business – Page 5 – Segal Coaching LLC

The Best Fonts to Get Your Résumé Read by Your Target Audience

Fonts depend on many factors, including industry and seniority. More “serious” fonts should match more serious roles, and in all cases you can take a cue from the fonts you and your colleagues are used to reading in your everyday life.

Read Me Fonts cropped

Until I started drafting résumés professionally, I never imagined I would have an entire post devoted to résumé fonts. Yet after some lively conversations with clients about the best fonts to use, I realize it is quite a helpful point to cover.

Fonts depend on many factors, including industry and seniority. More “serious” fonts should match more serious roles. Safer (even boring) fonts match roles where that is appropriate – i.e., where your job is safety, risk management or the like – while more creative styles fit better with creative endeavors. As a result, there is no “one best font” for résumés generally. You should take your cues from the fonts you and your colleagues (or those in your target field, if you are in transition) are accustomed to using.

Here are some favorites and generally acceptable fonts, in alphabetical order:

Arial – clean and easy to read, safe choice, which some may view as boring

Calibri – the default Microsoft Word font, very familiar

Garamond – old style font, timeless, polished elegance

Georgia – traditional alternative to Times New Roman

Times New Roman – universal font and very popular résumé choice, also safe like Arial

Trebuchet MS – sans serif like Arial, a bit different but still comfortable for the reader

Résumé Fonts

A few more points before I close:

Uncommon Fonts. If you choose a less common font, make sure the text is highly readable and accessible by most users of Microsoft Word and other word processing programs. The worst case scenario can come true – your font is not supported, and your document looks like a mess on their screen.
Use of Space on the Page. If space is an issue in your résumé (either you have too many words or too few), the font can change the entire look of your document.
Limiting Your Font Use. Don’t use too many fonts within the document. It doesn’t look fancy, it looks disorganized. I generally suggest only one font. If you use a second one as an accent, be sure to use it consistently throughout the document (i.e., only for your name and contact information on both pages). The same rule applies for capitalization, use of bold, italics, etc.
Colors. Just as you are careful with font, be careful with (and don’t overuse) colors. Again, take a cue from what you have seen in your industry as a proxy for what your target audience will respond to and expect.

If you have any input or questions about fonts, feel free to leave a comment at the end of this post. Thanks!

[Update July 2016: since writing this post, I have also started using Helvetica in résumés, so I’m adding it to my list of fonts. I continue to use Times New Roman generally in the legal field, as it is a font that lawyers are comfortable reading, and often (but not always) use a sans serif font for non-legal clients. I have generally stopped using Calibri as well.]

The Three Basic Challenges in Any Career

At the heart of the matter, there are only three basic career challenges. How to get somewhere, how to leave somewhere and how to be somewhere.

At the heart of the matter, there are only three basic career challenges:

Finding a new job
Leaving an old job
Performing in a current job

How to get somewhere, how to leave somewhere and how to be somewhere. That’s it.

We go through our daily lives focused on one or more variants of these problems:

Bringing Our “A Game”

Playing to Our Strengths

Interviewing for a New Role

Surviving a Toxic Workplace

Managing Up

Cultivating a Leadership Presence

Setting Boundaries

Changing Fields

Getting Organized

Surviving a Layoff

Gunning for a Promotion

The truth is that each one of us needs to focus on each of these three basic career challenges on a regular basis, whether it is one or more of the variants I mention above or others. We often get focused on the specific “problem at hand, ” and often in a negative way – hating our boss, hating our hours, hating the product we sell, hating our commute, etc.

If you are consistently focused on the micro-issues, you can lose sight of these macro-challenges in your career: how to get somewhere, how to leavesomewhere and how to be somewhere.

As we all know, no job is permanent in today’s world. Even if you love your job or feel that you need (a relative term) to stay with a specific employer for the foreseeable future, your role is constantly changing and your current situation may not be forever. Being in a role, i.e., drilling down to understand what your company or organization is seeking to accomplish and how you can play a greater role in its continued growth and success, is a skill that is infinitely transferable and, in fact, the most important career skill one can have.

Many of us, however, are locked into the particular career problem de jour without keeping our eyes locked on these medium, long-term and ultimate goals. Others only muse about they would like to do or be next, without taking the time to consider logically each individual step to get them there or asking themselves how they can perform better in their current roles. If you fall into either of these camps, you will suffer from disengagement from your career, because you have relinquished the power to drive it. You may have your hands on the wheel, but your can’t ascertain your speed or direction.

Rather than thinking of each of these three basic career challenges (where you are going, what you are leaving behind and how to live in your current role) as individual hurdles, envision your career as a continuum. Each challenge provides the context for the others, and each stage of the process sheds light on the other stages.

1) Finding a new job

What is your target? Do you have clear focus on what you are seeking and why (specifically, what differentiates a new role from those you have previously held)?

If you can’t see what’s on your horizon, what can you do to gain focus? Exercises that help you clarify your own values and value proposition are very helpful in this regard, as is working with a career coach or mentor. (But remember that mentors, and some coaches, have their own biases and blind spots.)

Along with your increased focus, what can you do to present yourself as a compelling candidate? Your résumé is a core document, but don’t forget about cover letters, deal sheets, bios, websites and LinkedIn, to the extent that any of these can help you advance your goals. Beyond the documents, networking and interviewing skills are key, and they both build on the same principles of presenting ourselves well and being able to translate our message to our target audience. These “personal branding” muscles – to use a current buzzword – are ones we should be exercising every day, so they are strong when needed. Lastly, remember that the best momentum comes from what you are already doing – the current aspects of your professional life, written broadly – and that means all of your career accomplishments, talents and transferable skills, not only the obvious ones.

2) Leaving an old job

If you are familiar with change management, you may already recognize that all change involves loss, even changes from which we stand much to gain. Practicing the art of letting go and visualizing yourself in a changed space before you want or need to leave a job will help prepare you for taking that leap. If the choice to leave is yours, these actions can also help give you the motivation to make the change. The worst place to be in a career (relationship, etc.) is unhappy with where you are and unmotivated to do anything about it, which becomes a cycle that is hard to break. Staying attuned to the art of moving on and aware that you have the power to re-create your own circumstances are decisive factors in your career success.

In addition, even before you are on the crux of leaving a role, think about who and what will be left behind. How can you put yourself in a good place each day, as if it were your last day in the role? One example of such preparation is to cultivate key relationships that you would like to maintain after you leave. Another is to resolve or mitigate any disputes that should not be left to linger, if possible. The world gets metaphorically smaller each day, and former work colleagues can easily become future ones, sometimes for the better. In addition, if your new role will be within the same organization (e.g., a promotion), you will get more help, input and support from former colleagues by creating meaningful relationships before the change and maintaining them after your move. Even if certain colleagues seem to have no visible impact on your new position, you can never truly estimate or measure the value of having a solid base of supporters for your cause.

3) Performing in a current job

First, there’s the art of mindfulness and “being in the moment” to be truly productive, connected and alive.

Second, you really can take it with you. By that I mean that whatever progress you make in a current role, you are not only advancing the goals of your company or organization, you are also growing yourself. Unfortunately, as a career coach, I see firsthand how this is something we can easily miss. As I work on résumé writing with clients, for example, I often find they have not “connected the dots” on how their contributions and experience make them compelling candidates to their target audiences. I approach the résumé writing process not only an exercise in putting the right words on the page, but also in formulating the client’s strongest message (i.e., values and value proposition) in the first place.

Last week, for example, I worked with a client who had a junior-sounding “compliance analyst” role on her résumé. As we spoke further, it became clear that (at her relatively small company) she had not only drafted documents, trained staff and the like, she had also essentially co-lead the creation and formalization of the company’s compliance program. While her current role was not where she wanted to stay, it gave her a realm of tools to bridge and bootstrap to her next move. In addition, as she continued to stay fully engaged in the role, she then brought the company through a series of risk-reward analyses and improvements designed to laser-focus their risk-mitigation efforts on the changes that really mattered to their viability and bottom line. I gave her the language to discuss her experience in a larger context, and with that context she is able to more fully leverage her value proposition.

This client’s lessons, successes and wounds – garnered from the process of discerning, persuading and negotiating game-changing measures across business teams and other functions – will serve her well in any future career. As you reflect on your own career, you may find the same hidden gems are planted as you remain engaged and present, for your employer’s growth and your own.

Originally published as “The Three Macro-Challenges of Your Career” on LinkedIn Pulse.

Should You Really Start Something New in the New Year? (Hint: There’s Another, Sometimes Better, Option)

We are accustomed to think of the New Year as a time to start something new.

New Year, new thing. It makes sense.

But what if you took a step back and looked at the change of year not as a chance to do new things, but to bridge the old and the new? What if, instead of starting something new or resolving to make a change, you threw yourself into something you already do well, but you do it better in the New Year?

So here’s a short visualization exercise, since this only works if you are dealing with what’s truly personal to you. If you wish, write down five things you already do that are working. This can be for your business, career, personal life, health, etc.

Write down five important things. (It’s better to actually write than just think. Seeing words on the page makes them real.)

Five Things I’m Already Doing Well

Now, write down why these five things are working. What results are you getting from these actions? Are these results that you want to continue to see in the New Year?

Why These Five Things Are Working

Finally, which one(s) are most important to continue doing, so important that you should not only keep doing them, but also invest more time and dedication to them, to do them even better and get stronger, more lasting results?

Things to Ramp Up in the New Year (and How to Do It)

When we are young, it makes sense to continue to try something new every day, season or year. As adults, sometimes that is the right answer, if it breaks us out of bad habits. But many times, the more fruitful course is to build on what we already know or a change that we have already set into motion.

When we do something new, we expand our horizons. When we recommit, we invest in our strengths. Which one makes sense for you in the new year?

Anne Marie Segal is a career and leadership coach, author and resume writer..

Your Elevator Pitch: Who Are Your Clients and How Do You Serve Them?

The essential elements in an elevator pitch are not what features you offer a client, but what clients you serve and the benefits they get from hiring you. People don’t hire you for your experience, or your fancy “tools” that get the job done, but for what you offer them. Focus on your target audience (i.e., niche) and the benefits of hiring you.

If you are like me and many others I know, you have spent way too many hours in front of the computer or a blank piece of paper, working on your elevator pitch. If you had two minutes or less, what would you say about “what you do?”

As I have learned the hard way over the years, if you can’t spell something out on paper, you aren’t there yet. You have the germ of an idea, but no architecture. Hence the need to write first, then speak. Only when you have honed your thoughts through multiple revisions, and then rehearsed it in front of a sympathetic audience, can your words come to life. Very few of us can express what we do in a short phrase – “I fix bicycles” – without attempting a couple of iterations on the theme. Yet we need to distill it, or we lose our audience.

So what happens when I say:

Your elevator pitch. You have two minutes. Or maybe thirty seconds. Go.

Can you make it interesting, fresh and versatile enough to keep people’s interest and deliver those same few lines to contacts the world over and in your own backyard? How do you dress it up for the formality at networking events and down for the banter at kids’ soccer games? How does it look in print?

I recently joined a women’s entrepreneurship group, and six of us presented our elevator pitches today. We all have useful, personalized services to offer. We did not all, however, make a concise or compelling argument about why anyone should buy our services. In fact, a few of us were great in the first fifteen seconds or so, and we should have quit while we were ahead. Others delivered an “information overload” that would send any real prospect right out the door.

Who do you serve?

What value do you bring?

I would love to hear your answers.

Post originally published on LinkedIn Pulse as Your Elevator Pitch.

My Biggest Career Mistake: Sailing, Secretaries and Lime Green Pants

I believe in the power of mistakes.

No one likes to make mistakes, of course. But that is where the learning happens. Bigger mistake, greater opportunity to learn.

What may have been my biggest career mistake happened very early on, while I was still finishing my undergraduate degree. I had my very first internship and was ready to conquer the world. Good so far. I also thought I knew exactly how to do it. Ha!

I was a lowly intern, feeling on top of the world that I had gotten “in” at a place that I very much wanted to work. The secretary in the department was very good to me, trying to help me out so I could make my way. But I didn’t take the cue.

Not only did I not yet understand that secretaries rule the roost (if not the world), but I did not appreciate that someone could make choices very different than mine and still have a lot to teach me.

Here’s the thing. This secretary (we’ll call her Nancy) wore lime green capri pants, corduroys and other outfits to work that in my naivety had judged as “not fit for the professional world”. I call myself naive not because I was wrong to recognize that Nancy would not move up the corporate ladder if she didn’t emulate the look of those at the top: dark-colored suits. She wouldn’t. Rather, I assumed that moving up within the organization was and should be Nancy and everyone else’s goal, without realizing that she had her own plan. One that was more carefully formulated than my 19-year-old point of view would allow.

Nancy wanted a place to work during the day (while she pursued her own interests on the side) that was forgiving enough so she could wear want she wanted and be whom she pleased. She was expected to conform to certain norms and left blissfully free to ignore other ones. She made calculated decisions to achieve the results she wanted. She knew exactly how to get where she wanted to go, but it wasn’t anywhere that I could have imagined.

So when Nancy pulled me aside one day to tell me that I should “follow the lead” of the head of the group (we’ll call him Troy), who wanted to talk about basketball and sailing a good part of the time, I ignored her advice. I wanted to ask Troy about things that interested me, and at the time these were not at the top of my list. While others joked and called him Captain Troy, I smiled through gritted teeth and pushed on for the certain set of experiences that I had expected out of the internship.

After all, we were not on a yacht, we were in an office. I wanted to learn the ways of leadership and success, and they were not going to come from talking about sailing, I thought. At the time, I didn’t have a boat, or any family or friends with a boat. The one time I had taken an extended trip on a boat as a child, I had been seasick most of the week. I was bound to say something ill-informed, so wasn’t it better to steer the conversation back to what was comfortable to me?

I couldn’t look bad if I just avoided topics that were out of my league, right? Anyway, I reasoned, what did Nancy know, with her green pants and all? How could a chat about sailing be useful to me at all, other than to smile and humor my boss? Why would I encourage him to continue that conversation?

Turns out, Nancy knew a lot. In particular, she knew how to keep everyone happy while keeping herself happy. She kept these two goals in perfect balance, giving Troy and the group the support they needed while feeding her own needs. She intuitively understood that showing an interest in sailing was showing an interest in Troy. And that was the important part.

By contrast, I was being immature, overly serious and even selfish – holding on to the world as I knew it – by expecting to direct the line of conversation. And I was missing out on the chance to learn, bond, grow and have fun.

So, my biggest career mistake was actually a set of related mistakes:

Mistake #1: Discounting the message of an unexpected messenger.

Mistake #2: Closing myself off from new experiences.

Mistake #3: Making it all about me.

As I found out later, the green pants were a statement on Nancy’s part, a line in the sand that she was in a bridge job and had no pretense of “moving up” to a management position within that organization. She had her eyes on another prize – her own set of professional goals – but she also made sure to be so good at her job (orienting herself to the situation, as needed) that there was no way she would risk losing it over something as simple as wardrobe choices. In fact, as a highly creative person, she literally wore her authenticity on her sleeve. And she was respected for that by others in the group, including (in the months and years following my internship) by me.

I often think back to Nancy, the unexpected messenger, with whom I have lost touch in the over 20 years since I had that internship. I am indebted to her wisdom. I wonder if she has started her own company, maybe even a fashion line.

Nancy could have changed her style of dress any day. Changing my attitude took a lot longer.

From my biggest mistake, I learned my greatest lesson. It is not all about fitting in, it is also about being a fit.

Do You Need a Personal Board of Advisors?

The board of directors of a company addresses high-level business objectives, with voting authority and fiduciary obligations. A board of advisors is more informal, providing non-binding strategic advice that can benefit a start-up or smaller company by giving it third-party insights, encouragement, market knowledge, accountability, connections and other resources. Savvy individuals have come to realize that, especially in the new economy, we are each our own business to a greater or lesser degree, whether or not we officially operate as one. Does that mean we each need our own board of advisors?

Many successful professionals intuitively create a loose association of advisors without formalizing the relationships. They have mentors and occasional professional advisors that function in an ad hoc way to support short-term projects or “put out fires” in their business lives. This approach is a great first step, and formalizing this core group frames your trajectory in a foundational way and keeps you on the path to success.

Clearly, you do not need to hold meetings in a fancy boardroom with leather chairs or even get all of your advisors in a room together. While it may help focus the conversation, it can also prove a distraction if it is not a place or assembled group that feels comfortable enough to relax and creatively brainstorm and troubleshoot according to your needs. In fact, your respective advisors do not even need to know each other, since you are not a company for whom they are collectively setting policy but rather an individual seeking guidance, support, grounding and the oh-so-important reality checks. I do suggest, however, that you take more than an occasional, eccentric approach to incorporating one or more boards of advisors into your significant life and professional decisions. Have the infrastructure already in place for the moment of truth when you really, truly need it, so you can call on your advisors without triangulating their whereabouts or struggling to identify whom these angels should be.

I use the word “framing” above very deliberately. With my coaching clients, I often discuss reframing an experience to take ownership in a new way. For example, sales becomes less scary (and ceases to feel inauthentic) if you believe passionately in the service you are providing. A board of advisors becomes less of a foreign concept as an individual if you believe passionately in your own success and wish to give others the opportunity to share in that experience, with a willingness to offer your own help in advance or give back in return. Your passion fuels their willingness to be involved.

In my own life, I have found greater success in those periods that I had a “board”, whether it was a formal group of colleagues meeting on a regular basis or roster of individual mentors and professional advisors that I turned to regularly. Much earlier in my career, I was nervous or fearful that I was taking too much time from people who already had busy careers. At the same time, I failed to invest in myself, financially or otherwise, to get the professional insights that would have made a decisive impact on my advancement.

Why? I thought putting my head down and cranking out whatever was asked of me in the moment showed my “worth” more than cultivating relationships. My accomplishments would speak for themselves, I thought, not realizing the entire world that I was shutting out while I repeatedly closed my door to do some “real work”. I also failed to understand the value I would create by involving others in my experiences and sharing my insight for theirs in return. Value for all, not only for me.

Electing the right mix to your board of advisors and tapping into them is not an exercise in taking – which is a dead end – but rather in creating value through meaningful personal interactions. In short, you are tapping into the electrifying power of collaboration in a formal way. By electing these mentors, colleagues and advisors to your “team”, you are fostering buy-in for your success. If you are respectful and show gratitude for their investment in your future, your newly-formed board can provide a critical backbone and sounding board to help you frame, keep sight of and reach your goals.

If you liked this post and want to know more, you may also wish to read Five Key Questions to Ask When Creating a Personal Advisory Board.

10 Essential Employment-Related Agreements

Starting a high-charging company or sorting out the employment landscape as a newly-landed executive? Here are 10 essential employment-related agreements you’ll want to be familiar with.

[Note: This post was written while I was a practicing attorney running a diverse solo law practice, and it is one of a small number of “legacy posts” that I have retained on the site. When published, this was one of my most popular posts. Since April 2015, I have been working as an executive coach and writer, and I am not currently available for legal engagements.]

1) Offer Letter. This is the initial offer of employment to a future employee. The letter should state the individual’s title, compensation, chief benefits (such as vacation time and 401(k)), intended start date and other basic facts. If the offer of employment is subject to certain conditions – generally they are – these should be outlined in the letter. These may include work authorization, background checks and drug screening, as well as (in some cases) agreement to be bound by certain contracts or employee handbooks. Generally an executive or other employee who receives an offer subject to a noncompete would be well-advised to ask for a copy of the agreement and read it, preferably with an attorney, prior to accepting the position. Note, however, that in certain jurisdictions a noncompete that is not presented prior to employment is not binding.

2) Employment Agreement. Although some companies use these indiscriminately, the most savvy among them save employment agreements for top employees who have the leverage to require them. Some employment agreements are rather basic documents that simply spell out the terms of the job. Others are complex, lengthy documents that include terms such as severance payments upon a termination with or without cause or change of control. All employment agreements should spell out the basic terms, such as duties, base and bonus compensation and length of guaranteed employment (if any) with relevant conditions attached. Employment agreements may also contain noncompete, non-solicit, confidentiality and other provisions, explained below.

3) Consulting Agreement. Consulting agreements are, as the name suggests, used to employ consultants on a long-term or temporary basis. At times, an individual may be an employee at one company and a consultant at an affiliated entity, and the consulting agreement serves to document the additional relationship and any related compensation. A consulting agreement should clearly spell out the services to be rendered, how they shall be delivered, what fees shall be paid and on what basis (e.g., hourly or monthly, upon receipt of an invoice or other time period) and the manner that the consulting arrangement can be terminated by either party. The agreement should also contain language that the consultant cannot bind the company, that he or she is an independent contractor responsible for deductions and taxes and similar provisions.

Businesses should consider carefully whether an individual taken on as a “consultant” or other “independent contractor” would not likely be recharacterized as an “employee”, as the financial penalties of failing to pay employment taxes and other consequences can be substantial. This is especially true if the business intends to operate solely through independent contractors and essentially treats them as employees (controlling scheduling, requiring services to be delivered on-site and other employment aspects).

4) Noncompete. Non-competition agreements or provisions are restrictive covenants that prohibit an employee from engaging in a competing activity. Their effectiveness depends on many factors, including the law of the controlling jurisdiction. In jurisdictions that tend to uphold noncompetes, whether as written or as modified (reduced in scope) by the court, two main factors are the length of the restriction and the geographic scope. Of all employment-related agreements, noncompetes can be the most complex and restrictive. Therefore, they are the most important to read and understand before signing.

Note: I do not give the above guidance lightly, as I have occasionally seen highly-educated, highly-paid individuals simply sign noncompetes and other restrictive covenants without even reading them. Not a smart thing to do, especially in this economy!

5) Non-solicitation. Non-solicit provisions – these are usually part of a larger agreement – restrict an executive or other employee from recruiting or hiring individuals from a current employer on behalf of a third party. They can also restrict other forms of “solicitation”, such as soliciting customers, investors or business opportunities. Since non-solicitation provisions do not “restrain employment” they can be easier to enforce in the courts than non-competition clauses.

6) Confidentiality. A confidentiality agreement is designed to keep non-public information from entering into the public domain. Generally there is no term or end date on the time period that the information needs to be kept confidential, as long as it has not become public (generally or known within the relevant industry) through no fault of the person receiving the confidential information. This is especially true in the case of trade secrets, which by their nature must remain confidential to retain their value.

7) Work for Hire and Assignment of Inventions. Intellectual property, such as copyrights, generally belong to the employer absent a special agreement to the contrary. This is not true in certain contexts where the creation is entirely unrelated to an individual’s work assignment (e.g., if an engineer in charge of quality control wrote a Broadway play in his or her spare time.) For independent contractors (ICs), work for hire and assignment provisions should be in place to delineate who owns any non-tangible property that the IC has created for a company. In some cases, the parties should draft carve outs for intellectual property (from copyrights to trading algorithms) that were created by an employee or consultant prior to employment if such individual wishes (with the company’s agreement) to retain as his or her property and license it for use, rather than transfer it, to the company with which he or she is employed or engaged. Provisions that assign ownership of any or certain intellectual property or inventions (i.e., assignment of inventions provisions) often accompany work for hire provisions, as a backstop to assure the rights of a company that expects work for hire provisions to uphold its ownership.

8) Indemnification. In the employment context, an indemnification agreement is offered to a key individual who may be exposed to liability under his or her fiduciary duties or for other reasons. A company should offer a broad indemnity as well as insurance to the individual to induce him or her to take on a role of responsibility. There are relatively standard provisions that should accompany all indemnities, although the language used to express them may vary, and these should be carefully drafted and/or reviewed.

9) Severance. In the case of top executives, severance terms may be agreed in advance at the time of employment or upon a promotion. For other employees, they may be extended upon termination. Severance agreements include, among other provisions, the amount of severance offered in lieu of the contracted notice period, any extension of benefits, a noncompete (if applicable) and a release.

10) Release. A company may ask for a release of all potential claims by an employee against the company in exchange for consideration offered. The consideration must be in addition to whatever money or property the employee was already entitled, and the amount will vary based on factors such as the employee’s regular compensation when employed. An employee should read a release agreement with care to ensure that he or she is not releasing claims that have already vested in the employee or would vest upon termination, such as vested stock that was part of a benefits package.

There is an additional document – not an “agreement” per se – that is often critical in the employment relationship. This is the employee handbook.

From an employer’s standpoint, once a small handful of employees is hired it is helpful to start putting company policies in place. At some point, based on size and other factors, an employee handbook is a veritable necessity. It should be acknowledged in writing by all employees upon employment and again upon each significant revision (or at least annually). From an employee’s standpoint, it is important to know that although a handbook is not an individual contract between each employer and employee, employees are bound by its terms.

This short summary obviously does not cover all of the nuances of the above agreements.

Nothing posted on this site constitutes legal advice or forms an attorney-client relationship. You should consult your attorney to discuss the facts of your situation. This is a public forum. Please do not post confidential information.

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