quality of life part 4.
157. Creating a meaningful work and life balance – 8: when the unplanned forces decisions and change.
158. Transitioning into senior management – Part 1 of a new series.
159. Transitioning into senior management – Part 2: multiple paths to the executive suite – 1.
160. Transitioning into senior management – Part 3: multiple paths to the executive suite – 2.
161. Transitioning into senior management – Part 4: multiple paths to the executive suite – 3.
162. Transitioning into senior management – Part 5: taking a non-CEO, CXO position – 1.
163. Transitioning into senior management – Part 6: taking a non-CEO, CXO position – 2.
164. Transitioning into senior management – Part 7: taking a CEO position, building a foundation of trust.
165. Transitioning into senior management – Part 8: interim CEOs.
166. Transitioning into senior management – Part 9: consultant or in-house? – the interim CXO.
167. Transitioning into senior management – Part 10: reporting to a board of directors – 1.
168. Transitioning into senior management – Part 11: reporting to a board of directors – 2.
169. Transitioning into senior management – Part 12: CEO Board Chairs, and the challenges of dual roles.
170. Transitioning into senior management – Part 13: CXO board reports.
171. Transitioning into senior management – Part 14: reporting to owners.
172. Transitioning into senior management – Part 15: M&A leadership – 1.
173. Transitioning into senior management – Part 16: M&A leadership – 2.
174. Transitioning into senior management – Part 17: leadership in startups – 1.
175. Transitioning into senior management – Part 18: leadership in startups – 2.
176. Transitioning into senior management – Part 19: leadership in startups – 3.
177. Transitioning into senior management – Part 20: leadership as role model.
178. Transitioning into senior management – Part 21: finding your own path.

Supplemental postings:

1. Social networking and business holiday parties – the pros and cons of mixing business with pleasure.
2. Assumption 4 – What does it mean to be a full time employee these days?.
3. Consultant and mentor – bridging the contradiction.
4. Rainmaker myths and traps, and rainmakers as a source of shared best practices.
5. Job search and career development best practices – an update.
6. An open letter to the Class of 2010, and to the Class of 2011.
7. An open letter to the President on our unemployment crisis and our need for a level playing field.
8. Reexamining business school fundamentals – negotiations across cultures.
9. Are you passionate enough to be an entrepreneur? – Are you focused enough in this?.
10. Social networking and maintaining a professional image – a brief guide.
11. A note on future plans for the Guide to Effective Job Search and Career Development.
12. Some advice for helping an out of work friend.
13. An open letter to the Class of 2011, and to the Class of 2012.
14. Making your business social networking work for you.
15. Posting and presenting yourself online as a professional.
16. Confronting an empty desk – from the employee perspective: part 1 of a series.
17. Confronting an empty desk – from the manager and Human Resources perspective: part 2 of a series.
18. Confronting an empty desk – manager and HR, or manager versus HR: part 3 of a series.
19. When being a good boss means asking awkward questions and sharing negative feedback.
20. Confronting an empty desk – when a colleague is injured or dies: part 4 of a series.
21. My jobs and careers guide at 167 postings – and thoughts on what I will be posting here next.
22. Discerning the 21st century workforce – preparing to succeed in it – 1.
23. Discerning the 21st century workforce – preparing to succeed in it – 2.
24. Discerning the 21st century workforce – preparing to succeed in it – 3.
25. Discerning the 21st century workforce – preparing to succeed in it – 4.
26. When short term politics collide with long term societal need.

This guide is continued, starting with regular directory posting 179 and supplemental posting 27 at Guide to Effective Job Search and Career Development – 2.