Women Still Prime Targets of Workplace Bullying

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bullying-women-looking-stressed-and-alone

Guest contributed by Patrick Valtin

Disengagement and bullying

More than 72% of the US Workforce are disengaged, costing the US economy over $500 billion in revenues annually. One primary (and often overlooked) source of employee disengagement is unsolved or badly managed bullying in the workplace; it affects 75% of American workers, causing lower productivity, lower morale and higher personnel turnover. Defined as repeated mistreatment of an employee by one or more employees, workplace bullying is hitting hard in the repute of US business leadership:

  • 61% of bullies are bosses
  • 71% of employer reactions are harmful to targets – versus 60% of coworker reactions
  • 45% of employees have reported worsening of work relationships in the last 4 years.
A Leadership Crisis

Women are more frequently bullied than men. In fact, a survey by the Workplace Bullying Institute found that 70% percent of bullies were men (versus 30% women) and generally, 66 percent of targets were women. The survey also revealed that women bullied women in 67 % of cases – versus 65% between men.

The same-gender findings about workplace bullying illustrate well the inadequacy of current non-discrimination laws and employer policies to cover bullying cases. Per the Workplace Bullying Institute, 40% of all bullying cases are considered ineligible by HR gatekeepers in organizations. Complaints go unfiled, and bullying problems ignored or discounted. This allows bullies to bully with impunity.

As reported by business.com, less than 20% of employers will help a bullied target, leaving 65.6 million victims without much recourse – other than, for 61% of them, leaving their job in order to escape the resulting emotional stress and suffering.

Per a 2017 US workplace bullying survey on employer’s attitude & reaction to bullying in their organization:

  • 22% never learned about bully’s misconduct
  • 26% did nothing, while complaint was filed
  • 46% investigated inappropriately, and nothing changed
  • 71% showed negative reactions
  • 23% took action with positive changes for target
  • 6% took action which resulted in negative outcome for perpetrator
Developing an anti-bully culture

Employers must either learn how to deal with bullies or avoid hiring them in the first place. But bullying would dramatically decrease if leaders would first openly and formally make aggressive or abusive conduct inacceptable. Below are some practical tips on how to minimize the issue:

  • Develop a formal code of conduct which (1) defines bullying in the workplace; (2) educates staff on the negative effects of bullying on personal & group’s morale and on the organization survival; (3) raises awareness and responsibility of every group member and (4) clearly defines penalties for non-compliance.
  • Create a “zero-tolerance” policy on the subject, comparable to zero tolerance for drugs or for sexual harassment; and enforce it at all levels without any exception.
  • Apply full transparency on the subject during staff meetings, while rewarding positive attitudes and discouraging/punishing bullying behaviors.
  • Ensure that executives manage by example, treating everyone fairly and with care, without exception – and condemning any bullying attitude.
  • Confront the bully without delay. Use a formal feedback form to report the perpetrator’s attitude and outline objectively any behavior that must change.
  • Train your HR staff to help people deal with bullying. Both the bully and his or her targets need to be educated and procedures must be known on how to deal with the issue.
  • Use happiness at work as a major focus of leadership. My white paper “Hire for Happiness,” explains why in a happy environment, it is harder for a bully personality to act freely.
  • Understand the bully personality and how to spot it.
Conclusion:

The destructive impact of bullying in the workplace can be minimized if leaders become more aware and more willing to do something about it. Fundamental principles of respect for others and for the “Golden Rule” (Do not do to others what you would not want them to do to you) make up the basics of relationship and should be part of a code of conduct in any organization. It is up to employers and their executives to enforce such fundamentals, to compensate for a lack of legislation on the matter to ensure appropriate attitudes toward all employees.

About Patrick Valtin

Patrick Valtin is the president and CEO of HireBox International, as well as an international speaker and author. He is also the author of the whitepaper “Hire for Happiness” available at www.hireforhappiness.com. Considered an industry leader in recruiting, pre-employment assessment, personnel performance evaluation and human resources development, he has trained more than 120,000 people in over 35 countries over the last 29 years. Valtin received an MBA in International Business Studies from the Moore Business School at the University of South Carolina in 1982; his clients over the last 29 years have included executives and sales representatives from Ford Motor Co., BMW, Mercedes, Motorola, IBM and Century 21. His book, No-Fail Hiring 2.0, is a bestseller on Amazon.

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The 3 Best Ways Busy Professionals Can Reduce Stress and Start Thriving

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women stressed

Guest Contribution

Ask busy professional women about what she most desires, and a lot will wish to reduce stress.

If you feel like you’re living on the proverbial hamster wheel, it’s time to make small changes to your day to reduce stress and save your sanity. Our tips will help you thrive instead of just get by.

1. Multitask in your personal life

Busy professionals are the rock stars of multitasking. But, multitasking for work is very different from multitasking for yourself. In fact, multitasking may be the wrong word to use. According to Entrepreneur, your brain time-shares rather than multitasks since it is only able to focus on a single task at a time. You must learn how to divvy up your time equally and effectively among tasks. How is this accomplished? Create a to-do list categorized into similar tasks so that your brain doesn’t have to totally change gears. Be sure to always keep your list visible so that you don’t feel that rush of accomplishment, only to realize you have more to do. If you start feeling overwhelmed, remember it’s okay to take a step back and get re-focused. In the future, saying “no” is an option too to avoid getting burnt out.

2. Use Your Lunch Hour to Reduce Stress and Refocus

Unfortunately, Americans take only a portion of their lunch break to eat, or they skip lunch altogether. According to the New York Post, one survey found that 50 percent of workers take 30 minutes or fewer on their lunch hour and that 29 percent work through lunch. Some of the best ways to reclaim your lunchtime include leaving the office to have lunch with a friend or exercising outside with a co-worker or friend. To maximize the benefits of getting out of the office, meet a friend outside to eat for 30 minutes and spend the other 30 minutes walking, meditating, or doing yoga. Physical activity gives you the true breaks you need from work to get refreshed and boost your brain function and mood to help you be more productive and have less stress.

3. Prioritize Tasks

Implementing time management practices is another excellent way to reduce stress on a daily basis. For example, create a checklist for work and home. Arming yourself with a checklist helps you focus and reduces the amount of time you waste on email and social media or chatting with co-workers. Be sure to organize your checklist from most to least pressing tasks and consider allotting yourself enough time for each one. By prioritizing, you will not only feel less stressed, but may find that you are better able to concentrate because you’ll know you’re giving your attention to the most important task on your to do list.

If you’re a visual person, put the checklist on your laptop or tablet or on your desk so you can mark off completed tasks, feel a sense of accomplishment, and know where you stand with your day. If you prefer to use technology, create a note or list on your smartphone; or download one of the many checklist apps.

Stress levels also climb when you feel like you have to do everything right now. One tip is to follow the two-minute and 10-minute rule, as described by Kyle Brost. If you have a task that will take fewer than two minutes, do it immediately so that you don’t face the stress of having too many incomplete tasks. However, if you have a task that requires more time, use the 10-minute rule. Commit to working on the task for 10 minutes. When the time is up, permit yourself to stop and move on to something else to keep chipping away at your to-do list.

High levels of stress prevent you from being productive and thriving. Do yourself a favor and multitask for yourself. Then, use your lunch hour to refocus and reduce stress. It’s also helpful to prioritize tasks and manage your time wisely.

Author

Julie Morris is a life and career coach. She thrives on helping others live their best lives. It’s easy for her to relate to clients who feel run over by life because she’s been there. After years in a successful (but unfulfilling) career in finance, Julie busted out of the corner office that had become her prison. Today, she is fulfilled by helping busy professionals like her past self get the clarity they need in order to live inspired lives that fill more than just their bank accounts. When Julie isn’t working with clients, she enjoys writing and is currently working on her first book. She also loves spending time outdoors and getting lost in a good book. Visit her site at juliemorris.org

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Unlocking the Power of Latino Employees in the Workplace

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Latina

Guest Contributed By Julia Taylor Kennedy and Pooja Jain-Link , CTI

Latinx Heritage Month is the perfect opportunity to celebrate the extraordinary – and ever-growing – economic influence of the Latinx community in the United States.

The buying power of the Latinx market is currently $1 trillion and projected to reach $1.7 trillion by 2020; if this community with its collective capital were a country, it would rank as the twelfth largest economy in the world. What’s more, Latinx labor will account for 80 percent of U.S. workforce growth between 2012 and 2022. Understandably, multinational companies based in the United States are desperate to unlock this growth market.

Take Toyota’s campaign for its 2017 Camry: the company created an ad specifically targeted to its Spanish-speaking consumers. The ad shows a man whizzing down a highway in a Camry, when he gets a call from his mother. He hesitates for a few seconds before he decides to decline the call and focus on the joy of driving his new car. Toyota collaborated with Conill, a Hispanic-focused agency, to create an ad that spoke to many Latinx consumers who cherish family values, but struggle with the desire to break away and live on the “edge.” Toyota’s ad was hugely successful because the company engaged an agency that understood the market in an authentic way.

We’ve seen other employers and entrepreneurs use their unique insights to create a differentiated voice in the mainstream. Take Christy Haubegger, founder and publisher of Latina magazine—the first publication of its kind to cater to the Latina population in the U.S. She created the publication to change the complexion of newsstands: “I was a huge magazine reader growing up, and you’d never see Latina faces on a newsstand. It was a striking thing. So, I was a consumer, I was the target audience, I was that person who wanted to see that reality reflected back.”

To unlock this powerhouse market, both Toyota and Latina magazine capitalized on insights from those who represent it. As previous Center for Talent Innovation (CTI) research shows, teams with at least one member who represents the culture of the team’s target end user are up to 158 percent more likely to understand that end user, increasing the likelihood of successful innovation for that audience.

Unfortunately, Toyota and Haubegger still remain outliers. The Center for Talent Innovation’s report, “Latinos at Work,” reveals that Latinx employees are caught in an unfortunate bind: they feel that in order to advance in the workplace, they need to tamp down their innovation-unleashing cultural savvy. A full 43 percent of Latinas and 33 percent of Latino men feel the need to compromise their authenticity to conform to executive or leadership presence standards at their companies. Overall, more than three in four (76 percent) expend energy repressing parts of their personas. To be seen as leadership material, that is, Latinx employees feel the need to cover or downplay who they are by modifying their appearance, body language, communication style, and leadership behaviors. Promotion patterns positively reinforce this belief, as those who spend a great deal of energy repressing their personas at work are almost three times as likely as those who expend less energy to strongly agree that they are being promoted quickly.

And the frustrations of Latinx employees in the white-collar workforce don’t end there. More than half of Latinx professionals (59 percent) experience slights and snubs in the workplace. Of that 59 percent, 24 percent say that others are given (or have taken) credit for their contributions, 22 percent say that colleagues tell them jokes that make fun of certain ethnic or religious backgrounds, and 18 percent say they are excluded from after-work “get-togethers.” They also lack sponsors – senior leaders who advocate for their promotion, arrange for stretch assignments, and provide “air cover” to take risks. A mere five percent of full-time, high-earning Latinx professionals in large companies have sponsors in their corners.

Here’s the good news: there are clear cut steps any organization can take to better leverage Latinx talent. To include, empower, and advance this crucial talent cohort, and as a result, tap into a not-to-be-missed market, employers can do the following:

Encourage sponsorship across difference.

The boost sponsorship confers on Latinx talent is massive. Latinx employees with sponsors are 42 percent more likely than Latinx employees without sponsors to report being satisfied with their rate of career progression. We have found in past research that sponsored professionals in general are also less likely to have one foot out of the door, and more likely to ask for stretch assignments and raises. This robust relationship can help Latinx talent achieve their full potential, and it can drive engagement and retention while fostering workplaces of inclusion, authenticity, and innovation.

Expand the idea of executive presence.

According to 53 percent of Latinas and 44 percent of Latino men, executive or leadership presence at their companies is defined as conforming to traditionally white male standards. Organizations can make this population feel valued and included by prizing authenticity over conformity and operating from an understanding that a range of presentation and communication styles can succeed in the boardroom.

Embrace and celebrate difference.

Every year, Coca-Cola celebrates Hispanic Heritage Month by recognizing the achievements and contributions of Latinos in the United States. In 2015, Coca-Cola launched the campaign #OrgullosoDeSer with a short film to celebrate the power of family and culture. Using the hashtag #OrgullosoDeSer #[InsertLastName], people shared the film along with special family moments and their own reasons for being proud to be Latino. “At Coca-Cola we have been a part of so many of the important moments in Hispanic families’ lives, and we want to continue making new memories with them,” said Lauventria Robinson, vice president, Multicultural Center of Excellence, Coca-Cola North America. “During Hispanic Heritage Month, we are celebrating the immense pride Latinos have for their culture and heritage, a pride that translates most significantly into their family names, which they carry with honor and joy.”

Latinx voices need to be heard and understood. Representation matters. Companies have an opportunity to tap into the unique insights of their Latinx talent and, as a result, tap into the huge and extraordinary Latinx market that awaits. There’s no better way to celebrate Latinx Heritage Month.

About the author

Julia Taylor Kennedy, Executive Vice President and Director of Publications

Julia Taylor Kennedy is executive vice president and director of publications at the Center for Talent Innovation where she leads digital learning and drives qualitative research and writing. She coauthored Mission Critical: Unlocking the Value of Veterans in the Workforce, Power of the Purse: Engaging Women Decision Makers for Healthy Outcomes, and Disabilities and Inclusion. A seasoned writer, producer, and interviewer, Taylor Kennedy has moderated sessions and hosted podcasts at the UN, Carnegie Council for Ethics and International Affairs, The Conference Board, and many others. She has also collaborated with business and gender experts on articles published in Forbes, Time, and academic journals, and has advised speakers for major platforms like the World Economic Forum and the United Nations. Previously, Taylor Kennedy hosted 51%, a public radio show on gender issues, and reported for NPR and NPR member stations. She earned a journalism degree from Northwestern University and a master of international relations from Yale University.

Pooja Jain-Link, Senior Vice President and Associate Director of Research

Pooja Jain-Link is a senior vice president and associate director of research at the Center for Talent Innovation. She drives research design and analysis, focusing on survey development and quantitative data. She has expertise in the use of business as a force for social change. Prior to joining CTI, she verified the social and environmental standards of Certified B Corporations™, worked on corporate sustainability at Bigelow Tea, and was an assistant editor of academic journals at Cambridge University Press. Jain-Link received her BA from Duke University and earned an MBA and Master of Environmental Management from Yale University.

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How to Write Inspiring Speeches to Motivate People

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presentation

Image via Shutterstock

Guest contributed by Stacey Wonder

All of us can remember listening to a great speaker.

Whether it was a school teacher that took your history class on an exciting adventure through time or it was an employer who really knew just how to sell the company’s message, good speakers are often few and far between. When a person speaks well, the experience for the audience can be truly magical.

Strong motivational speakers are first and foremost powerful storytellers. They do not spend their time reciting long lists of facts and figures. While that information may be included in the story they tell, the speech itself is not about these things.

So, how can you write the kind of speech that inspires people and moves them to take action? It all starts with careful planning. While most motivational speakers make it seem like they are just having a casual conversation with their audience, it takes a lot of preparation for it to feel effortless to the audience.

Spin in the New Light

One of the first things you need to do is decide on your message. Ask yourself, what information you want the audience to leave with. It should reveal a surprising truth about your topic. One thing motivational speakers do not do is tell the same old story. They may discuss the same topic over and over again, but they are known for spinning it in a new light. You want to find a way to question a commonly held belief; this statement should be so profound that it causes the audience to stop and think about your topic and analyze it from a whole new perspective.

When people attend a motivational discussion, their minds are already open and they are looking to be inspired. To be successful, you must deliver on that promise. When writing your speech, try to think of something new and innovative that will make your audience think that they have learned something totally new and exciting.

Give it a Rhythm

Once you have your message, you need to find a way to deliver it without sounding like you’re giving a lecture. Speakers that drone on and on without a rhythm usually lose their audience very quickly. Your speech needs to introduce new information on a regular basis. Generally, to keep them engaged plan on providing a new point at least once every ten minutes.

Still, you don’t want to introduce the point in a straightforward and factual way but deliver it in a way that is engaging.

The Beginning

One of the most important parts of a good story is the beginning. It is the time when your audience will be deciding if you’re worth their time. You need to deliver a strong and attention grabbing message within the first thirty seconds or you may see the audience mentally check out before you ever get started. A great example of a grabbing beginning you can read in Abraham Lincoln’s “Gettysburg Address.”

The best way to do that is to make your first sentence one that they are not expecting. Start by telling a personal story that can relate to your message. How long the story will be depends largely on the length of your speech. Obviously, if you have only 10 minutes to speak, your story should get to the point within the first minute but if you have an hour or more to speak then you have the time to weave in intricate details that will tie the audience to you.

Use Repetition

Just like with a song, repetition aids memory. When you hear a song, which is the first part of the song you remember? Isn’t it the chorus? Why is that part of the song so memorable? Because it is repeated over and over again throughout the song.

This does not mean that you just keep recanting the same words over and over again, like a chant. While that may work in some cases, the point here is to repeat the general idea behind your message. Try to work this idea into your speech at different intervals. This will drive home the point so that your audience will remember it long after they have left the presentation. Good example of a repetetive motive you can see in “I Have a Dream” speech by Martin Luther.

Choose words that the majority of people will be able to relate to. If your story is about a childhood experience, choose expressions that will evoke powerful memories from others but at the same time is unique. Consider some of these guidelines for how to start your story:

1. Make it different from anyone else’s beginning
2. Take your audience on a mind journey
3. Give your audience something they can relate to

If you have a well-thought-out message that you would like to deliver, but you feel that the words you choose are not that powerful, you can consider hiring an editor at such platforms as Upwork or EssayTigers.

Give Them a Buzz

Your speech should not be full of canned expressions. The more you try to copy other people the less likely you will engage your audience. No two people speak alike so no two people should deliver the same type of speech. Showcase your uniqueness in your speech.

Ask yourself, what makes you tune into a speaker’s message. This will help you to understand the kind of speech you should want to deliver. Usually, it is some type of conflict. A battle of the wits or a challenge between two different personalities. Read Susan B. Anthony’s “On Women’s Right to Vote” to see the example of how a speaker can present and develop the conflict.

If your story contains conflict you will draw your audience in and will be able to hold them there until you are ready to bring home your main point. Leave out a few details so that they will be on the edge of their seats, waiting with bated breath for you to deliver on your promise.

People who attend motivational speeches are looking to be wowed. They are looking for someone to point them in a whole new direction to a place they would have never thought of.

So, don’t be afraid to create a little drama, build up some suspense, and add a touch of mystery. Without conflict, the audience will be able to predict what is going to happen next and when that happens you will have lost them.

Bottom line, when you are writing a speech you are starting a relationship with your audience. Your first words should be chosen to draw them in with a promise of something great, something new and refreshing. Once you have captured their attention, deliver your message with a surprise; something that goes against conventional wisdom.

Repeat that message periodically throughout the speech making sure that you introduce a new idea or concept every ten minutes or so.

When you are ready to close, remind them of what they have learned, give them steps to follow through and finish by closing the loop and going back to the story you started with.

Disclaimer: The opinions and views of Guest contributors are not necessarily those of theglasshammer.com

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Is Being Liked an Important Element for Public Speaking?

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Women Speaking

Guest contributed by Beate Nimskly

What are the obstacles that keep you from presenting on stage or in a business meeting joyfully?

And what would change in your life if nothing could stop you from delivering your message to the crowd?

We in some way confuse the issue that the speech has nothing to do with the person itself but the way she is able to connect with the audience. Don’t wish to be liked, rather place the focus on wanting to influence so strongly that most of the public will really get what you have to gift and remember you as inspiring and energetic.

Be aware that no matter what you do some will like you and some will dislike you. People have the tendency to compare. This is especially true for women in business – women will be compared with other women and men too.

You are not comparable because you have something to deliver that no one else could. Concentrate on that. You are different than others and that is what counts.

Content is King

The content you are looking for is how your message fits into the reality of your audience. What are they able to hear? What is their problem? What do they want to change and could not until now because they had no idea, no sense that other things are possible? What are they willing to receive?

You could do a story around the topic with one of your customer who was struggling with a similar situation your audience has. Explain his difficulties, how he suffered, that he wanted to give up and then what possibilities opened up when he was willing to do something different. Make your customer the hero not yourself. Be so precise in how your customer or colleague or your friend changed and what he did exactly to overcome the complexity of the situation that there is no doubt at all that you have been the one who accompanied him – without mentioning that.

The Difference in Preparation

Who are the participants in your meeting, in your audience? Where do they come from? What background do they have? What position in business do they have? What is it your audience wants to get from you?

No matter who they are they want to be inspired. Find out which words they use so you can talk to them in their language. Prepare yourself in the way that they have the sense you speak with them on their level like a private one on one conversation.

The Difference in Questions

Know what you want them to do after they have left the meeting, the presentation or the event.

And ask them a lot of question during your speech like:

  • What are you going to do different when you are back in your office?
  • What one thing you could change back home that if you changed it, it would make your life much easier?
  • When you leave this event, what question would you like to ask me that you could write on a piece of paper with your e-mail address attached so I can answer it for you?

As well include questions like:

  • What would your life be in five years from now if you could and would change it?
  • What would our business tell us if we would ask the business itself what is needed right now?
  • How would we define success in ten years from now?

These questions keep your audience in a constant search for new possibilities. It makes them feel alive, more connected to themselves and pro-active.

Energy is the Key

Your energy is the key to success. Why? Every word you say has energy behind it. And not only the spoken word influences the audience. It´s more the tone and the body language that counts.

So, ask yourself questions like this:

  • What energy, space and consciousness can I be to have total ease and fun on stage?
  • If I would not judge myself, control myself and try to mimic others what brilliant speaker could I be?
  • What can I be or do different to allow myself to step up into the brilliance I truly be?
Space and Consciousness

Space within yourself allows you to connect with others on another level. You can do breathing exercises to experience space within yourself. You could do Yoga or meditation to experience space. If you are the space, you have no resistance to whatever people are asking or are talking about you. You just let it go through yourself with no attachment at all.

And no matter what people say you could say to yourself: “Interesting point of view that they have this point of view.” With this you free yourself from your own judgment about them and as well from their judgment about you. If you practice “interesting point of view” all day long in your normal daily life you will experience more freedom with everything. This is the space of all possibilities.

You are now able to act and react with ease and flexibility in the given situation. That inner freedom gives you access to consciousness. Consciousness includes everything and judges nothing. Everything you do, everything you experience is a way to more awareness. There is no right or wrong. There is always awareness and the choice to be or do something different the next time.

You don´t like me? Interesting point of view.

Beate Nimsky is an inspirational catalyst for change, who works with CEOs, business owners, entrepreneurs and leaders in companies developing their leading abilities. She has been a pioneer in consulting and implementing value driven cultures in companies for more than 25 years. Her new book Ask – And Create Your Life will be published in summer of 2018.

Disclaimer: The opinions and views of guest contributors are not necessarily those of theglasshammer.com

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How to Optimize Your Retirement Savings When Changing Jobs

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Guest contributed by Sarah Landrum

You consider many factors when transitioning from one position to the next.

How quickly will you adjust and pick up new duties? Do you fully understand your benefits? How do you take your old accounts with you?

Reconciling new benefit offerings with old accounts from previous employment, such as an existing retirement, gets confusing when you’re taking in too much information all at once.

The good news: That money you worked so hard to save for retirement belongs to you, wherever you go. Here’s what to do with it.

Look at Your Retirement Goal Status First

Before you consider what to do with your money, now is the time to look at where you are with your retirement goals. Are you working toward a secure retirement? Look at your total retirement goal and potential withdrawals every year and play with projections for your current contributions and new employer matching contributions while weighing your circumstances.

For example, say your current retirement savings is $100,000, and you expect an income increase of 2 percent. You can factor this into your retirement plan along with Social Security benefits and other income to stay on track with your goal. Don’t forget to factor in if you’re married, since adding a spouse affects your Social Security benefits.

Options for Your Existing 401(k)

Here’s where it gets tricky. Your old 401(k) account belongs to the prior employer, but the money belongs to you. Here are the four options you have for what to do with your existing 401(k), as well as the advantages and disadvantages of each avenue.

1. Keep Your Old 401(k)

Look at your existing balance and reread the terms. You may have to move your money since the account belongs to the employer. Otherwise, the old 401(k) usually sits there without contributions from you or the employer. Different rules exist for different employers regarding what’s done with the money, with some automatically cashing out your funds to you or transferring the amount to a new IRA for you. If a check is made out to you, the company automatically cuts out a 20 percent portion to cover taxes. Check with your prior employer and reread the terms.

2. Transfer the Money to the New 401(k)

When your new company offers a 401(k) or other retirement option, consider transferring the money from your old account to the new one. Ask: does the new plan terms accept transfers from prior 401(k) accounts? What fees apply?

Sticking with a 401(k) option over an IRA has its advantages. Money must come out as of age 70.5, but if you’re still working, you can delay distributions with your current employer 401(k) plan until your actual retirement date and maximize your earnings. In the case of bankruptcy, your 401(k) remains protected, but IRA exemption stops after $1,283,025. At age 55, you can also take cash penalty-free from your 401(k) if you leave your position.

3. Move It to an IRA or Roth IRA

Skip thoughts of 401(k) confusion and transfer your balance to an existing IRA if you have one — or open a new IRA. A perk of a traditional IRA is the avoidance of taxes by transferring the money to this type of retirement account, but a Roth 401(k) must be transferred to a Roth IRA. You must look carefully at terms and fees when rolling over to an IRA. Otherwise, you may pay more than transferring to the new employer 401(k). Companies are required to provide reviews of annual investment costs and disclose administrative fees.

Younger baby boomers change jobs about 12 times over the course of their careers, and leaving 401(k) plans behind overlaps multiple funds that may exceed your risk tolerance and age. If you’ve left more than one plan behind, consider rolling retirement accounts into an IRA. Many IRA plans contain lower investment costs and options to invest in exchange-trade funds (ETFs) to reduce costs and risk.

However, mutual funds and ETFs come with expense ratios, which vary whether that’s an IRA or 401(k) — look closely at costs, talk with your broker or ask for the disclosure of fees and ratios yourself. Slowly decreasing your stock investment amounts in your portfolio reduces your risk as you and your portfolio age.

4. Withdraw the Balance

It’s best to wait until you reach age 59.5 to withdrawal your retirement balance, or you face paying on the withdrawal as taxable income. Plus, you experience the joy of the 10 percent penalty due to the withdrawal of your balance and your funds won’t grow.

Most advise against withdrawing retirement balances unless you’re facing an emergency you need to pay a significant amount of money toward quickly. What you consider an emergency may not be worth it in the end, such as buying a house, paying credit card debt or helping your kids offset unplanned college costs. For example, it’s better to take an approved IRA distribution for college costs than to face the 10 percent tax penalty for withdrawal. You can slowly replace the distribution over the years but paying thousands in a tax penalty hurts your take-home income and drastically reduces your retirement earning benefits.

In the end, you selected the retirement strategy that best-suited your long-term goals but changing jobs and emergency life situations arise that prompt you to take another look at your approach. Multiple accounts are difficult to manage and rolling over everything into a single account or Roth IRA outside of your 401k may reduce fees and boost your earnings in the long-term. You’ve come this far and likely know what you want to invest in. Go with the plan that best meets those needs, and if that means transferring funds to the new employer’s 401(k) — do it. If you have or are taking on significant debt, go with a plan that protects your assets and reconsider any emergency needs. Then, update your retirement plan with a strategy that optimizes your savings.

Disclaimer: The views and opinions of guest contributors are not necessarily those of theglasshammer

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8 Tips to Get Success in Your First Interview

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People waiting for an interview

Guest contributed by Susan Saurel

First round interviews help employers select a smaller pool of most qualified candidates for their open job positions.

For this reason, they’re typically less thorough than the second or third interview rounds. Still, your job of preparing for the first interview isn’t any easier. Your goal is always to make a terrific impression and to perfectly convey why you are the best fit for the job they’re trying to fill. Good, solid preparation is key to success, so here are our tips on how to make sure you always bring your A-game:

1. Do Your Homework. Know Who You Talk to

Not knowing enough about the company you’re interviewing for is one of the biggest mistakes you can make in a job interview. Company research is a critical part of the preparation process.

Start with the company’s website; study their About page, their mission and top executives; get to know their products and services; and read current press releases to stay up to date with what’s going on in the company now. You can also “google” the company, check their blogs, social media, and read reviews from clients, current and former employees to get a feel of “who” the company is and how you can embody a similar personality during the interview.

2. Identify Your Strengths and Weaknesses for this Particular Role

Take time to analyze the job posting, the in-depth position description, the required set of skills, knowledge, professional and personal qualities that the employer considers critical for success at the workplace. Then, do your best to answer the question “Why am I the perfect fit for this job?”. Identify the unique qualities about you, including your expertise, relevant certificates and professional qualifications, as well as specific examples for when you’ve gone above and beyond to solve a problem, or accomplish what no one else has managed to do.

3. Google Yourself

Great resumes and cover letters are at the tip of your fingers with the help of essay writing help. But that’s not enough these days. Employers are also interested in your online personal brand.

Find out ahead what Google says about you, and make sure to manage and optimize your appearance online so it won’t hold you back from that dream job you want. If there’s anything negative about you that you cannot fix, you’ll be able to have a ready response that clarifies employers’ concerns. Try not to get too defensive though, but simply respond and move on to the next question.

4. Prepare Answers to The Most Common Interview Questions

Industry giants like Google, Bain & Co., and Amazon, are known for surprising their applicants with unusual and confusing interview questions. However, most of the other companies will generally stick to their lists of common questions, like the dreading “Can you tell me a little about yourself?”, “What do you consider to be your greatest strength, and weakness?”, and “Why do you think you will be a good fit for this position?”.

Prepare good answers to a list of most likely questions. The “tell me about yourself” part is just a warm-up, so don’t waste your best points on it; just briefly cover your early years, education, work history, and most recent career experience. When you talk about your weaknesses you want to have a positive twist to it. Mention something you struggle with but work on improving, like taking on leadership roles to tackle the fear of public speaking.

5. Write Down a Few Smart Questions to Ask at The End of the Interview

Interviews are two-way conversations. By the end of it you’ll get a chance to ask your own questions, and gain better understanding of the company you’re about to join and your particular role in it. This is a great opportunity to engage in a meaningful conversation and show your interviewer that you care about the position.

Write down two or three thoughtful, open-ended questions, to make sure you end the interview strong and differentiate yourself from the rest of the candidates. Some great examples include:

  • What do you like best about your job and working for this company?
  • How would you describe the work culture at the office?
  • What is the typical career path for someone in this role?
6. Practice Makes It Perfect!

Now that you have your questions and answers ready, it’s time to practice them to perfection. This doesn’t mean learning them by heart, but rather keeping in mind the important bullet points so you can stay calm and not scrambling for an answer while in the hot interview seat.

Do mock interviews with a friend, colleague, or a career coach, and practice speaking clearly and concisely, listing your most relevant skills, experiences and achievements. Answering the question “What can you bring to this position?” will be a lot easier if practiced then when doing it the first time.

7. Dress for Success!

First impression can make or break a business, and your outside appearance is a large portion of it. Prepare a professional looking wardrobe that fits the culture of the organization. For men the dress code is usually pretty straightforward; a suit and a tie is always a sure thing. Women can wear a dress, a skirt and a blouse, or some elegant pants with a shirt. Keep accessories, jewelry and make-up to a minimum. Make sure your outfit is clean and ironed, your hair is tidy, and your shoes are shinning.

When you look your best you also feel your best, and feeling good about yourself helps boost your confidence, which is crucial for nailing an interview.

8. Arrive Ready and On Time, Get Comfortable, and Stay Positive

Prepare extra copies of your resume, samples of previous quality work, a reference list, and some paper and pens to jot down notes. Make sure to always arrive on time, or at least 15 minutes before the interview to allow yourself some time to settle, and possibly observe the dynamics of the workplace you’re about to join.

Practice calming your nerves and getting relaxed before the interview, as this will improve your confidence in the eyes of the hiring manager. Remind yourself that not getting the job is the worst thing that can happen.

Oftentimes the first interview will not be your last interview. After the first round companies will follow up with a second or even a third interview round to get to their best candidate. Stick to these basics, prepare well, and you can be sure that all your interviews are a success.

Disclaimer: The views and opinions of guest contributors are not necessarily those of theglasshammer.com

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6 Important Things New Project Managers Need to Know

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By Andrej Kovacevik

Corporate demand for project managers is growing at a rapid rate of pace.

Talented people will be needed to fill the numerous project management positions that are becoming available; and industry insiders expect to see women stepping up to fill a significant percentage of these roles.

The Association for Project Management reports that female project managers tend to be younger and less experienced than their male counterparts. For the new female executives who are entering the field, we offer this list of 6 important things female project managers need to be aware of:

1. The Scope of Your Projects Might Change

Often, an executive or group of executives from your hiring organization will set parameters for the scope of the project you’ve been selected to manage. In a perfect world, you’d work within the scope of those parameters to complete your project. But according to Elizabeth Harrin at A Girl’s Guide to Project Management, you can’t always count on things to work out so neatly. She points out that most projects evolve through 4 formal versions of scope before their conclusion. Be flexible in your anticipation of this reality.

2. Managing Expectations Is an Essential Part of the Job

Whatever project you’re managing could potentially bring huge changes for a whole bunch of stakeholders in your hiring organization. Does everyone fully understand the implications of what’s coming? Probably not. As the project unfolds, do your best to help your colleagues get a handle on what the new normal is going to look like going forward. Be proactive about making any dramatic transitions as painless as possible for all stakeholders involved. How you handle this can make a massive difference in whether your leadership is perceived as a success or a failure by the end of the project.

3. It’s Crucial to Share Big-Picture Goals With Other Stakeholders

It’s easy for colleagues to succumb to tunnel vision and entirely miss what the main objectives for a project might be. Creating a mindmap can help to explain what’s going on and to get everyone else on board. It’s a big win if you can get all the relevant stakeholders involved in your project to understand the big-picture goals and buy in from the beginning.

If there are people who aren’t buying in, it is helpful to identify them early on and figure out the reasons for their opposition. Perhaps they even have valid reasons that should be addressed. Don’t ignore the naysayers. It’s better to work with them towards a resolution.

Obviously, you’ll first have to understand your project’s big-picture goals in order to communicate them effectively to your team. This shouldn’t be a problem — but for many project managers, it is. You might be surprised to learn that 80 percent of all project managers don’t fully understand the subtleties of how their projects support their hiring organizations’ business strategies, according to capterra.com. So if you don’t have a clear understanding of the primary motivators, you’ll have to do your homework so you can effectively educate both yourself and your team.

4. There’s a Whole Bunch of Jargon You’ll Need to Decipher

If you haven’t already earned a Master of Project Management degree, you might not be thoroughly educated about all the PM terminology that you’ll encounter as you work your way through your projects. Smartsheet.com offers a helpful glossary of project management terms you’ll want to be sure to familiarize yourself with.

5. The Role of Project Manager Is Changing in Ways That Favor Women’s Skills

According to experts at the international association of project managers, the vocation has evolved significantly over the course of the last several decades. They explain that, 20 years ago, the job of project manager was perceived as macho. Currently, in contrast, emotional intelligence is one of the foremost qualifications that top executives seek in a project manager. Today’s project managers need to excel in diplomacy, resourcefulness and creativity — a skillset that comes as naturally to women as it does to men. The pressure to be macho is now out of the picture. And, accordingly, the numbers of female project managers has been growing and is expected to grow more in the future.

6. You’ll Need to Cultivate a Professional Network

Elise Stevens, writing on behalf of the Project Manager website, explains that women will find better opportunities in the long term if they establish and nurture their own professional networks. In her opinion, one main advantage of networking is having the opportunity to better understand what leaders desire in managers and project leaders. Her network has also opened up new opportunities that would not have become available to her otherwise.

As a management professional, you cannot expect to succeed if you’re isolated on your own island. You’ll constantly need to turn to others to solve problems, find needed resources, delegate tasks and seek input. When you’ve cultivated a network, it’s much easier to accomplish all these things.

Of course, these are not the only things female project managers urgently need to know; but these are some of top things that tend to take women by surprise when they are new to project management. The sooner you wrap your head around these 6 things, the better the outcome will be for the projects you’ll manage in the course of your career.

Disclaimer: The views and opinions of guest contributors are not necessarily those of theglasshammer.com

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Important Conversations at Work: Improving Communication Across Differences

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Guest contributed by Katherine Giscombe

At this contentious time in the United States, the rights of all women are under fire.

In spite of movements against sexual harassment that are gaining in popularity and support, such as #MeToo and TimesUp, there are factions within the country including lawmakers who actively oppose equal, fair and just treatment for women. And there has been an uptick in violence and harassment directed against racial minority groups, which have been condoned, and even spurred, by those in high political offices.

Boundaries between our work and personal lives continue to blur given the increasingly 24-hour a day expectations of employers, greater levels of virtual work, and increased workloads across industries. It becomes more difficult, over time, to not bring concerns about our lives outside of work into the workplace. The context of our lives affects our well-being and experiences at work, as shown in Catalyst’s research on the Emotional Tax, which demonstrates that a majority of women and men across racial/ethnic minority groups report feeling vigilant or on guard in the workplace, constantly preparing for the potential to deal with bias, discrimination, or exclusion.

It is vital for employees and associates to be able to engage with each other in a healthy manner, and develop mutual understanding even when they do not share similar backgrounds or experiences. Further, in the workplace, as research on career progression has shown, it is essential to develop relationships with allies and potential sponsors who can help progress one’s career. But doing so can be difficult among those from different backgrounds.

Catalyst has developed methods for reaching across differences to form meaningful connections at a personal level. It starts with understanding how communication among employees and associates can improve, and providing tactics to do so. In summary, reluctance to engaging across differences can fall into three major themes:

  • There isn’t a problem (attitudes about whether issues of gender, race, and ethnicity warrant concern)
  • There’s no benefit to talking (judgments about whether it’s worth the effort to discuss these issues)
  • There will be negative consequences to my actions (experiences that influence whether someone speaks up or remains silent).

Those who feel that there is not a problem may assume that race or gender differences don’t matter, because they believe they view women and men equally, and have no racial prejudice. A way to move beyond these beliefs is to ask one’s colleagues (of a diversity of genders and race/ethnicity groups) if they have ever experienced or witnessed biased behavior, and probe on what it looked like, what was verbally communicated. Further, they can ask whether colleagues of a different racial, ethnic, or cultural background feel that the workplace respects their identity and experiences.

Those who believe there is no benefit in talking may feel that race and ethnicity are not relevant in certain places, or that talking about our differences can only further divide us. Catalyst recommends asking colleagues a number of questions, including identifying times when discussing any type of difference has led to a positive outcome. Another suggestion is to identify “off-limits” issues— then discuss how not talking about these issues can derail inclusion.

Finally, the fear that there will be negative consequences to my actions is sometimes grounded in the fear of being labeled as overly sensitive, or the belief that it is not safe to speak up in the workplace. In these cases, Catalyst recommends that an employee ask a colleague for help in providing honest, constructive feedback, especially in cases where the employee uses words that are hurtful or offensive. Other advice includes asking a team member who has been silent during a meeting if he or she would like to contribute a different perspective.

In Catalyst’s workshops and consulting engagements, we sometimes use “ice breaker” exercises that build rapport across differences. One such example is a “pair share” in which each member of the pair names three identity groups he or she belongs to, including two visible elements of difference, and one invisible. Each person then takes turns sharing aspects of their identities. When sharing one’s identities, the speaker practices demonstrating vulnerability and self-disclosure. The listener, in turn, practices suspending judgment and inquiring across difference.

Going beyond building interpersonal connections at work, employees and associates can also co-create structures at work that encourage inclusion. This might entail forming an employee or associate resource group (ERG) for all women in the organization, that focuses on the many needs encompassed by women. In working with Catalyst’s supporter organizations, we sometimes see that women of color prefer to join an ERG that represents their racial/ethnic group, rather than the women’s groups. A good way to form alliances to get more done for all women would be for a women’s ERG to ensure that its officers represent a diversity of women within the company, and also represent the interests of a diversity of women.

Reaching across differences to form meaningful and robust working relationships can enhance our personal and professional lives, and provide a fortification of support during fraught times.

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4 ways to know it’s time to ask for more from your job

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Woman-on-a-ladder-searching

Guest Contributed by Deepa Ramaraj

According to a recent US census, only 19% of women executives reach the highest ranks of business.

The same census showed that the fastest growing demographic of business owners in the USA today are women-owned businesses.

Before you leave your corporate job, ask yourself questions about your aptitudes, aspirations and what really drives you to succeed? The below questions may help you to be better equipped to know if now is the time to ask for more from your job and may give you more clarity about what direction you could consider taking.

1. What will my life be like in 5 years if I keep this job?

If you were promoted, what is the level of responsibility and what are the daily tasks of this new position? Is this something that you are willing to take on? Is the level of salary increase over the next 5 years in this position something that you are excited about receiving or is it lacklustre? According to 2018 forecasts, most executive positions can only expect a 3% salary increase, barely keeping up with cost of living. Is working in this job creating difficulties in any other area of your life? Personally? Physically? Relationships? Health? Mental Health? Note down what impressions that you have about keeping this job in all of these factors.

2. What will my life be like in 5 years if I don’t keep this job?

What if you could decide for yourself what your life will be like if you don’t keep this current job? What are the other opportunities for employment? What marketplace demand is there for your skills and what salaries are being offered to seasoned entrants? What is your value proposition as a candidate, how will you shine? Could you choose to take time off right now or choose a different path?

3. What do I love about this job?

Challenge yourself to write 25 things that you actually love about the job that you are in. The 80/20 rule could be applied to your work. If 80% of your job is taken up with things that you enjoy and feel masterful about and only 20% of your job is not, then you are probably in a sustainable career for you. If it is the opposite, it may be time to consider a change. What else is possible for you to love about this job that isn’t obvious at the moment? Sometimes we get bogged down and don’t actually ask for the job to be enjoyable.

4. Is now the time to change?

Jumping back to fantasizing about winning a lottery or having an astonishing inheritance come in so you can retire from working altogether, which of course would be wonderful, realistically is now the time to actually ask for more from your job? What are you aware of politically from the company structure? Could you be promoted? Could you ask for more responsibility and get a pay raise or more benefits that would add to your life?

What if it’s possible to ignite a fire under your current job and develop it into something more profitable, something that you are excited to arrive at every morning? Asking and answering the above questions will start to point at possible changes that you can make to your job and your life, to increase the level of satisfaction and joy. Yes, it is possible to have both satisfaction and joy at work and settling for anything less is just that.

About the author

Deepa Ramaraj is a Computer Science Engineer turned Health and Wealth Educator, as well as a Right Riches for You facilitator, a specialty program from Access Consciousness. Deepa facilitates workshops for corporate companies to boost sales, to dissolve interpersonal or inter-departmental challenges and to transform the way business is done. These workshops are totally unconventional in approach. She also conducts workshops for individuals about how to receive more money, reduce stress, have better relationships, improve health and upskill as a parent.

Disclaimer: The opinions and advice of guest contributors are not necessarily those of theglasshammer.com

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