Guide to effective job search and career development – 2

This is a continuation page for my ongoing collection of postings and series related to job search and career development, and to discussion and analysis of the job market and its dynamics. You can find earlier postings and series in this at Guide to Effective Job Search and Career Development.

179. Joining, serving on and leading a board of directors – 1: introducing a new series.
180. Joining, serving on and leading a board of directors – 2: joining a board, part 1.
181. Joining, serving on and leading a board of directors – 3: joining a board, part 2.
182. Joining, serving on and leading a board of directors – 4: joining or not, and board functionality.
183. Joining, serving on and leading a board of directors – 5: joining nonprofit boards.
184. Joining, serving on and leading a board of directors – 6: startup boards.
185. Joining, serving on and leading a board of directors – 7: boards committees.
186. Joining, serving on and leading a board of directors – 8: time commitments, responsibilities and maintaining focus.
187. Joining, serving on and leading a board of directors – 9: working with the CEO and their executive team.
188. Joining, serving on and leading a board of directors – 10: leading on a board – 1.
189. Joining, serving on and leading a board of directors – 11: leading on a board – 2.
190. Joining, serving on and leading a board of directors – 12: mentors and mentorship.
191. Joining, serving on and leading a board of directors – 13: negotiating and boards.
192. Joining, serving on and leading a board of directors – 14: vetting and interviewing, hiring and managing a prospective CEO – 1.
193. Joining, serving on and leading a board of directors – 15: vetting and interviewing, hiring and managing a prospective CEO – 2.
194. Joining, serving on and leading a board of directors – 16: vetting and interviewing, hiring and managing a prospective CEO – 3.
195. Joining, serving on and leading a board of directors – 17: vetting and interviewing, hiring and managing a prospective CEO – 4.
196. Joining serving on and leading a board of directors – 18: picking up the pieces after a board decision against the CEO.
197. Joining, serving on and leading a board of directors – 19: conflicts, disagreements and consensus building within a board.
198. Joining, serving on and leading a board of directors – 20: conflicts, disagreements and consensus building between board and CEO.
199. Joining, serving on and leading a board of directors – 21: changes in board leadership, changes in board leadership style.
200. Joining, serving on and leading a board of directors – 22: confidentiality and board membership conflicts of interest.
201. Joining, serving on and leading a board of directors – 23: mergers and acquisitions, and serving on a board in transition – 1.
202. Joining, serving on and leading a board of directors – 24: mergers and acquisitions, and serving on a board in transition – 2.
203. Joining, serving on and leading a board of directors – 25: mergers and acquisitions, and serving on a board in transition – 3.
204. Joining, serving on and leading a board of directors – 26: board nominations and elections.
205. Joining, serving on and leading a board of directors – 27: board diversity and how effective boards mesh with the organizations they serve.
206. Joining, working on and leading a committee – 1: introducing a new series.
207. Joining, working on and leading a committee – 2: selecting and vetting potential committee members.
208. Joining, working on and leading a committee – 3: developing management and supervisory buy-in.
209. Joining, working on and leading a committee – 4: the first organizing meeting, part 1.
210. Joining, working on and leading a committee – 5: the first organizing meeting, part 2.
211. Joining, working on and leading a committee – 6: recordkeeping and documentation.
212. Joining, working on and leading a committee – 7: online tools in support of committee work.
213. Joining, working on and leading a committee – 8: locally-sited and telepresence-included participation.
214. Joining, working on and leading a committee – 9: charter revisions and scope creep.
215. Joining, working on and leading a committee – 10: joining an established committee 1.
216. Joining, working on and leading a committee – 11: joining an established committee 2.
217. Joining, working on and leading a committee – 12: subcommittees.
218. Joining, working on and leading a committee – 13: committee chairing and committee leadership.
219. Joining, working on and leading a committee – 14: adding the right levels and types of formal structure to meet committee charter needs.
220. Joining, working on and leading a committee – 15: committee etiquette.
221. Stockholder meetings, annual board meetings and annual meetings best practices 1 – starting a new series.
222. Stockholder meetings, annual board meetings and annual meetings best practices 2 – a case study example.
223. Stockholder meetings, annual board meetings and annual meetings best practices 3 – actualizing transparency and accountability as core values.
224. Stockholder meetings, annual board meetings and annual meetings best practices 4 – building from a foundation of effective, ethical behavior.
225. Consulting assignment life cycle 1: starting a new series.
226. Consulting assignment life cycle 2: why consult?.
227. Consulting assignment life cycle 3: consulting clients and consulting assignments.
228. Consulting assignment life cycle 4: finding consulting clients – 1.
229. Consulting assignment life cycle 5: finding consulting clients – 2.
230. Consulting assignment life cycle 6: day 1 of the assignment.
231. Consulting assignment life cycle 7: getting set up and connected in.
232. Consulting assignment life cycle 8: starting the assignment, building a reputation.
233. Consulting assignment life cycle 9: working with your manager and progress reports.
234. Consulting assignment life cycle 10: corporate cultures and norms of behavior and expectation.
235. Consulting assignment life cycle 11: symptoms and underlying problems.
236. Consulting assignment life cycle 12: problems and problem resolution.
237. Consulting assignment life cycle 13: prototyping and quality assurance testing, and buy-ins.
238. Consulting assignment life cycle 14: licensing agreements and use of third party resources.
239. Consulting assignment life cycle 15: final reports, hand-offs and assignment product ownership.
240. Consulting assignment life cycle 16: finding and securing a next assignment and developing an ongoing practice.
241. Consulting assignment life cycle 17: consulting as a business, and business financials 1.
242. Consulting assignment life cycle 18: consulting as a business, and business financials 2.
243. Consulting assignment life cycle 19: incorporation, partnerships and related legal mechanisms 1.
244. Consulting assignment life cycle 20: incorporation, partnerships and related legal mechanisms 2.
245. Consulting assignment life cycle 21: professionalism and professional image, and developing a brand 1.
246. Consulting assignment life cycle 22: professionalism and professional image, and developing a brand 2.
247. Consulting assignment life cycle 23: office space, telecommuting and teleconsulting – 1.
248. Consulting assignment life cycle 24: office space, telecommuting and teleconsulting – 2.
249. Consulting assignment life cycle 25: understanding the consulting context.
250. Projects, project management and careers – 1: projects and operations.
251. Projects, project management and careers – 2: projects and career paths.
252. Projects, project management and careers – 3: the projects approach from the project manager perspective.
253. Projects, project management and careers – 4: the projects approach from the perspective of senior management.
254. Projects, project management and careers – 5: defining and prioritizing the specific project and its goals.
255. Projects, project management and careers – 6: fitting projects and project management into organizational systems, and fitting in.
256. Projects, project management and careers – 7: projects, prototyping and the pressures of a rapidly changing, competitively dynamic marketplace.
257. Projects, project management and careers – 8: international and trans-national projects 1.
258. Projects, project management and careers – 9: international and trans-national projects 2.
259. Projects, project management and careers – 10: international and trans-national projects 3.
260. Projects, project management and careers – 11: international and trans-national projects 4.
261. Projects, project management and careers – 12: collaborative project management.
262. Projects, project management and careers – 13: managing through change .
263. Projects, project management and careers – 14: budgets.
264. Projects, project management and careers – 15: purchases and acquisitions for normal project work flows and when a Plan B is needed.
265. Projects, project management and careers – 16: coordinated administration and management of suites of projects, and project-oriented businesses.
266. Projects, project management and careers – 17: a second look at project work as a career path.
267. Leading a nonprofit 1: comparing for-profits and nonprofits and putting nonprofits in a business perspective.
268. Leading a nonprofit 2: who a nonprofit leader works with.
269. Leading a nonprofit 3: missions, visions and corporate cultures.
270. Leading a nonprofit 4: finding and hiring the right leader.
271. Leading a nonprofit 5: starting a new job as a nonprofit’s CEO.
272. Leading a nonprofit 6: feedback and follow-through in the context of task and goals prioritization.
273. Leading a nonprofit 7: benchmarking and keeping the organization focused and effective.
274. Leading a nonprofit 8: some implications of the nonprofit funding base as donor’s discretionary income.
275. Leading a nonprofit 9: building and leading the nonprofit startup 1.
276. Leading a nonprofit 10: building and leading the nonprofit startup 2.
277. Leading a nonprofit 11: building and leading the nonprofit startup 3.
278. Leading a nonprofit 12: building and working with the starting-stage board of directors.
279. Leading a nonprofit 13: working with an established nonprofit and its board of directors.
280. Leading a nonprofit 14: working with outside communities and building community support.
281. Leading a nonprofit 15: facing and dealing with change and its imperatives.
282. Leading a nonprofit 16: facing and dealing with crisis and the unpredictable.
283. Leading a nonprofit 17: when nonprofits merge 1.
284. Leading a nonprofit 18: when nonprofits merge 2.
285. Career changes, career transitions 1: thinking through and planning for a career path and work life.
286. Career changes, career transitions 2: knowing where you are now and starting an assessment process.
287. Career changes, career transitions 3: knowing where you want to go in your career, and why this is important to you.
288. Career changes, career transitions 4: recognizing and accommodating the pressures of change, and career planning as an exercise in shifting the balance.
289. Career changes, career transitions 5: planned change as you think thorough and carry out your own career path.
290. Career changes, career transitions 6: facing the challenge of being typecast professionally and breaking out of old molds – 1.
291. Career changes career transitions 7: facing the challenge of being typecast professionally and breaking out of old molds – 2.
292. Career changes career transitions 8: startups as a career option.
293. Career changes, career transitions 9: the consulting career track.
294. Career changes, career transitions 10: business-oriented social networking as a career development tool set.
295. Career changes, career transitions 11: flex-time and job sharing, telecommuting and other perhaps less traveled career paths.
296. Career changes, career transitions 12: career interruptions and dislocations, and forced career changes.
297. Career changes, career transitions 13: Plan B career planning 1.
298. Career changes, career transitions 14: Plan B career planning 2.
299. Career changes, career transitions 15: career milestones and benchmarking, and planning longer term.
300. Career changes, career transitions 16: mentors and mentoring.
301. Career changes, career transitions 17: finding and pursuing your best path forward in the 21st century workplace 1.
302. Career changes, career transitions 18: finding and pursuing your best path forward in the 21st century workplace 2.
303. Career changes, career transitions 19: taking an ongoing, evolving holistic approach but always planning from the here and now.
304. Career changes, career transitions 20: knowing and pursuing your dream while still satisfying your day to day needs.
305. Career changes, career transitions 21: putting this series in perspective, and using the jobs and careers guide it is included in as a career development resource.
306. Accommodating and thriving in the midst of change in jobs and careers 1 – putting change in perspective.
307. Accommodating and thriving in the midst of change in jobs and careers 2 – finding and taking a first positive step forward in the face of job loss and career disruption.
308. Accommodating and thriving in the midst of change in jobs and careers 3 – external and internal motivation, and taking ownership of our own careers.
309. Accommodating and thriving in the midst of change in jobs and careers 4 – job and career timeframes.
310. Accommodating and thriving in the midst of change in jobs and careers 5 – facing the challenge of long-term and chronic unemployment.
311. Offering a unique value proposition as an employee 1: taking a consultant’s approach and offering a consultant’s value.
312. Offering a unique value proposition as an employee 2: taking an entrepreneur’s approach to proactively creating and offering workplace value.
313. Offering a unique value proposition as an employee 3: searching for and landing a new job.
314. Offering a unique value proposition as an employee 4: best practices for new and recent hires 1.
315. Offering a unique value proposition as an employee 5: best practices for new and recent hires 2.
316. Offering a unique value proposition as an employee 6: best practices for new and recent hires 3.
317. Offering a unique value proposition as an employee 7: best practices for after the new hire probationary period, starting with the performance review that ends it 1.
318. Offering a unique value proposition as an employee 8: best practices for after the new hire probationary period, starting with the performance review that ends it 2
319. Offering a unique value proposition as an employee 9: best practices for positioning yourself for early stage advancement along the right career path for you.
320. Offering a unique value proposition as an employee 10: pursuing a first management position and knowing if this is the right career step for you.
321. Offering a unique value proposition as an employee 11: pursuing a first management position as a right career step for you 1.
322. Offering a unique value proposition as an employee 12: pursuing a first management position as a right career step for you 2.
323. Offering a unique value proposition as an employee 13: understanding and strategically responding to new work positions offered.
324. Offering a unique value proposition as an employee 14: professional growth and thinking in terms of a fuller range of career options and choices.
325. Offering a unique value proposition as an employee 15: missions, visions, and corporate cultures and finding the right career path for you for them.
326. Offering a unique value proposition as an employee 16: startups and the drive to create new paths forward 1.
327. Offering a unique value proposition as an employee 17: startups and the drive to create new paths forward 2.
328. Offering a unique value proposition as an employee 18: startups and the drive to create new paths forward 3.
329. Offering a unique value proposition as an employee 19: startups and the drive to create new paths forward 4.
330. Offering a unique value proposition as an employee 20: startups and the drive to create new paths forward 5.
331. Offering a unique value proposition as an employee 21: senior and executive management and leadership 1.
332. Offering a unique value proposition as an employee 22: senior and executive management and leadership 2.
333. Offering a unique value proposition as an employee 23: senior and executive management and leadership 3.
334. Offering a unique value proposition as an employee 24: in-house advancement along a career path versus advancement through moving on.
335. Offering a unique value proposition as an employee 25: change management and other specialty work situations and contexts.
336. Offering a unique value proposition as an employee 26: nonprofits, not for profits and for profits 1.
337. Offering a unique value proposition as an employee 27: nonprofits, not for profits and for profits 2.
338. Offering a unique value proposition as an employee 28: specialists and generalists.
339. Offering a unique value proposition as an employee 29: accommodating and thriving in change 1.
340. Offering a unique value proposition as an employee 30: accommodating and thriving in change 2.
341. Offering a unique value proposition as an employee 31: accommodating and thriving in change 3.

Supplemental postings:

27. Mapping and understanding unemployment and the jobs market – the US Dept of Labor JOLTS report 2011.
28. Job search and employment challenges, business and hiring challenges – assembling and solving the puzzle as a whole.
29. Bucking the trend in workforce commoditization.
30. Reconsidering how work is structured 1 – going beyond the standard in-house employee and consultant model.
31. Reconsidering how work is structured 2 – working in-house, working off-site and in between.
32. Thinking ahead as an open letter to the Class of 2014 and the Class of 2015.
33. An open letter to the Class of 2012 and the Class of 2013.
34. Thinking ahead as an open letter to the Class of 2014 and the Class of 2015, continued.
35. A tale of two job candidates – and the need to focus on the right candidate strengths.
36. The importance of judgment and prudence in a Facebook and social media tell-all world.
37. An open letter to jobseekers about long term changes in the job market and employability – 1.
38. An open letter to jobseekers about long term changes in the job market and employability – 2.
39. Telecommuting and the marketplace transition to the telecompany 1 – defining the term and putting this business model into perspective.
40. Telecommuting and the marketplace transition to the telecompany 2 – defining the business model in a telecompany and virtual business context 1.
41. Telecommuting and the marketplace transition to the telecompany 3 – defining the business model in a telecompany and virtual business context 2.
42. Telecommuting and the marketplace transition to the telecompany 4 – defining the business model in a telecompany and virtual business context 3.
43. Telecommuting and the marketplace transition to the telecompany 5 – hybrid business models.
44. If it’s not broken don’t fix it, but it is broken 1 – a fundamental need to reframe and reconsider education in America.
45. If it’s not broken don’t fix it, but it is broken 2 – some thoughts on education’s problems as viewed from a business perspective.
46. If it’s not broken don’t fix it, but it is broken 3 – the need to improve program and student resource relevance.
47. If it’s not broken don’t fix it, but it is broken 4 – the hope and hype of virtual classrooms, distant learning and tele-education.
48. If it’s not broken don’t fix it, but it is broken 5 – rethinking the college and university campus.
49. If it’s not broken don’t fix it, but it is broken 6 – rethinking some sacred cows.
50. If it’s not broken don’t fix it, but it is broken 7 – understanding and addressing resistance to change.
51. If it’s not broken don’t fix it, but it is broken 8 – engaging more effectively with emerging 21st century realities.
52. When leadership means giving up perks.
53. Rethinking normal 7: when my normal is different than yours, and yours than mine 4. See Reexamining the Fundamentals, Section III for other postings to this series.
54. Some thoughts on the emerging workplace and employability Great Restructuring 1.
55. Some thoughts on the emerging workplace and employability Great Restructuring 2.

This guide is continued at Guide to Effective Job Search and Career Development – 3.