Platt Perspective on Business and Technology

Guide to effective job search and career development – 3

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 and its Part 2 continuation.

342. Communicating more effectively as a job and career skill set 1: bringing what you seek to say into clearer focus.
343. Communicating more effectively as a job and career skill set 2: adding in the supporting details.
344. Communicating more effectively as a job and career skill set 3: connecting with and effectively communicating with a target audience.
345. Communicating more effectively as a job and career skill set 4: active listening.
346. Communicating more effectively as a job and career skill set 5: putting it in writing 1.
347. Communicating more effectively as a job and career skill set 6: putting it in writing 2.
348. Communicating more effectively as a job and career skill set 7: communicating through cultural differences.
349. Communicating more effectively as a job and career skill set 8: communicating for the here and now and for documentation purposes.
350. Communicating more effectively as a job and career skill set 9: communicating goals and priorities.
351. Communicating more effectively as a job and career skill set 10: working more effective with, or around problem people 1.
352. Communicating more effectively as a job and career skill set 11: working more effective with, or around problem people 2.
353. Communicating more effectively as a job and career skill set 12: setting goals and priorities, and avoiding understating or overstating.
354. Communicating more effectively as a job and career skill set 13: spontaneity and calculated planning, and their roles in ongoing communications processes.
355. Communicating more effectively as a job and career skill set 14: addressing the challenges and opportunities of an increasingly real-time ubiquitously connected world.
356. Communicating more effectively as a job and career skill set 15: matching your communications needs and objectives with the channels that you would communicate through.
357. Communicating more effectively as a job and career skill set 16: real-time synchronous and asynchronous communications.
358. Communicating more effectively as a job and career skill set 17: finding best practices in the face of ongoing change.
359. Specialists, generalists and navigating the path to career advancement 1: a more traditional approach to understanding these career path options.
360. Specialists, generalists and navigating the path to career advancement 2: taking a more 21st century approach 1.
361. Specialists, generalists and navigating the path to career advancement 3: taking a more 21st century approach 2.
362. Specialists generalists and navigating the path to career advancement 4: taking a more 21st century approach 3.
363. Specialists, generalists and navigating the path to career advancement 5: understanding and surmounting unexpected challenges 1.
364. Specialists, generalists and navigating the path to career advancement 6: understanding and surmounting unexpected challenges 2.
365. Specialists, generalists and navigating the path to career advancement 7: understanding and surmounting unexpected challenges 3.
366. Specialists, generalists and navigating the path to career advancement 8: understanding the generalist jobs and career path option 1.
367. Specialists, generalists and navigating the path to career advancement 9: understanding the generalist jobs and career path option 2.
368. Developing a career out of gigs and short-term work 1: securing work and assembling a career out of smaller pieces.
369. Developing a career out of gigs and short-term work 2: gig work, in-house work, consulting work and putting them all into perspective.
370. Developing a career out of gigs and short-term work 3: understanding and expanding workplace and new career-developing options 1.
371. Developing a career out of gigs and short-term work 4: understanding and expanding workplace and new career-developing options 2.
372. Developing a career out of gigs and short-term work 5: understanding and expanding workplace and new career-developing options 3.
373. Developing a career out of gigs and short-term work 6: understanding and expanding workplace and new career-developing options 4.
374. Developing a career out of gigs and short-term work 7: understanding and expanding workplace and new career-developing options 5.
375. Developing a career out of gigs and short-term work 8: learning to live and even thrive in the midst of uncertainty.
376. What do C level officers do? 1: navigating the maze of conflicting needs and priorities.
377. What do C level officers do? 2: the Chief Financial Officer.
378. What do C level officers do? 3: the Chief Information Officer and Chief Technology Officer 1.
379. What do C level officers do? 4: the Chief Information Officer and Chief Technology Officer 2.
380. What do C level officers do? 5: the Chief Strategy Officer.
381. What do C level officers do? 6: the Chief Operating Officer.
382. What do C level officers do? 7: the Chief Security Officer 1.
383. What do C level officers do? 8: the Chief Security Officer 2.
384. What do C level officers do? 9: the Chief of Marketing and Communications.
385. What do C level officers do? 10: reconsidering Human Resources and its leadership for the 21st century.
386. What do C level officers do? 11: business and industry-specific executive positions.
387. What do C level officers do? 12: executive team expansion, consolidation and right-sizing 1.
388. What do C level officers do? 13: executive team expansion, consolidation and right-sizing 2.
389. What do C level officers do? 14: executive team expansion, consolidation and right-sizing 3.
390. What do C level officers do? 15: Chief Executive Officers and Presidents 1.
391. What do C level officers do? 16: Chief Executive Officers and Presidents 2.
392. What do C level officers do? 17: Chief Executive Officers and Presidents 3.
393. What do C level officers do? 18: Chief Executive Officers and Presidents 4.
394. What do C level officers do? 19: Chief Executive Officers and Presidents 5.
395. What do C level officers do? 20: Chief Executive Officers and Presidents 6.
396. What do C level officers do? 21: reconsidering the senior executive team and its members from a jobs and careers perspective.
397. Using social media as job search and career development business analysis resources 1: tapping into the widening range of information sources.
398. Using social media as job search and career development business analysis resources 2: tapping into a wider range of insider sources 1.
399. Using social media as job search and career development business analysis resources 3: tapping into a wider range of insider sources 2.
400. Using social media as job search and career development business analysis resources 4: tapping into a wider range of insider sources 3.
401. Using social media as job search and career development business analysis resources 5: tapping into a wider range of insider sources 4.
402. Using social media as job search and career development business analysis resources 6: career timeframes and career development 1.
403. Using social media as job search and career development business analysis resources 7: career timeframes and career development 2.
404. Using social media as job search and career development business analysis resources 8: career timeframes and career development 3.
405. Using social media as job search and career development business analysis resources 9: thinking through the messages that you convey about yourself and that others share about you.
406. Using social media as job search and career development business analysis resources 10: thinking through your planned online professional image and message 1.
407. Using social media as job search and career development business analysis resources 11: thinking through your planned online professional image and message 2.
408. Using social media as job search and career development business analysis resources 12: thinking through your planned online professional image and message 3.
409. Using social media as job search and career development business analysis resources 13: thinking through your planned online professional image and message 4.
410. Using social media as job search and career development business analysis resources 14: thinking through your planned online professional image and message 5.
411. Using social media as job search and career development business analysis resources 15: coordinately using a range of social media resources to develop a more effective online presence.
412. Using social media as job search and career development business analysis resources 16: developing and using a social media professional presence to more effectively communicate.
413. Using social media as job search and career development business analysis resources 17: what others share about us online and through social media.
414. Using social media as job search and career development business analysis resources 18: adding Facebook to the mix.
415. Using social media as job search and career development business analysis resources 19: rethinking our online presence for where social media is headed.
416. Should I stay or should I go? 1: facing the great jobs and careers blind spot.
417. Should I stay or should I go? 2: interpersonal conflict and related challenges.
418. Should I stay or should I go? 3: the challenge of dead-end jobs.
419. Should I stay or should I go? 4: the challenge of limited career advancement opportunity for those who seek that as a higher overall priority 1.
420. Should I stay or should I go? 5: the challenge of limited career advancement opportunity for those who seek that as a higher overall priority 2.
421. Should I stay or should I go? 6: when your work life constraints collide with the needs and preferences of your employer.
422. Should I stay or should I go? 7: when should I at least begin to seriously consider making a career path change?
423. Should I stay or should I go? 8: thinking through careers per se and understanding where we are now and where we would go from there 1.
424. Should I stay or should I go? 9: thinking through careers per se and understanding where we are now and where we would go from there 2.
425. Should I stay or should I go? 10: thinking through careers per se and understanding where we are now and where we would go from there 3.
426. Should I stay or should I go? 11: thinking through careers per se and understanding where we are now and where we would go from there 4.
427. Should I stay or should I go? 12: startups as a special case 1.
428. Should I stay or should I go? 13: startups as a special case 2.
429. Should I stay or should I go? 14: startups as a special case 3.
430. Should I stay or should I go? 15: startups as a special case 4.
431. Should I stay or should I go? 16: startups as a special case 5.
432. Should I stay or should I go? 17: franchise businesses and becoming a franchisee as a next career step 1.
433. Should I stay or should I go? 18: franchise businesses and becoming a franchisee as a next career step 2.
434. Should I stay or should I go? 19: franchise businesses and becoming a franchisee as a next career step 3.
435. Should I stay or should I go? 20: franchise businesses and becoming a franchisee as a next career step 4.
436. Should I stay or should I go? 21: selling-off and buying out an already established business 1.
437. Should I stay or should I go? 22: selling-off and buying out an already established business 2.
438. Should I stay or should I go? 23: selling-off and buying out an already established business 3.
439. Should I stay or should I go? 24: selling-off and buying out an already established business 4.
440. Should I stay or should I go? 25: selling-off and buying out an already established business 5.
441. Should I stay or should I go? 26: selling-off and buying out an already established business 6.
442. Should I stay or should I go? 27: selling-off and buying out an already established business 7.
443. Should I stay or should I go? 28: selling-off and buying out an already established business 8.
444. Should I stay or should I go? 29: retiring, and phasing out of work as a work-life transition 1.
445. Should I stay or should I go? 30: retiring, and phasing out of work as a work-life transition 2.
446. Should I stay or should I go? 31: retiring, and phasing out of work as a work-life transition 3.
447. Should I stay or should I go? 32: retiring, and phasing out of work as a work-life transition 4.
448. Should I stay or should I go? 33: retiring, and phasing out of work as a work-life transition 5.
449. Should I stay or should I go? 34: retiring, and phasing out of work as a work-life transition 6.
450. Should I stay or should I go? 35: retiring, and phasing out of work as a work-life transition 7.
451. Should I stay or should I go? 36: couples and family considerations 1.
452. Should I stay or should I go? 37: couples and family considerations 2.
453. Should I stay or should I go? 38: couples and family considerations 3.
454. Should I stay or should I go? 39: couples and family considerations 4.
455. Should I stay or should I go? 40: couples and family considerations 5.
456. Should I stay or should I go? 41: couples and family considerations 6.
457. Should I stay or should I go? 42: couples and family considerations 7.
458. Should I stay or should I go? 43: reconsidering work lives, careers and change as an ongoing progression.
459. Career planning 1: from intention to action – an initial orienting discussion of what is to follow here.
460. Career planning 2: mapping out your career path.
461. Career planning 3: thinking through and taking first steps forward in an ongoing iterative process.
462. Career planning 4: learning from the experience of others 1.
463. Career planning 5: learning from the experience of others 2.
464. Career planning 6: learning from the experience of others 3.
465. Career planning 7: career planning as an ongoing process of analysis and synthesis 1.
466. Career planning 8: career planning as an ongoing process of analysis and synthesis 2.
467. Career planning 9: career planning as an ongoing process of analysis and synthesis 3.
468. Career planning 10: career planning as an ongoing process of analysis and synthesis 4.
469. Career planning 11: career planning as an ongoing process of analysis and synthesis 5.
470. Career planning 12: career planning as an ongoing process of analysis and synthesis 6.
471. Career planning 13: career planning as an ongoing process of analysis and synthesis 7.
472. Career planning 14: career planning as an ongoing process of analysis and synthesis 8.
473. Career planning 15: career planning as an ongoing process of analysis and synthesis 9.
474. Career planning 16: career planning as an ongoing process of analysis and synthesis 10.

Supplemental postings:

56. Should we do something simply because we can? 1: facing an emerging next generation of automation.
57. Should we do something simply because we can? 2: Automation and its discontents 1.
58. Should we do something simply because we can? 3: Automation and its discontents 2.
59. Should we do something simply because we can? 4: finding a new path forward.
60. Should we do something simply because we can? 5: finding societal support in meeting societal needs 1.
61. Should we do something simply because we can? 6: finding societal support in meeting societal needs 2.
62. An open letter to the college class of 2018 and to high school juniors and seniors.
63. An open letter to jobseekers – finding the right continuing education resources and programs.
64. Knowing your potential recommendation sources’ online reputations and selecting them to meet your specific needs.
65. Accepting and living an ownership approach to jobs and careers and more – a key to enabling a fuller life.
66. Thinking through the most important habit of a highly successful career developer.
67. Cultivate learning curve skills and opportunities – take chances and cultivate a habit of stretching out in new directions.
68. The importance of learnable lessons – cultivating the opportunity of mistakes.
69. When expertise becomes an enemy of quality service 1 – a lesson about effective and ineffective communications and their consequences 1.
70. When expertise becomes an enemy of quality service 2 – a lesson about effective and ineffective communications and their consequences 2.
71. When expertise becomes an enemy of quality service 3 – interpersonal skills and the challenge of problem behavior in the workplace 1.
72. When expertise becomes an enemy of quality service 4 – interpersonal skills and the challenge of problem behavior in the workplace 2.
73. When expertise becomes an enemy of quality service 5 – helping good employees with potential to become great employees 1.
74. When expertise becomes an enemy of quality service 6 – helping good employees with potential to become great employees 2.
75. Reconsidering the Phillips curve as a general indicator of how employability is being redefined.
76. When expertise becomes an enemy of quality service 7 – helping good employees with potential to become great employees 3.
77. When expertise becomes an enemy of quality service 8 – helping good employees with potential to become great employees 4.
78. When expertise becomes an enemy of quality service 9 – helping good employees with potential to become great employees 5.
79. When expertise becomes an enemy of quality service 10 – helping good employees with potential to become great employees 6.
80. When expertise becomes an enemy of quality service 11 – helping good employees with potential to become great employees 7.
81. When expertise becomes an enemy of quality service 12 – helping good employees with potential to become great employees 8.
82. When expertise becomes an enemy of quality service 13 – personnel policies as dynamic and at least ideally, coherently and consistently organized operational systems 1.
83. When expertise becomes an enemy of quality service 14 – personnel policies as dynamic and at least ideally, coherently and consistently organized operational systems 2.
84. When expertise becomes an enemy of quality service 15 – personnel policies as dynamic and at least ideally, coherently and consistently organized operational systems 3.
85. When expertise becomes an enemy of quality service 16 – personnel policies as dynamic and at least ideally, coherently and consistently organized operational systems 4.
86. When expertise becomes an enemy of quality service 17 – personnel policies as dynamic and at least ideally, coherently and consistently organized operational systems 5.
87. When expertise becomes an enemy of quality service 18 – taking an overarching strategic approach to this.
88. Some thoughts concerning a general theory of business 16: considering first steps toward developing a general theory of business 8.
89. Some thoughts concerning a general theory of business 17: considering first steps toward developing a general theory of business 9.

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