Lina Gates


Career development 15h
I've been working in the CSRV department in the Front Office for almost two years now. But lately I've started noticing that clients are really getting on my nerves. They genuinely annoy me with their minor issues, and especially with their desire to chat about absolutely everything. I'd like to move to the Back Office. Could you advise me on how to explain the reason for the transfer to my... manager in a professional and polite way? Is there perhaps a softer, more credible way to say that I'd prefer working with documents rather than dealing directly with people?
Thank you

 more

  • Astrid C.

    8h

    If you're good at working with documents; emphasize that's your strength!
    I would probably not say anything about not liking to work with clients.

Career development

 9h

Your next job interview could be with an AI bot | Texarkana Gazette


Have you applied for a new job? If you've been shortlisted, get ready to be interviewed by artificial intelligence.

Deluged by a flood of AI-generated job applications from easy-apply job boards, recruiters are turning to AI to cope. Companies are using chatbots to interview candidates, typically at the screening stage, through phone calls, text messaging or video chats with on-screen... avatars.

Recruiters have been using AI-powered hiring tools for years to assess job applicants, and their use has been expanding in step with technology advances.

Many people find AI job interviews unsettling, though the trend seems here to stay. According to recent research by hiring platform Glasshouse, more jobseekers are reporting they've faced AI job interviews. But many applicants have walked away from the hiring process because of it, which could be a sign that they're either creeped out, or they could be fraudulent or were not serious candidates, depending on who you ask.

Here's what to expect from an AI job interview and how to do your best:

DO YOUR HOMEWORK

Whatever the interview format, the fundamentals still apply, said Amanda Augustine, a career coach at Careerminds, which helps companies support laid-off workers with resume writing and job search services.

Ahead of the interview, review the job description, research the organization, and understand what it's looking for.

"The more prepared you are, the easier it will be to tailor your responses, even when you're interacting with AI instead of a person," she advised.

GET USED TO THE FORMAT

If you've never done an AI job interview before, the first time could be unnerving or unsettling.

I did a demo AI interview set up by Netherlands-based TestGorilla, one of numerous platforms providing recruitment tools for companies. First came two sets of questions, one that tested problem-solving skills and another gauging work experience. Then I faced an AI-generated female face.

"My goal is to learn more about you and the experiences, skills and competencies that you might bring to this role," it said, adding that I should plan to spend about two minutes to answer each of three questions.

Unlike a human interview, there was no warm-up chit-chat, no chance to build a rapport. There was no point in smiling or trying to break the ice.

Experts say the best way to get over that is preparation.

"You need to practice out loud," said Priya Rathod, workplace trends editor at online job board Indeed. "And when I say practice out loud, I mean, say the actual answers out loud," because the chatbot needs to record what you're saying, she said.

Also keep in mind you're providing information about yourself to a machine, not having a conversation.

"You have to be particularly descriptive and a very clear communicator in your language so that they can pick up on things that a regular interviewer might pick up through your facial expressions and tone," Rathod said.

An AI interviewer "cares less about my tone and more about what it is that I'm saying," she added.

Use an online interview simulator to prep -- there are many available. They can record your answers and provide instant feedback on your content, delivery or pacing. They'll also help you get used to speaking into a camera, manage time limits and give your answers in a structured way without the natural back-and-forth of a live conversation, Augustine said.

GET READY FOR BEHAVIORAL QUESTIONS

For my demo interview, the AI grilled me for a communications professional role.

One question it asked was how I use AI in my "workflow," including examples of both success and failure. When I replied that I saved lots of time with an AI transcription tool for interviews and other recordings, it summarized my answer and then asked me if I wanted to add anything else. I wasn't sure whether I had answered satisfactorily.

I scored "below average" on this question, according to TestGorilla's assessment, which said I provided "no concrete metric" such as minutes saved. "The improvement claim is therefore vague," it said.

AI interviewers are asking these "behavioral questions" because they want candidates to provide examples of how they handled specific work situations, complete with numbers and metrics, Rathod said.

"Those are the kinds of questions that AI relies heavily on. And the trap that we see a lot of people falling into is giving really vague answers," she said.

Candidates should still rely on tried and tested tactics like the STAR method -- short for situation, task, action, result.

So be prepared to talk about a specific work situation and the task assigned to you, the action that you took, and the result, Rathod said.

"You want to use numbers as much as possible. Even if you're not in a revenue driving role, there are ways in which you can say (how) you influenced something or impacted something within a group," she said.

SETUP STILL MATTERS

Don't neglect the physical setup of your desk and computer -- it's still important even if the video-based interview is with AI, and not a person.

Test your audio and video in advance. Make sure the lighting is bright enough and is on your face. Raise your laptop to eye level so that you're not looking down at the camera.

"Small adjustments, such as using a stack of books or a ring light, can make a noticeable difference in how polished and professional you present," Augustine said.

Don't be tempted to use AI shortcuts

Jobseekers might be tempted to use AI to help come up with answers. After all, they're so easy to use and if you're not talking to a human, no one will be able to tell, right?

"That's a big no-no because it's pretty obvious" to both the AI interviewing tool and anyone who might review the recording, said Rathod. Using AI for your answers "can sometimes immediately disqualify you."

If you're having difficulty answering, you can always ask it to clarify or repeat the question.

The question might even be designed to figure out if you're using AI to cheat. TestGorilla's head of marketing, Mehak Chowdhary, said it sometimes poses simple questions worded in a very convoluted way.

"We do that intentionally to understand whether you are running an AI alongside, because the AI will then try and optimize for the length of the question," she said. "But if you know your skill set, you will understand what's being asked.

"And we strongly recommend candidates put the AI devices aside. This is a test of your capability."

Hiring sign for sales professionals is displayed at a store, in Vernon Hills, Ill., Wednesday, April 15, 2026. (AP Photo/Nam Y. Huh, file) more

Career development

 10h

Out of Office: How a Book Apart Was Built by a 100% Remote Team - Shopify UK


On today's episode of Shopify Masters, you'll hear from Katel LeDu, an entrepreneur who built A Book Apart, a site that sells brief books for people who make websites. with a team that works 100% remotely.

On this podcast, you'll hear from Katel LeDu, an entrepreneur who built A Book Apart, a site that sells brief books for people who make websites. with a team that works 100% remotely.

In this... episode, you'll learn:

* Why to hire someone full time when you are still working your day job.

* How to communicate with a remote team.

* How to work backwards to achieve your goals.

Listen to Shopify Masters below...

Rate and Review Shopify Masters on iTunes!

Show notes:

* Store: A Book Apart

* Social Profiles: Facebook | Instagram | Twitter

* Recommended: Github, Desk, Slack, TeamGantt

Transcription

Felix: Today I'm joined by Katel LeDu, the Executive Director at ABookApart.com. A Book Apart sells brief books for people who make websites and was started in 2010. It's a completely remote company, but with headquarters in New York, New York. Welcome Katel.

Katel: Thanks for having me.

Felix: Tell us a bit more about the company and what kind of books, exactly, do you guys sell?

Katel: It's funny that you mentioned that we make brief books for people who make websites. Feel like that's changing a little bit as the industry grows. We're, just recently, realizing that it's really for people who work on the web in general in "the digital space." All the books are web design resources and subject matter covers everything from programming languages, the first couple books were on HTML5 and CSS3, to responsive web design. That was one of our landmark books. Also covers content strategy, design theory, typography. Some of our recent releases were on Git, which is a really good subject that a lot of people wanted to know more about. They're all about 100 to 150 pages. I think that was also a thing that we wanted to do as part of launching A Book Apart, was make it really approachable.

Felix: Yeah, I like that idea of making it approachable. I think a lot of times when we people are maybe out there that is listening, they're creating books or informational based products, or even not that. Maybe just physical products. We think that the more the better. The more features you cram into it, the longer the book, the better. It sounds like you guys found that that isn't the direction you want to go. Can you talk a little bit more about that? What does it mean to keep it brief, concise and approachable? Why that approach?

Expand me!

Katel: Definitely. I think when Mandy Brown, Jason Santa Maria and Jeffrey Zeldman started the company in 2010, there was a need for some resources like this that where more handbooks that you could reach for and dive in to learn something and really put it to work right away. I think at the time, and even know, there are a lot of really great resources out there. They're often comprehensive and hefty. You have to sit down with them and pour through them. The original pitch was you can get on a plane in New York and by the time you land for a client meeting or something in LA, you'll have brushed up on fast, or gotten a little bit more of a handle on content strategy and you're a little bit more prepared for the job you're doing, or a part of a job that you're learning for the first time. I think that was really important. It's proven really successful. I think that not only is it approachable because they're easy to pick up and read, but I think that it just opens itself up to a bigger audience. It's almost not as much of a commitment. You can get into it and get what you need out of it.

Felix: No, that's definitely a good point about how you really have to know the customers you're going after. If you make it daunting or really complex, whether it's a book in your case, or a physical product, you definitely narrow the market, right? You would need more expertise or more skills or need to be further along in your skills or whatever it is that you as a company is selling to your customers. It really narrows the market. Now the general public, the people that are these newbies to the space for using your product, whether it be a book or physical product, that's going to be large. As you make it more and more complex, the market's going to shrink because it's going to be less people that feel comfortable diving into something like a really complex book or a really complex product. I think that makes total sense. When did you join A Book Apart?

Katel:

I joined in March of 2013. The company was about 3 years old. I came on to really just officially start running the business more formally. It was more or less a side project for the co-founders that started it, which was a really amazing feat. They were putting books out that were ... That take a lot of, obviously, effort and really good, high quality content and production time. I think they realized that it was really becoming successful enough that it could benefit from having someone come on and steer the ship a little bit.

Felix: Very cool. How did you find out about A Book Apart? You were saying there was a side project at the time before you came in and helped turn into an actual business. How did you find out about it?

Katel: Essentially, A Book Apart was born out of their ... We have two sister companies. One is A List Apart, which is the online magazine, and then Event Apart, which is the conference series that happens every year in about 8 to 10 cities a year. There was this initial baseline of people who were writing and speaking about these topics. I think it was a natural evolution of wanting to offer this expertise and this information in a new format. I had been following A List Apart and An Event Apart for awhile. I've worked in media and publishing for a good portion of my career. I had already known about them. I followed a lot of the people who were running those businesses and contributing as authors and speakers. I had been following those people for awhile. I just really knew their work and I really admired it. I think when the opportunity arose where I could potentially become a real part of that, I was just super excited. I thought, "I'm going to just go for it."

Felix: When does it make sense for a company to ... Well, before I ask this question. What did you do once you, let's say the very first week, or month that you joined the company? What were some things that you were focusing on adding to to A Book Apart?

Katel: I think the thing that I spent the most time on in the very beginning was really just getting ... Not just getting the lay of the land of where things were, but really identifying what are the things that I can spend time doing for the next 3, 6, 9, 18 months that is going to basically build a really good, solid foundation for the business and the company to grow from? I think that was one of the big things that when I came on that was a desire. They were successful and the company was really doing what the original goals had been set up to do. There was a desire and a question around like, "Can we scale this? Can we grow it a little bit?" I spent a lot of that first bit of time really just putting some processes into place and building that foundation and making sure there were really good, easy communications in place so that everyone knew what was going on and having a little bit more of a hub and a dashboard of ... I guess, trying to create a little but of a North Star for everyone working on the individual parts of the business.

Felix: Yeah, I like that. I think this is a stage that maybe a lot of listeners are at, where they have some income coming in from a store, but they really consider a side project because they already have maybe a day job that they're working on and not ready to make that jump yet, or their company's not at that point where it's an actual business where they're comfortable enough making that jump. I think when you came in is exactly where a lot of listeners are at. Let's say someone is out there that is able to hire somebody to help them out with basically your role. When does it make sense? If you have a side project, you probably can't afford somebody to work full-time. At which stage did you find A Book Apart at when you came in?

Katel: I think that is the thing. It's really scary to take on a staff person, an employee of the company, that's really going to be there full-time. I think when I came on it was this critical point where it was either going to remain a side project and there was a question mark around how much or how big or how many books we could put out. I think when I came on it was just ... The other path was, "Okay, we can bring someone on and actually put energy and resource into having someone steer things, but in a way that collates all of the work that they had already done." I came on and it wasn't like I was starting from scratch.

There was already a big audience that we were working with, which was great. There were obviously already work flows in place that were producing books on a regular basis. I took those things and streamlined them. It's allowed us to work with a lot more freelancers, a lot more different folks. It's just evolved the way we work remotely, which was a big part of where we started. The root of it is it's difficult and it's scary to make that decision, but I think if there's a point at which it feels financially comfortable enough to make that decision, it's a good decision. I think that you can start with, what is the one role that we need, at least the one role that we need, that's going to really change the company or help us move further in the direction we want to go?

Felix: Let's talk about this role a little bit. I think as founders and when we think about entrepreneurs, we think about all the people that are founding companies, we think of them as the person that does everything, especially at the beginning, right? They're the idea person. They come up with the idea, come up with the vision, and they're going on executing everything, organizing everything, but that's a limit, right? You can't always be doing everything. Maybe you don't necessarily have the skills to do everything and you should look to invest your time into the things that you're most skilled at that is most valuable for you and then hire out for the roles or the skills that you don't currently have. Why would a founder look to hire someone like an Executive Director? I don't mean to sound like a job interview, but I just want to get a better understanding of what ... If someone's sitting here and thinking like, "I really feel like my business is stagnating. I don't know." You were saying before about finding the role that is going to have the most impact. If there and thinking between, "Oh, should I hire a CEO, essentially, or should I hire somebody like CFO," how do they make the decision on which role to go for and why would they pick an Executive Director?

Katel: When I initially came on, the role was Managing Director, which we're not really worried about roles or what they're called. I just mote that because I think that encompassed, and it still encompasses, a role that would be able to ... A generalist role that would be able to come in, help prioritize the things that maybe needed to happen before other things. Just making sure that there were communications plans in place when we did book launches, or marketing plans and making sure those things were in front of everyone. Really just figuring out what the tools were that we needed to work efficiently with a lot of people that were remote. This isn't to say that when I came on it wasn't working. It definitely was.

I think the reason that they decided on having someone come in at that level and that, again, as a generalist rather than a dedicated editor or a designer or something like that, was just to corral a lot of little things that needed to happen. I think part of that was just having ... I have an English and editing background, so I think there was just a good fit where I could see all of the different pieces and then help prioritize. It wasn't necessarily that they didn't want to do those things. Like I said, it was a side project so they were already ... Those three founders were already in full-time jobs or doing other things full-time. It was like, "Okay, we need at least one person to focus on this full-time." That's really smart. Again, I think it's that decision between, "Okay, we can keep this going, or we can see how much we can grow this if we put a dedicated resource focusing on that."

Felix: I like that. This is a quote that I've heard that I would love your thoughts on, which is that, "If you hire somebody for half of their time, they give you a quarter of their effort." I guess meaning that when you don't have someone fully dedicated onto just one thing, they're spread amongst all these other different things that they're working on, whether other gigs or other projects they're working on. That has an affect, not just because your time is split, but then switching between all those things and just having all that stuff in your head, it's not going to be an efficient use of your brain if you're a employee that was working part-time. What are your thoughts on that?

Katel: Yeah, I think that's really ... It's true and it's really tough. I think if you have, like you said, someone who's, or a handful of people, who are thinking about and working on a thing, particularly something that's product based, for a percentage of their time, I think it moves incrementally along. Whereas if you have someone who ... Even if it is just one person, and granted, I think our vision is to grow the team, grow the business, have a few more people who are actually in the staff and have that 100 percent energy. I think if you have at least one person focusing on that, especially when it's running the actual business. I think that is one thing that a lot of folks ... I've been there too, where you think, "It's fine. We'll just all pull together and we'll make it happen." You can. I think it just doesn't happen quite as well or maybe with as much impact and focus as if you have one person who's keeping their eyes on what the horizon is and what the goals are and what ... Really seeing, is everyone else aligned on that? Does everyone know where we're all going?

Felix: Yeah. I like that. The one thing interesting about the situation that you're in is that, I think what you're saying earlier was the founders, the co-founders, were all working on the business on the side. They had full-time jobs, but then hired someone else that wasn't a founder, to run the business full-time. I've never, necessarily, I've never heard of that situation before. I think you hear about it all the time from maybe an entrepreneur that then decided to hire someone, like a CEO, to run the company other than them. This seems like a particularly different situation where they're working full-time and more people out there that are listening are probably thinking, "I can't wait til I can quit my job and work on it full-time, rather than hire someone else to work on it full-time." What are your thoughts on that trade-off between you, yourself as an entrepreneur, going full-time, versus keep on doing what you're doing, whether it be a day job or whatever else you're working on, and then hire someone else to run the business?

Katel: I think what they did and what they do is really hard. I'm not sure I would have been able to make that decision in their shoes. Just because of what you said. I think there are a lot of people who are in the position where things are starting out and they're like, "What do I do? Do I commit to this full-time or don't I?" I think they were so smart in what they did. They wanted to be able to do all of those other things. At the time, they didn't want to just focus on necessarily A Book Apart, or A List Apart, or An Event Apart, or the other myriad of things that they were working on. They wanted to have that ability to do all of those things. I think that was really smart.

It's almost like, if I think about it for myself, I want to do everything. To take a step back and say, "Okay, we need to bring someone in here who, if we're not going to do it, or if we're not in a position to do it, then we need to bring in someone who is 100 percent in, ready to go, going to treat this like it's theirs." That was really smart. I happened to feel that way. It was a really good fit. We had a lot of interviewing and questions and conversation leading up to me coming on board, which was a big part of it. I think, like I said, it's letting that go and figuring out, what's the most valuable thing I can do for the business?

Felix: I think it's a super smart decision. I could imagine it just being such a hard decision, like you were saying. It's your baby. You're the one that started it. Why would you give this to someone else? Not just give it to someone else, but again, going back to what the listeners are probably thinking, is that they want to become an entrepreneur, start up their business, because they want their own time back. In this situation the founders are already working on doing something else. This, A Book Apart, at that time was a side project, rather than setting up the business in a way where they could work on it full-time. They decided to hire someone else full-time to do it. I think that is a, definitely, hard decision.

Seems to be playing out the right way. It's one of those things where you have to look at your situation objectively, look at your skills objectively, look at your goals objectively, and make that hard decision to do it. Definitely agree with that. I want to talk a little bit about ... I know your experience early on, again, because I think a lot of the listeners out there are in the stage where they have something brewing on the side, but want to turn into an actual business. You said that when you first came in, you wanted to really lay out a 3 month, 6 month, 12 month, 18 month plan and figure out, organize everything. How did you approach that? What were some tips on how to come in and look at a side project objectively and road map out where it should be in, let's say, 18 months?

Katel: I think that the most important thing was sitting down, obviously, with the founders and understanding what their vision was, what their goals were, what they had done and felt like their progress had been in terms of reaching those goals, what else was in the future for them and what they wanted to do. I think knowing that, then I was able to prioritize a little bit. Okay, we need to basically put some documentation in place so that anyone who's working with us can come in, pick up, hit the ground running and do the work. It's the basic things where you want everybody to be able to be on the same page, to be able to pinch hip for each other and not necessarily say, "Okay, we need a marketing plan, or we need these specific siloed things." It's looking at the company, figuring out what the goals are and then understanding what are the things we need to do to get there.

That could be anything from, at the time, bolstering our customer support a little bit. We have a couple folks working on it part-time, which is great. We have two folks, actually one person on the West Coast, one person on the East Coast, and that works really well for us. I think it's fine-tuning as part of that broader road map. Figuring out how to fine-tune all of the little things so that you're not just putting a stake in the ground somewhere and saying, "This is working. It's done. We don't have to worry about it." If something needs to be adjusted, like you need to bump up customer support because you have a bunch of launches coming out, then it's having the flexibility and knowing that that's going to come and go. Making those decisions along the way.

Felix: You guys already had plans on, once you join the company, to continue to grow out the staff and all that too?

Katel: Not necessarily when I joined. I think at that point there were ... Yes, there were definitely broad goals and a vision of making the publishing house into something that was staffed in a way that felt like we were on solid footing, putting books out and working with folks. I think we're slowly working towards that. I think we also have just had a really good experience working with freelancers. I think that was definitely already ... The basis of that was already set up when I came on. There were already people working on these great books and people who really loved doing that work. I've, since then, grown our editor pool and our editor network. We work with a lot of different authors now. I think there's a lot of interesting things we do with pairing authors and editors.

Felix: You mentioned that a big part of what you're doing was to identify the processes and then create some systems around it and documentation. I think that that's ... I've heard this over time and time again from entrepreneurs that said that that was the key to unlocking growth and scale in their business. Can you talk a little bit about that? How did you know what should be outside of the founders' brains and into an actual written, or some kind of system, so that it could be more scalable?

Katel: Definitely. One of the things I ask myself a lot when I'm thinking about just that is, what needs to be in place for me to be able to walk away, right? Not necessarily leave, because I love what I do and that's not really what it's about. It's more like if I had to be out of commission for a day or week or whatever, could someone come in and pick up where things were left off? That's literally from every role. From, particularly the founders who are still involved on a day to day level, or a level that which they know what is going on and they need to know at a high level what's happening, to everyone who's coming on board and working on a specific project. I think that's really important.

I wanted to make sure that there was a visibility about what needed to happen and when and who was involved. I think that's really just a simple recording that and making sure that the people who are not just working together on the start of the project, but down the road into when things change over from editing to production, who they're going to be working with. Just making sure that those introductions happen and that communication happens and that people know where to find the resources. I totally agree with that. I think that that forms such a good foundation for people to be able to go in and do the work and not have to worry about where or how to find something, or who to talk to.

Felix: The store owners out there have an idea of when they should be focusing on this. It doesn't seem like it makes sense if you're just ... Let's say your launched your store last week and all of a sudden you're spending all this time documenting all of the things that needs to be done. When do you think a store or a business should start thinking about documenting their processes?

Katel: If you ask anyone I work with, I'm a big fan of doing that and recording things and organizing things. I would do it right away, but I know that that's not feasible, regardless of the set up or where things are with the business. One of the things that I noticed is if there was a process or something that we were doing that felt like I was trying to remember like, "How did we do this last time?" Or, "Why does it seem like I'm doing all of this work every single time to try and get to the same goal?" I realized, "Okay. If I step back and sketch out what is involved here, I think I can pinpoint where the problems are and where the duplication points are." I can cut down on that and streamline it. Then the next time, that's when I would either put a little process sheet together or say, "Okay, look. Here's who to contact for this," and, "That goes into GitHub." That type of thing. It becomes a little bit more reducing the steps.

Felix: Makes sense. What is the actual process for documenting? Is it all written, or is it video, or how do you ... What does the library look like?

Katel: It's mainly written. We use a bunch of different tools. I use TeamGantt a lot for publishing schedules and that thing. We use GitHub a lot for ... That's where we store all of our book repositories and all of the materials and content that goes along with each book project. We do everything ... Tracking [inaudible 00:29:47] and doing that thing in Google Docs. We use a couple different tools. One of the things that, actually, this makes me think of really a lot is a file guide. We actually started using GitHub. We created a Wiki to house our editorial style guide. It's been this amazing project that has unfolded on its own. It some point, we would love to make it open source. It's something where we tied slack to GitHub and so now we have this style guide that's evolving and growing. There's all this conversation around it, which is just really, really cool.

Felix: Yeah, I really like the idea of creating a Wiki for your documentation. I haven't done this, but everything, all that I have, is all stored in Google Docs and I feel like I need to migrate into something that's a little bit easier to update and Wiki sounds like a much better alternative. Speaking of keeping things up to date, do you regularly look over documentation, or how do you make sure that none of the steps of processes are redundant or updated? How do you keep it up to date?

Katel: I think having things in a tool like GitHub makes that a lot easier. Not only can you go in and make sure that you're working on the latest version, I think it also just makes it a lot easier too, to update when something needs to change. I also really like this because I think it keeps you honest. You have other collaborators on it and people commenting or pulling. Working on the same things can keep you check in terms of updating things and making sure things are up to snuff and working and useful.

Felix: Awesome. For anyone that doesn't know, by GitHub, is just a way for you to ... First thing it was used for, even today, is used more for developers that are contributing to a code base collectively, like you're saying. Again, it allows people to track who's adding what, or removing what, from the code base. The way that you're using it, it's being used for documentation. It might not be applicable for everyone out there, but actually A Book Apart does have a Git for Humans book, if anyone wants to learn how to do that and use GitHub.

Katel: Yes. It's fantastic. You're totally right. You hit on something great there because GitHub is so powerful and so robust. We do use it for those original uses, like web development and keeping our site, maintaining our site and that kind of thing. We're just always really thrilled that we were able to use it for something even further than that.

Felix: Yeah, definitely. Cool. One thing you were saying earlier about laying out a timeline, not timeline, but a roadmap for many months, a year and a half down the road, was that you figured out what needed to be done. I think an example you gave was bolstering customer support. When you have the goal like this, that maybe at end of 3 months you want to "bolster customer support," how does this goal actually roll out into your daily or weekly tasks? I think this is a challenge that a lot of us entrepreneurs have, we have lofty goals, but then it doesn't actually break down to things that we can do immediately. It sits there and hangs over our head like, "Man, I got this thing I got to do." You don't make any progress towards it because there aren't any steps to get there. Does that make it sense? How do you get past that?

Katel: Yeah. A couple things, I feel like, go into that from my experience. One is definitely the people you work with. We work with just massively talented, smart, caring people. I think that's a matter of not ... It's a little bit of luck, but it's also just working with a lot of people and understanding what kind of questions to ask and making sure that you get a feeling for what it's going to be like to work with something and to work with someone. I think conversely, I'm a more stern note. If the relationship isn't working, then being okay with letting it go and finding a relationship that does work with someone who you know is going to not just do the job that you want them to do, but also care and have the same investment that you have for making the business and the product what it is. Aside from that, there is definitely ... We wouldn't necessarily have a plan for rolling everything like that out.

I think what we do is we try to iterate in little small movements, so that we're seeing how that works and assessing it and changing if we need to, or just like, "Okay, this is working. Keep doing that." In the case of customer support, I think it's the people and actually going in there. There's a lot of ways and a lot of areas in which you can kind of ... Even though it's a personal, more relationship based thing, where you're talking to customers, we use Desk, which is great. It's a great tool and I think there are a lot of things that we can see right in Desk. Are these tickets coming in and being taken care of on a more regular basis? What's the response time? Are folks having the same issue over and over again? We can not just have conversations about it, but see actual data about what's working and what's not.

Felix: That makes sense. Knowing what I know from just talking to you for 40 minutes, it sounds like you do really try to, not necessarily get detailed with everything, but have a methodical approach. I'm assuming that's the reason why they brought you on. You don't necessarily just attack the problem, or the goal, head on, right? How do you prepare to take on a goal, is my question? If you have a big goal, maybe not the customer support one, but let's say you have a goal to say, "Okay, I want to triple my traffic in 6 months." That's not actionable. You can't actually take that and put it on your to-do list for that day and then all of a sudden you tripled your traffic. What is the approach that you've taken for yourself, or for your team, to make sure that there are things that get done every week, or get done by the end of the month, to make sure that you are tracking towards a goal? Do you use any tools or any kind of systems to make sure that goals are being met?

Katel: Yeah. I will just say, unfortunately. I wish I could put stuff like that on my to-do list and just check it off.

Felix: I would pay a lot of money for a to-do list that worked that way.

Katel: For bigger goals where it's growing audience reach, or building distribution partnerships, or looking at potential licensing relationships or whatever. I'm a huge, huge fan of, whether it's small or big, of working backwards. I think that is something that has always saved a lot of anxiety for me in looking ahead at big to-dos. I think it let's me break it down a little bit. I'm also a big fan of spreadsheets and things like TeamGantt that let me see something scheduled out and planned out, so that I can tweak the little pieces and parts that need to happen along the way. For me, it has been a really useful approach. That is, like I said, looking at all of the things that need to happen to get there. Then, I think I love relying on and working with the people I know who can help me with those things. I think I look for those parts that need to happen and then I ask for help with those things. That is the only way it's going to happen. If it's just relying on me, it's going to be on my to-do list forever.

Felix: I really love that idea of backwards from your goal. That's something that I've adopted maybe a couple years ago and has really changed things for me. It's a lot easier to find your way back to the starting point than trying to figure out how to get to some endpoint that you don't even know what it looks like yet. I think that that's a great idea. The one method that I've heard, you might know it. You know Amy Hoy? Have you heard of her?

Katel: Yeah.

Felix: She's a big proponent of this, too. I think she calls it Bass Ackward. I forget what it was. Basically, she has a way where she says that, "Always start with the end goal in mind and then work your way backwards until you've reached a point where you have a goal or a step that can be accomplished tomorrow." That's just a conceptual thing, so that you know that you've broken your goal down enough that you can actually wake up tomorrow and tackle that step. That's when you know you've hit the endpoint, not endpoint, but the next step, essentially, from the starting point.

Katel: Right. It feels good. It feels good to be able to have a couple things on your list that you can check off. You can say, "Okay, I did those." Putting one step in front of the other. I think about that a lot, actually. I'm a runner and I run a lot. Whenever I go out and run, I literally think, "Okay." I love running, but every once in awhile there's a day where I just don't feel like doing it and I just think, "All you have to do right now is put one foot in front of the other." It sounds cheesy, but I think that is applicable in a lot of situation where you're like, "All right. Just one thing at a time."

Felix: Yeah. That's the reason why when I hear people say, "Dream big," and all this stuff, I actually am not personally a fan of the idea dreaming big. Not because I don't think you should have big goals, but you shouldn't focus on the big goal right off the bat, because it just becomes such a behemoth and looks like it's unaccomplishable because it's so large. I think you should have these big goals. I think you used the term a North Star. You should have this gravitation towards a goal, but don't focus on it so much. Focus on what you can actually do today. What are the very first step, like in your example, the very first step of a run. Focus on that. Don't put your eyes on the finish line, put your eyes on the steps in front of you. I think that's a great point. Cool. I do now want to talk about your remote teams. I think that's where you have the most experience out of all the guests I've had on here. Maybe if we can start off with, how did you know ... Maybe your situation, your industry is a little bit different, or your business is a little bit different, but how did you know who to hire first for the company?

Katel: When I came on, we were already working with quite a few folks, from editors to customer support, to production for, not just print, but e-book. That was great. There was already a base, a group of folks who knew the product, knew what was supposed to happen when. I think that was really helpful for me. To be honest, I came from working at a really big publishing organization. I worked at National Geographic before this. Coming from a very traditional corporate situation, where I would go to work every day and sit in an office and then coming to a situation where I was working at a desk at my house, or coffee shop, and working with people who I wasn't seeing every day, it was completely new. It definitely took me a little while to get used to it. I knew that's something that I wanted to do because I did work with a lot of people who were not in the office when I had that previous job, but I didn't quite know what it would be like to do that as a foundation for no one works together physically. That was something that was actually nice, because I was coming into it and learning how to do it along with everyone else, which was really nice.

We have made other, I guess you would call it, hires. At least in terms of freelance folks along the way. I think that has definitely ... A big part of that is really talking to people. I think any time I have started working with a new freelancer, there's a lot of discussion on a lot of conversation that happens before any work happens. Again, I think it's having a gut feel. I can't say enough about the people that we work with. Everyone is just really wonderful and I think just cares a lot about, not just A Book Apart, because that's one of the things a lot of these people are working on, they really care a lot about the work that they do.

Felix: I think that's one of the biggest shocks that you're talking about earlier is that when you're working for yourself or working from home, when you are working at a day job or you're working in an office, we fantasize about this life. It's going to be so much fun. We'll be home all the time. It's a shock, initially. The whole social aspect is almost gone, right out the window, especially if you're in your own office. You can spend days and, "Wow, I haven't seen anybody," except for people that live in your home. In my case, my dog, so you don't realize how much you miss being around people. How do you personally deal with it? How do you help your employees, or your freelancers, deal with that situation?

Katel: Yeah. I think we definitely rely on Slack. We talk on the phone a lot. We email. We do really use the tools that we have at our disposal to keep communication open. I think what I found is if I need to talk to someone about something and I wait or if I try to find the right time or something, then it may not happen. Even if it's something that I just want to check in really quick on, I just try to find the best method of doing that at the time. Sometimes that means I will email someone or text someone or Slack chat them and say, "Hey, do you have a second? I want to talk over this one thing." They may not have a minute then, but at least then there's something started and we'll get to it when they do have time. One of the things that I guess that is to say that I had to overcome, or I had to talk myself into, was just bother people. It's really just you have to reach out. If I'm running the business, then I need to. If I need to talk to someone, then I'm going to talk them. We'll find a time that works, obviously. I'm not trying to crash anybody's day or crash into anything that they're doing. I think it's really just raising your hand as much as possible and keeping those lines open.

Felix: Yeah, I think that's an important point about how when you are working in the office, usually when you approach somebody that you need their help, or you need to work with them on something, it's almost, "Okay, we're doing it right now." It's a thing that's right in front of us. Let's do it right now. When it's remote and maybe there are time difference, I'm not sure if there's a lot of time differences between your company, but then you have to, like you were saying, there's a lot asynchronous work that happens where you have an idea or you have a thing that you want to work through, but they might not be available at that time. How do you, not necessarily compensate for that, but how do you deal with any time differences? Maybe we'll start there. Are there any big time differences for the people that you work with?

Katel: Not bigger than West Coast, East Coast. Then a couple of authors and editors we've worked with are in the UK or overseas. That definitely, I think, incurs some planning, which is totally fine. I think because everyone is working on multiple things, there's an innate understanding that you do have to plan a lot of this, which is totally fine, even if it's a half an hour conversation. I think that actually turns into a benefit because people really value, not just their time but the other folks' time. Where there's something on the calendar, I feel like I have ... The percentage of times where a call has gone missed or a meeting has not happened is so rare. I think people really want to make it happen. They want to keep things moving.

I think that's also in the nature of what we're doing because we're working on producing something that we obviously, we want to release to the world. There's a sense of wanting to keep things going. I think people are really ... They want to make that communication happen. I would say most of the people we do work with are, obviously, in this space. A lot of us are on the East Coast. I'm actually in Philly now, as of the beginning of this year. I love being in a place where I can take a train to New York and see a lot of the people that I work with. I really do try to do that as often as I can and see people face to face. I think that that's just really valuable any time you can do it. A lot of people may not be able to do that often, but even if you're really remote and you're somewhere where your team is a 3 or 5 hour flight away, trying to do that a couple times a year is super important.

Felix: Makes a lot of sense. I actually had a great question that I saw from a listener when I was asking them for questions about freelancers. They asked, "Freelancers took the freelancing career path to remain independent and flexible and they're their own bosses. How do you manage to balance their interests with the goals of the company?"

Katel: I think the thing that ties us together is not just a love and a caring for the actual content that we're producing, but I think ... One thing that we do, maybe obviously or not obviously, is everyone we work with is paid, obviously. I know that sounds like a no-brainer, but there are a lot of businesses out there that rely on, not necessarily favors, but pulling it together and benefiting from industry community networking resources, which is totally ... Sometimes you need to do that to get something off the ground. I think we've taken a lot of stock into making sure people feel like they're being paid and compensated for the work that they're doing so that they want to do quality work. This has definitely been because of the experiences I've had, I want to feel valued and I want to feel like the work that I'm doing is not just work that I'm proud of, but work that contributes to potentially an overall goal. That's another thing that I like to do sometimes. Sometimes people that I work with, their freelancers may not be as interested as others in A Book Apart's overall goal. I think it's important for them to know it. I try to relay that so that everyone understands what we're all working towards and that it's not just an individual book project, which it can often feel like.

Felix: I think you said something in there that it was a little bit refreshing. I think what you're getting at is that you can't just hire somebody and then sell them on the vision and then expect that the vision's going to compensate them and not pay them what they think that they're worth. You can't just, like you're saying, you have to make sure that they are compensated if you want them to work hard and actually be proud or be invested in the company, invested in doing a good job. I think that that's really important that this idea of just only selling someone the vision hoping that they'll work for free, or work for lower than average, doesn't work out, especially not in the long run. I think that's important.

Katel: Right. I think that goes back to deciding and making decisions about who to hire or the kind of roles that you may or may not need at a certain point in your business' growth. I would love to have a team of editors who work with all the authors that we work with. I would love to have different groups of folks working on things. The reality is that a lot of the times that's not possible. I think identifying if it's one really good employee, or one really good freelancer that you can pay what their rate is and get really good product out there, even if it's a little bit slower, I think that's more meaningful and ends up working a little bit better in the long run, than trying to bang out a lot of things that are maybe not as, not necessarily quality, but have folks less of their time or energy put into it.

Felix: What's the team like? What kind of roles do you have at a company?

Katel: We have a few editors that we work with who are fantastic and the editing process actually ends up being in a few little phases. There's the developmental part, there's a line edit, there's copy edit, there's a lot of different versions. In a particular book, we'll have a couple of editors rotating in those roles, which is really nice because that ends up becoming more of a collaboration and not just a couple people working on something. We have two customer service advocates who are fantastic. Again, one on the West Coast, one on the East Coast. We have someone who works with us freelance pretty part-time at the moment, but we're ramping up a little bit for a particular thing that we're about to launch, doing web development and some design and building there.

Then we also work with a compositor, who does all of the book layout and gets it ready to go to print, which is a huge, massive undertaking and has become a really big part of our process that we have streamlined, which is really great. Then e-book production, so we have someone who comes in and is very knowledgeable and specializes in that. Really not just creates those files, but helps us understand what the best things to do are in a situation for video or for links and that kind of thing. Again, that goes back to really working with people you can rely on for not just getting a job done, but pointing out where things can be done better or where you might want to take things in a different direction.

Felix: Where have you had success finding freelancers or even some part-time workers?

Katel: Definitely through community and through the network of people that we are already working with. I think that is a big place to look is in your own backyard, so to speak. We've definitely, along the way for various roles, we've had ... We've done a Twitter call out and said, "We're hiring this specific role," or whatever. We've definitely had great candidates come through there. I think more often than not, we are already working with someone who knows someone, or someone who has worked with someone else who does this role. We come into it that way, which is great. I think having that background or a foundation of working with someone even tangentially already, just really helps bolster that relationship.

Felix: When they do have someone come on, what's the onboarding process? How do you get them to understand what the company's about, what their job is, their exposure to all that documentation that you have?

Katel: Depending on the role, it's been a little bit different for each role. A lot of the times, say for e-book production, we started working with our current producer, I think a couple years ago now, or a year and a half ago. At the time, we were ... The e-book producer we had been working with was leaving. There was a hand-off, which was really nice. It gave us an opportunity to say, "Here's the process and here's what we've documented so far," but it also allowed us to see that there were some holes that we wanted to fill, in terms of the hand-off from composition to e-book production. We wanted to streamline that a little bit and also see if we could make it a little bit more efficient.

In onboarding that person, we just ... Again, I think it's definitely not ... I don't ever want to call it brain dump, but that sounds so bulky. It's more getting the lay of the land and figuring out what ... The two key things that we want to cover is what are the struggles and what are we doing that does work well that we can potentially improve upon? The other part, because people we work with now, there's not a lot of really revolving roles. We've been working with the same people for awhile now, which is great. Editors, I think, are the one group where we may have new editors coming on board from time to time. I do work with one particular editor who we've worked together to put together an onboarding process. Just having style guides ready and materials for, "Here are checklists for kicking off a book project. Here are checklists for wrapping one up." I think it's again, making sure folks have access to not just the tools they need, but just information.

Felix: Awesome. I'm not sure this is as big of an issue for you because you do have these more so full-time folks that are already ... You know them from your network. Do you have to do any quality assurance involved when you work with remote workers, more than if you're working in an office?

Katel: Not necessarily. I think, again, that really ties back to the people who are actually doing the job. I think there's always a sense of ... If you're running the business, there's always a sense of wanting to make sure that anything you put out into the world, that you've seen it and signed off on it. I think that is definitely something we are all trying to strike a balance with, is making sure things are up to snuff in terms of what we think is the level of quality and what kind of experience we want people to have with our product, also not getting in our own way and blocking that from happening because we're putting so many points of quality control into it. That's not to say that we don't do it, it's just, like I said, we want to make sure that we're doing it in an effective way.

Felix: Makes sense. Cool. What's in store for the remainder of this year? What are some goals that you want to hit for A Book Apart?

Katel: We are going to have some new hire news very soon. That's really all I can say about that, but it's very exciting. It will be a new staff position, which is really great and I think will definitely help us reach some of these goals. We have about 20 books in the catalog at this point, which is super exciting. We've got between, I'd say, 5 to 7 new titles that are in the pipeline for this year and early next. Definitely working on those. Two of those are the second set of brief books that we just launched earlier this year. That's an e-book only book that we are trying as a format. Those are even shorter books. Those are around 30 to 50 pages and they're deep dives or an essentials look at a particular topic. We're experimenting a little bit and getting a little bit of runway to do that. We're very excited. Growing the catalog and looking at putting a little bit more weight behind marketing efforts and working with partners.

Felix: Very cool. That's great news. Thanks so much, Katel. ABookApart.com is the website. Any where else you recommend that listeners check out, they want to follow along with A Book Apart, or what you're up to?

Katel: Sure. We are on Twitter at A Book Apart and Facebook, you can find us there. We blog every once in awhile about what our authors are up to. That's just on the blog portion of the website. Definitely stay up to date there. Then we have a newsletter, so you can always sign up and we send out lots of good stuff like sales and new book releases there.

Felix: Very cool. Thanks so much.

Katel: Great, thank you.

Felix: Thanks for listening to Shopify Masters, the e-commerce marketing podcasts for ambitious entrepreneurs. To start your store today, visit Shopify.com for a free 3 day trial.

About The Author

Felix Thea is the host of the Shopify Masters podcast, the ecommerce marketing podcast for ambitious entrepreneurs, and founder of TrafficAndSales.com where you can get actionable tips to grow your store's traffic and sales. more

Career development

 13h

JobCopilot Alternatives for AI Job Search: Which Let You Edit Before Submit?


Evenings vanish into copy-pasting the same info into endless forms. AI promised relief, yet many bots blast generic résumés that spam filters delete. Cold applications net interviews only 0.1-2 percent of the time.

Platforms now police mass automation. In 2026, 23 percent of people using browser extensions such as LazyApply had their LinkedIn accounts restricted within 90 days (Scale.jobs),... losing years of networking equity.

The smarter move: pick AI copilots that save time while keeping you in control. This guide ranks seven options, explains our scoring, and names the one that pairs speed with precision.

Its dashboard, showcased in the live demo at https://aiapply.co/, lets you inspect and edit every résumé and cover-letter draft before you hit send, satisfying our "User control & editability" requirement.

How we compared seven AI helpers

Before picking winners, we set common ground.

We cut any product without a live demo, a clear price page, or at least 100 public reviews.

Then we scored the rest on seven metrics that match real job-hunt pains. Each carries the weight shown.

* User control & editability 20 percent - You see every résumé and cover letter before it leaves your screen.

* AI personalization quality 20 percent - The tool rewrites documents with role-specific keywords instead of pasting your name onto a template.

* Success rate 15 percent - Verified interview callbacks per 100 applications.

* Volume & efficiency 15 percent - Time saved plus the number of platforms the tool can handle without breaking.

* Pricing transparency 10 percent - No surprise weekly bills or hidden credit systems.

* Platform coverage 10 percent - LinkedIn, Indeed, Greenhouse, Lever. How many doors can it open?

* Trust & safety 10 percent - Strong privacy practices and zero tolerance for account bans.

We normalized each score to ten points, applied the weights, and ranked the tools from seventh place to first. You will see that countdown next, starting with a big name many seekers use for the wrong reasons.

One product that ticks both boxes is AIApply.

The platform's dashboard lets you inspect and edit every résumé and cover-letter draft before you hit send, satisfying our "User control & editability" requirement.

Its privacy notice says user information is encrypted in transit and at rest and is never sold, which pushed its "Trust & safety" score to the top.

AIApply also reports that 80 percent of users land interviews within their first month, proving that tight controls don't have to curb results.

LazyApply: speed at any cost

LazyApply is the poster child for "spray and pray." Install its Chrome extension, load one résumé, hit go, and watch it blast out up to 1,500 LinkedIn Easy Apply forms a day. On pure volume, no other bot on our list comes close.

That pace feels thrilling until you read LinkedIn's policy. Section 8.2 forbids automated submissions, and enforcement is real. A 2026 report found that 23 percent of users who relied on browser extensions saw account restrictions within 90 days. Lose your profile and you lose years of networking equity.

Volume also hides a second problem: zero personalization. LazyApply reuses the same résumé and generic cover letter for every role. Recruiters notice the mismatch in seconds, and modern ATS filters down-rank duplicates just as fast. Any time saved upfront often returns later in rejection emails.

Pricing looks friendly: an annual plan starts at $99, cheaper than a single month on some premium platforms. The hidden cost is risk. If LinkedIn flags your account, reversing the damage can take weeks, and appeals seldom succeed.

Use LazyApply only if volume matters more than brand reputation and your LinkedIn presence is expendable. Everyone else should keep scrolling; safer, smarter options sit higher on the list. more

Career development

 14h

Four ways to survive a layoff, according to experts


Being laid off isn't easy.

Losing a job triggers a wide range of emotional and physical reactions that include anxiety, anger, fatigue, headaches and nausea, according to Stanford University. Managing the aftermath of a layoff is important - there are specific things to do to ensure the journey to the next job is as smooth as possible.

"Take a deep breath," said certified executive coach Kelly... Ling. "Layoffs are becoming the 'norm' for how a job ends, and many [employees] find a more fit role after a layoff."

The Independent reached out to multiple career and human resources experts to get advice on how to survive a layoff. Here is what they said:

It's hard to think clearly after a layoff, but it's important to remember a few things that should always and never be done by the employee after they're let go.

Write down all the skills, experiences and accomplishments you learned or achieved during your tenure, said Rob Tillman, founder of career consultancy Unignorable.

"The further you move away from the job, the less clear all these will be - so you have a limited amount of time to get all these on paper," Tillman told The Independent via email. "Be very detailed."

Not only will that information help strengthen a resume and future job interviews, but it can also provide clarity, said Caroline Vernon, vice president of coaching and development at employee separation specialists INTOO.

"Surfacing and documenting these will help you determine your best next step so that you can land an even more fulfilling role than your last one," Vernon told The Independent in an email .

Next, gather up as much professional documentation as you can.

"Think resume, performance reviews, and awards and accolades from colleagues," Vernon said.

If you've lost access to performance reviews, ask human resources for copies of them, recommended Don Pippin, a career strategist and recruiting professional at résumé consultancy area|Talent.

From there, take time to understand the severance package.

Find out the following:

"Try to buy time to review separation packages or agreements, so you're clear on what they will and won't offer," said career advice strategist Mark Anthony Dyson. "If you're planning to take legal action, don't sign off on an agreement to lock you into not reporting any illegal activity."

Finally, avoid applying to dozens of jobs the day of the layoff, Pippin said in an email. "Panic applying" can lead to mistakes and lost opportunities.

"You get one shot at a first impression with most employers," he said. "Sending out a resume that hasn't been updated, or one that isn't tailored to what you're going after, burns opportunities you may not get back."

Take time to grieve the job loss and lean on the support of family and friends.

"Know that it's a grieving process and you'll go through all the stages," said Nicki Perchik, owner of boutique executive search firm The NLP Group. "Surround yourself with people who love you and will support you...not bring you down."

Having a supportive community can help guide future decisions, too, Vernon said.

"Find people who will lift you up, give you hope and hold you accountable," she said. "Having the right people around you will help you stay grounded and move forward in the right direction."

Amid the grieving, take time to do things you love, said Trevor Houston, CEO of ClearPath Wealth Strategies.

"I encourage people to focus on doing things that make them feel better from a mental and emotional standpoint, whether it's working out, going for a walk, learning a new skill, job searching or staying in the company of good people," Houston said in an email.

Losing a job and dealing with the aftermath tends to isolate affected employees and impact their daily routine, said Jay Marotti, a senior managing partner at career consultancy Vertical Media Solutions.

"Protect your own routines and your mental health," he said in an email. "Job loss will affect anxiety, depression, and maybe even life satisfaction. Try not to look at the emotional side as some type of weakness."

There can be a tendency for laid-off employees to vent their frustrations to their bosses, co-workers or LinkedIn community.

As therapeutic as it might seem, avoid it at all costs, Houston said. There could be a hidden cost that hurts future job opportunities.

"I've seen high-performing candidates make decisions and burn bridges after being let go, which then hurt their chances down the line, when really they may not have had to," Houston said. "The world is a lot smaller than most people realize."

Another downside to publicizing a layoff soon after it happens is that the message likely won't be as polished as it could be, said Jan Hendrik von Ahlen, managing director of career support site JobLeads.

"I recommend [waiting] about 48 to 72 hours simply because emotional writing rarely matches what you'd write once the emotions have calmed down," von Ahlen told The Independent in an email. "And you want your LinkedIn to be as polished as possible at this moment."

A layoff can be an opportunity for an employee to rethink what type of job they want.

The steps to finding the right job require self-reflection driven by four key questions, said Alisia Gill, a career coach/strategist at Era of Enough, a corporate career consultancy for women in their 40s and 50s:

"You're not just looking for any job," Gill said in an email to The Independent. "You have criteria, needs [and] requirements. And you offer unique value...consider what matters most to you as [you] target the opportunities you pursue."

It helps to examine what qualities made you successful at the job and focus on those as you launch your job search, said executive and leadership coach Shayna Bergman, owner of Shayna Bergman Coaching.

"Get your mindset right - anyone who's just been laid off will naturally question their value and their worth," Bergman told The Independent in an email. "Look back at the times you've been successful."

"Notice what it was about you during those times that made you successful and aware of your value. Bring those times to the forefront, so that in your conversations, you're coming from a place of confidence and strength."

This mindset is important to employees who are vulnerable to believing they're not as valuable as they once believed, Vernon said.

Sometimes employees need help realizing that just because their role ended doesn't mean their value ended, too, she said.

"Remember the problems you solved, the results you created, and the work environments where you do your best work," she said. "Surfacing and documenting these will help you determine your best next step so that you can land an even more fulfilling role than your last one." more

Career development

 17h

LinkedIn for Lawyers in 2026: 10 Easy Wins Attorneys Still Overlook


For years, many lawyers treated LinkedIn like a digital résumé. Set up a profile, collect a few connections, post a firm announcement once every few months, and move on.

That "set it and forget it" approach no longer works and hasn't for a while.

In 2026, LinkedIn is a visibility engine. Your activity on the platform increasingly influences how prospective clients, referral sources, reporters,... recruiters, and even AI-powered search tools perceive your authority online.

Standing out on LinkedIn does not require hours of daily effort. You just need consistency, relevance, and a willingness to participate.

Here are 10 practical LinkedIn wins attorneys can implement right now.

1. Stop Treating Your Profile Like an Obituary

One of the biggest LinkedIn mistakes lawyers make is setting up a profile once and never revisiting it. Your first profile is not the complete story of your accomplishments. Your practice, your clients, your skills, and your goals will evolve over time, and your profile should too. Outdated experience sections, old headshots, and generic descriptions quietly undermine your credibility.

Your headline matters, especially in 2026, because AI-powered search tools increasingly pull profile summaries into search results and recommendations. "Partner at Smith & Jones LLP" tells people very little. A strong headline should explain what you do, who you help, and what problems you solve. E.g., Trial attorney helping injured victims throughout Pennsylvania, New Jersey, and Maryland.

Your About section should also sound human. Avoid legal jargon and résumé language. Write the way you would explain your practice to a potential client at a networking event.

2. Visibility Comes From Participation, Not Just Posting

Many attorneys think LinkedIn success means publishing original content every day. In reality, active participation matters just as much. Commenting thoughtfully on industry posts, congratulating colleagues, responding to discussions, and sharing perspectives all increase visibility because LinkedIn rewards engagement and conversation. Posts that invite participation from other users -- polls, surveys, questions -- also tend to perform well.

For smaller firms, this can create a valuable advantage. A coordinated group of attorneys consistently engaging with each other's content can significantly expand reach without paid promotion. Firms that treat LinkedIn as a team effort often outperform firms where every attorney operates independently.

3. Short Posts Often Outperform Long Ones

Lawyers frequently overcomplicate LinkedIn writing. The posts that perform best are often simple observations, practical takeaways, or reactions to current developments rather than lengthy legal analysis.

Some of the most effective attorney content includes:

* Three quick lessons from a recent case trend

* A practical client FAQ

* Commentary on industry news

* Common mistakes businesses make

* Short professional stories or experiences

Consistency matters far more than perfection. Attorneys who post regularly and sound approachable tend to build stronger engagement over time than those who only publish highly polished thought leadership pieces once every few months.

For more guidance on content strategy, see LISI's article: LinkedIn Posts: How to Create Content that Gets Noticed

4. Video Is No Longer Optional

You do not need a professional studio setup to use video effectively on LinkedIn. Short videos explaining a legal development, answering a common question, or sharing insights from an event can dramatically increase engagement. According to LinkedIn, video gets 5 times more engagement, and LinkedIn Live video gets 24 times more.

Captions and transcripts are also increasingly important because AI search systems analyze spoken and written content together when evaluating authority and relevance. Attorneys who consistently publish useful video commentary create additional searchable content that can strengthen both LinkedIn visibility and broader online discoverability.

5. Repurpose Content You Already Have

Attorneys often assume they need entirely new material for LinkedIn, but most firms already have more content than they realize. A client alert can become a short LinkedIn post, a carousel graphic, a short video, or a series of practical tips spread across several weeks.

One webinar can generate an entire month of LinkedIn content. A podcast appearance can become multiple short clips. Repurposing content is especially valuable for busy attorneys because it allows firms to maintain visibility without constantly reinventing the wheel.

6. AI Search Is Changing Why LinkedIn Matters

LinkedIn activity increasingly influences how attorneys appear in AI-generated search results and summaries. Generative AI tools pull information from trusted professional sources to identify relevant experts, summarize perspectives, and surface authoritative voices online, and LinkedIn is perceived as a trusted source.

This means attorneys who consistently publish valuable commentary and are therefore perceived by the LinkedIn and AI algorithms as thought leaders in their field may gain visibility well beyond LinkedIn itself. It is also crucial that your LinkedIn profile showcases your practice and your expertise.

At the same time, generic AI-generated content can damage credibility because readers quickly recognize content that lacks personality, judgment, or practical insight. While AI can be extremely useful for brainstorming ideas, repurposing existing material, summarizing long articles, or helping attorneys maintain consistency, it should support human expertise, not replace it. The firms that benefit most from AI will be those that use it to amplify authentic perspectives rather than to automate bland content.

7. Stop Posting Only Self-Congratulatory Updates

Many law firm LinkedIn feeds are dominated by awards, verdicts, rankings, speaking engagements, and firm announcements. While those updates have their place, they should not become the entire content strategy because they do not build credibility, and audiences eventually tune them out.

People follow attorneys for insight and relevance, not constant self-promotion. Educational content, practical commentary, and timely observations typically generate far stronger engagement over time because they provide value to the reader rather than simply celebrating the firm.

We explore this issue further in the following: LinkedIn for Lawyers: Beyond the Self-Congratulatory Post

8. Timing and Tone Matter More Than Many Lawyers Realize

LinkedIn etiquette still matters, especially for attorneys trying to build long-term professional relationships. Overly aggressive pitching immediately after connecting often pushes people away, as does posting content that sounds excessively formal or self-important. The most effective attorney content tends to feel conversational, practical, and accessible. Lawyers should aim to sound authentic, knowledgeable, and approachable rather than overly polished.

Timing matters too. Firms that post consistently throughout the month generally perform better than firms that disappear for long stretches and suddenly flood the platform with content.

9. Build Visibility as a Firm, Not Just Individually

Law firms often underestimate the value of coordinated participation. When attorneys engage with each other's posts, amplify firm insights, and share practice group content, the overall visibility of the firm grows significantly.

This is particularly important for small and mid-size firms competing against larger firms with larger marketing budgets. Firms that encourage collaboration, cross-promotion, and consistent participation across attorneys can create far greater visibility than firms relying on one or two highly active lawyers.

And don't forget to show some LinkedIn love to your peers and referral sources. It won't go unnoticed, and many will reciprocate.

For additional insight on maximizing your reach on LinkedIn, see: LinkedIn for Law Firms: Navigating the Algorithm to Maximize Reach

10. The Lawyers Winning on LinkedIn Are Usually the Most Consistent

The attorneys building meaningful visibility on LinkedIn are not necessarily the loudest or most polished. More often, they are simply the most consistent. They show up regularly, share useful perspectives, engage with others, and continue participating even when immediate results are not obvious. Over time, their network expands exponentially, along with their authority on the platform.

Attorneys who remain active and visible are also more likely to stay top-of-mind with LinkedIn users -- referral sources, former clients, journalists, conference organizers, and prospective clients. In a digital environment increasingly shaped by AI, staying consistent creates long-term visibility advantages that occasional posting simply cannot match.

Why LinkedIn Visibility Matters More for Lawyers in 2026

LinkedIn represents one of the most accessible opportunities to build visibility, strengthen professional credibility, and remain competitive, particularly for attorneys at small and mid-size firms. The lawyers gaining traction on LinkedIn in 2026 are the ones participating consistently, sharing useful perspectives, engaging with others, and adapting to the ways people and AI-powered search tools now discover authority online.

A strong LinkedIn presence no longer functions as a static online résumé. It is an active part of reputation management, professional networking, business development, and search visibility. Firms that approach LinkedIn collaboratively, encourage attorneys to participate regularly, and focus on useful, human-centered content will be far better positioned than firms that continue treating the platform as an afterthought.

Most attorneys know they should be more visible on LinkedIn. The challenge is finding the time to consistently create content, manage marketing strategy, and keep everything moving while also running a law practice. Too often, marketing becomes another task that gets pushed to "next week" while competing firms continue building visibility and credibility online. more

Career development

 21h

Alexandra job seekers mobilise amid feelings of being ghosted by employers


Tired of unanswered applications, young job seekers are taking their CVs door‑to‑door again.

After years of fruitless searching, young people in Alexandra say they have lost faith in online job application systems that consistently yield no responses.

"I used to submit CVs. For the past two years I did not get any reply," one of many frustrated job seekers, Lihle Nqothe, said.

Nqothe is among... many young people battered by the hidden costs of job searching, the money and time spent printing CVs and travelling between companies, only to be met with silence. For many, the lack of any feedback leaves them demoralised and in the dark.

Phila Bodoza, who is now in his third year of job hunting, expressed similar frustration. "Companies do not get back to us when we do the online applications." He noted that emails, online job portals, and digital submissions have all failed to produce results for him.

This collective disappointment has pushed many towards a single remaining option, mobilising together to demand recognition and visibility. Now, as they mobilise and go door-to-door as a group, they are hoping employers will notice the faces behind hundreds of applications that are never responded to. "When you are alone," said Nqothe, "sometimes you meet a security guard who says he will hand over your CV to the right person, but they do not."

Mush Raletjena, chairperson of the SA Job Seekers Movement, confirmed that these struggles are widespread. He said an earlier survey conducted by the movement identified the online job application system as one of the most pressing challenges facing young people. "It fails them. A person would apply for multiple posts and wouldn't get any response about their application."

He said applicants rarely receive invitations for interviews, or even basic acknowledgement that their applications have been received.

Also read: SA Job Seekers demand GNU initiate job summit

Some young people acknowledged the practical reality, noting that companies often receive hundreds, sometimes thousands, of applications for a single position and cannot realistically respond to every candidate. Yet Raletjena maintained that this systemic silence remains deeply discouraging, and it erodes confidence and demotivates job seekers.

The challenges extend beyond post-application feedback. Internet accessibility poses a significant barrier, particularly in underprivileged communities like Alexandra, according to Raletjena. "What about those who do not have internet access due to lack of data?

"Most young people are using social data and WhatsApp data. They cannot apply with that."

He said, because of these challenges, they are returning to traditional, labour-intensive methods. more

Career development

 21h

Why managers are struggling to spot real talent in the age of AI | Chattanooga Times Free Press


Artificial intelligence is reshaping the hiring landscape faster than most business leaders expected. Recent research from talent solutions and business consulting firm Robert Half shows that more than half of executives believe AI will create jobs and fuel growth over the next two years. But while AI is helping companies work smarter, it's also introducing new and unexpected challenges in the... hiring process.

One of the biggest issues emerging today is the "mirror résumé." Powered by generative AI tools, we've seen a rise in applications that closely reflect the exact language of a job description yet don't always represent a candidate's true skills or experience. While the résumé looks perfect and the match rate is high, interviews often reveal that some applicants can't speak to what's on the page.

This disconnect is slowing down hiring at a time when many businesses are already short-staffed. Nearly two‑thirds of hiring managers tell us that AI‑generated applications are making it harder to identify qualified talent, and 58% say it's now more difficult than it was a year ago to determine whether a candidate genuinely has the skills the role requires.

More Applications, Longer Timelines

For employers, the rise of AI‑assisted job applications is as much about application volume as it is about résumé quality. AI tools allow candidates to apply to more roles more quickly, meaning hiring teams are sorting through significantly larger applicant pools -- sometimes upwards of 1,000. That creates more work up front: additional screening steps, deeper interviews, and more time verifying whether a candidate's skills translate into real‑world performance.

This added friction is hitting at a moment when companies need skilled talent the most. Only 6% of hiring managers say they have the talent needed to meet current business demands. In some specialties including legal, marketing, finance and technology, the gaps are even more pronounced.

For Job Seekers: AI Is a Support Tool, Not a Stand‑In

Despite the challenges, AI can still be a valuable asset for candidates, when used responsibly. The strongest applicants use AI to enhance their materials while carefully reviewing for accuracy and authenticity.

A few guiding principles:

Use AI to sharpen your résumé. Let it help you format, proofread or tighten your wording, but ensure everything you include is true and experience‑based.

Prioritize real examples over keyword stuffing. Hiring managers want to hear specific achievements you can clearly explain in an interview.

Lean into uniquely human strengths. Interpersonal skills like communication, problem‑solving and adaptability matter even more in an AI‑powered job market.

Candidates who can combine technical literacy with strong soft skills will continue to differentiate themselves.

For Employers: Focus on Validation and Capability

On the employer side, success in the AI era requires a more thoughtful, skills‑based approach to hiring.

These strategies can help streamline the hiring process:

Deepen your evaluations. Behavioral interviews, sample work and practical assessments help confirm whether a candidate can do what they say they can.

Clarify job descriptions. Precise, skills‑focused language can reduce the volume of generic or AI‑optimized applications.

Use trusted hiring partners. Nearly nine in ten managers say staffing firms help them navigate AI‑related hiring challenges by vetting talent, verifying skills, and reducing application noise.

At Robert Half, we're helping companies look beyond résumés to assess real capabilities, track record, and culture fit.

What This Means for the Job Market

Despite headline‑grabbing layoffs, the hiring landscape remains active. Sixty percent of employers plan to add permanent staff in the first half of 2026, and another 55% expect to bring on more contract talent to fill critical gaps. Business confidence is rising, and demand for skilled professionals remains strong.

AI is transforming jobs, and the most significant opportunities will go to professionals who can pair AI literacy with human judgment and problem‑solving. For employers, the path forward is clear: invest in stronger evaluation methods, embrace blended teams, and focus on the real capabilities that drive business success.

Mallory Smith serves as an expert at Robert Half, specializing in recruiting and staffing for administrative and customer support roles. She is an active board member with the local chapter of the Society of Human Resources Management (SHRM) and has served on many Chattanooga-area boards in the past. more

Career development

 21h

The Middle School Summer Is the Most Underrated Inflection Point in a Child's Education... Here's What Parents Get Wrong About It


The middle school years are often treated as a bridge. They are deemed important, but perhaps not decisive. In reality, middle school years mark one of the most consequential inflection points in a child's development. And nowhere is that more visible than in how families approach summer.

Parents can sometimes fall into two predictable traps. High-achieving families may turn summer into a tightly... packed schedule, a kind of informal résumé builder without a break. On the other end, there can be a more permissive approach that treats summer as a total break, with few expectations and even fewer boundaries. Both instincts are understandable. How do parents find that balance?

Middle schoolers don't need a perfect summer. They need the right kind of summer, one that is balanced. First, they need unstructured time: real, unscheduled, occasionally even boring time. This is when identity development quietly takes root. During the school year, their days are defined by external expectations such as grades, teachers, social dynamics, and extracurriculars. Summer offers a rare chance to ask, "What do I actually like?" without immediate pressure or evaluation. When every hour is programmed, that question never gets asked. Kids move from activity to activity without reflection, which can delay the development of self-awareness and intrinsic motivation.

Parents may ask how they do this, with screens often filling unstructured time. This becomes an important boundary to set at the beginning of summer: removing screens for an agreed-upon part of the day to set aside time to journal, read, daydream, and interact face-to-face with family and friends.

Second, they need one meaningful stretch challenge. A single commitment that requires effort, persistence, and a bit of discomfort can prove more valuable than a portfolio of half-engaged experiences. This could be learning to code a simple app, training for a long-distance race, writing a short story collection, getting back on track in a single subject of study, or tackling a demanding creative project. If they need guidance, a summer course that focuses on a specific goal or challenge can help them stay motivated and on track. The key is depth over breadth. When kids are spread thin across too many activities, they rarely experience the full arc of struggle, adaptation, and eventual competence. That arc is where confidence is built. It's not from checking boxes, but from proving to themselves that they can stick with something hard.

Third, they need a reset on family connection. This is the window before the adolescent pull away accelerates...when independence naturally increases and peer relationships begin to take precedence. Summer offers a unique opportunity to reinforce trust, communication, and shared experiences without the constant rush of the school year. That doesn't have to mean forced "family time" or elaborate vacations. It can be as simple as regular dinners, shared routines, neighborhood walks, or low-pressure time together. The goal isn't control; it's connection.

What we, as parents, often get wrong is assuming that more structure automatically leads to better outcomes, or that less structure equals freedom. In reality, middle schoolers benefit from a thoughtful balance: enough space to explore, enough challenge to grow, and enough connection to feel grounded.

This stage isn't about maximizing every moment for future gain, nor is it about pressing pause on development. It's about recognizing that growth during early adolescence is uneven, internal, and often invisible. The most impactful summers won't always look impressive on paper. They'll look like a child who returns to school a little more self-aware, a little more resilient, and a little more connected to the people around them.

That's not an underrated outcome. It's the foundation for everything that comes next in their academic journey and personal development.

About Daisy Salazar, Stratford Pleasanton Middle School Principal

Daisy Salazar serves as Principal of Pleasanton Middle School at Stratford School. For more information, visit https://www.stratfordschools.com and follow Stratford School on Instagram at https://www.instagram.com/stratfordschool/ more

Career development

 6d

Tips for a Successful First Job Interview


The first job interview is one of the last steps to getting the job of your dreams. It is especially nerve-wracking if you have just graduated and are looking for a place of work. Perhaps you do not know where to start and who to ask. Everything stresses you out because, in the world of work, you are a beginner.

Getting to the process of a job interview means you have done a lot of things... right. That is, you have managed to get the recruiter interested in your resume. They think you are a promising candidate and can potentially fill the position.

Obviously, a job interview is crucial to getting a job offer, as it allows people from the company to get to know you better. You should pay attention to how to prepare for your first job interview and how to act in the best way possible. Here is what you need to know:

1. Learn information about the company

Forget about coming for an interview without reading or hearing about the organization or the position. It may not be easy to find specific information about the company, but you can look through its website and, if it is a huge company, read the news.

Regarding the interviewer, the basic thing is to see if they are present on social networks such as LinkedIn to know a little about their professional life and what type of content they share. What if they post information about the company or how to get a position?

Look for as much information as possible about the company, its history, values, and what it has recently stood out for. This can help you look responsible.

2. Talk about your professional experience

Recruiters can ask you about your previous job experience. If you do not have it yet, admit it. There is nothing wrong with it. Read your resume and highlight what you would like them to hear. You can talk about your volunteer experience or point out that you had internships.

Speak positively about your previous experience if you have any and describe your most important achievements that are related to the position you are applying for. Try to make it sound like a story to grab the interviewer's attention.

You can also add a speech lasting no more than 2 minutes in which you can express your strengths, abilities, what you are most passionate about that is related to the position, and what you can contribute to the company if you are selected.

3. Dress appropriately

Your resume has managed to generate a positive image that has caught the attention of the recruiter. However, the first impression is key since it allows people from the company to know if you are the right person and if you fit into the culture of the company.

Therefore, it is advisable to do some research on organizational culture. This can give you information about possible dress codes and what type of wear they prefer.

The first impression can be decisive, and the idea is that you should wear clothes according to the sector in which you are presenting yourself as a candidate. Choose formal, well-presented, and neat clothes.

Avoid distractions such as necklines, colorful or large accessories, excess makeup, or too elaborate hairstyles.

4. Be calm

You can be asked questions about your weakness, what you would like to improve in yourself, or anything that may perplex you. Answer calmly and think ahead of time about what to say.

For example, do not expose weaknesses that could pose a problem for that job position. That is, if you are applying for a position that involves the use of technology, do not say that you are bad at it. Instead, you can say that you are still improving what needs to be enhanced.

5. Arrive on time

Go to sleep early and wake up at least an hour before the interview starts. If the interview is virtual, prepare your computer and web camera.

However, it is not necessary to arrive long before the interview. Find out how much time it will take to get from your house to the company's office and plan your journey.

6. Pay attention to your body language

Avoid crossing your arms, hiding your hands, and constantly touching your face. Control the movements of your legs, feet, and trunk. If you do not, it will make seem that you are nervous.

Always look the interviewer in the eyes and try to smile whenever necessary.

7. Listen carefully to the questions

When asked something, try to be polite and attentive. Do not lie or exaggerate. Make it seem effortless and calm.

Do not interrupt the interviewer. Speak without hesitation, and do not go into too much detail. At the end of the interview, you can ask questions about the position, company, or its owners. You can also say that it would be a pleasure to work at the company. Do not forget to thank the recruiter for their time. It will make you look positive in their eyes.

8. Be genuinely interested

If you did not find the information you wanted to know on the website, ask recruiters. You may also want to know specific questions about the salary, if it is possible to work remotely, or anything else. If you do, do not hesitate to ask.

Additionally, ask for their contact information. If you forgot to get it after the interview, you can find the recruiters' contacts on Nuwber.

These small actions will make you look genuinely interested. It can benefit you in the long run.

9. Follow up after the interview

The tips for a successful first job interview are not only related to preparation. It is especially important to follow up after one week. Therefore, if you have not received a response after your interview, a good option is to write an email or make a call.

Get more information about the selection process because some companies clarify that they can take more time. If you know that they take more than a week, wait a bit longer. However, try not to go overboard. Do not write multiple emails asking if they have hired you or not. Be patient and prepare to get the job of your dreams. more
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Career development

 1d

How Jobseekers Can Manage Finances During a Career Transition


A career transition can be exciting, stressful, and uncertain all at the same time.

Whether you are changing industries, leaving a role, recovering from a layoff, re-entering the workforce, or searching for a better opportunity, the process often affects more than your professional life. It can also change how you spend, save, and plan from month to month.

Jobseekers may need to manage income... gaps, interview costs, transportation, training, childcare, relocation, and everyday bills while waiting for the right role. Even when the move is positive, the financial side can feel unpredictable. A clear plan can help you stay focused, reduce stress, and make better decisions while you work toward your next opportunity.

Understand Your Current Financial Picture

Before making major decisions, take a close look at your current finances. Review your savings, checking account balance, monthly bills, debt payments, and upcoming expenses. If you are still employed while job hunting, calculate how much you can set aside before making a move. If you are already between jobs, estimate how long your savings can cover essential costs.

This does not need to be complicated. The goal is to understand where you stand. Knowing your numbers can help you decide whether you need to cut back immediately, look for temporary income, contact creditors, or adjust your job search timeline.

It is also helpful to separate fixed expenses from flexible ones. Rent, utilities, insurance, groceries, transportation, childcare, and minimum debt payments usually come first. Dining out, subscriptions, travel, and nonessential shopping may need to pause until income becomes steady again.

Build a Transition Budget

A transition budget differs from a regular budget because it is designed to account for uncertainty. Instead of planning around normal spending habits, it focuses on protecting the essentials while you move through the job search process.

Start by listing what must be paid each month. Then decide what can be reduced, paused, or delayed. You may temporarily lower entertainment spending, pause memberships, cook more meals at home, use public transportation when possible, or delay large purchases. These changes do not have to last forever. They are simply tools to help you create breathing room during the transition.

A good transition budget should also include job search expenses. Looking for work can cost money, especially if you need professional clothing, resume help, portfolio updates, certifications, networking events, transportation, parking, or technology upgrades. Planning for these costs ahead of time helps prevent surprises.

Be Strategic About Job Search Spending

It is easy to overspend during a job search because many expenses feel like investments in your future. Some are worth it. A strong resume, reliable internet access, appropriate interview attire, or a required certification can help you compete for better opportunities. However, not every paid service or upgrade is necessary.

Before spending money, ask whether the expense directly improves your chances of getting hired. A required license or industry-recognized certification may be valuable. A costly course with vague promises may not be. A polished interview outfit may be useful, while buying an entirely new wardrobe may be unnecessary before you know the expectations of your next role.

Whenever possible, look for free or low-cost resources. Libraries, workforce centers, professional associations, alumni networks, and online communities may offer resume reviews, interview preparation, job boards, or training resources at little or no cost.

Use Credit Carefully and Positively

Credit cards can be helpful during a career transition when used carefully. They may provide flexibility for essential expenses, job search costs, or temporary cash-flow gaps. The key is to use them with a clear repayment plan rather than treating them as extra income.

If you need to use a card for essentials during a career transition, an interest calculator credit card tool can be a useful resource because it helps you estimate how much a balance may cost over time based on APR, payment amount, and payoff timeline, making it easier to plan ahead and choose the most manageable repayment strategy.

This kind of tool can turn uncertainty into clearer numbers. Instead of guessing what a balance might cost, you can compare payment options and make informed decisions. If the cost looks too high, you may decide to reduce the charge, use savings, ask about payment plans, or find another short-term solution.

Explore Temporary Income Options

A career transition does not always mean waiting without income. Depending on your situation, temporary work can help cover essential expenses while you continue searching for the right role.

Freelance projects, consulting, tutoring, gig work, seasonal jobs, part-time roles, or contract assignments can provide cash flow without requiring a long-term commitment. You might also sell unused items, take on short-term local work, or offer services based on your existing skills.

Temporary income can also help you avoid dipping too deeply into savings. Even a small amount of extra money each week can cover groceries, transportation, or utilities while you continue applying and interviewing.

Review Benefits and Final Pay

If you are leaving a job or have recently been laid off, make sure you understand what money or benefits may still be available to you. This may include your final paycheck, unused vacation payout, severance, unemployment benefits, continuation of health insurance, retirement accounts, or employer-provided career support.

Timing matters. Your final paycheck may arrive on a different schedule than expected, and benefits may end sooner than you assume. If you are eligible for unemployment benefits, apply as soon as possible and follow all requirements carefully. If you receive severance, decide how to stretch it across essential expenses rather than spending it quickly.

Health insurance deserves special attention. A gap in coverage can create financial risk, especially if a medical issue appears during your transition. Compare available options such as employer continuation coverage, marketplace plans, a spouse or partner's plan, or other programs you may qualify for.

Prepare for the First Paycheck Gap

Even after accepting a job offer, you may still need to manage a final stretch without full income. Start dates can be delayed; payroll cycles may mean waiting two or three weeks for the first paycheck; and onboarding may entail upfront costs such as commuting, parking, clothing, or equipment.

Before celebrating too freely, map out the time between accepting the role and receiving the first paycheck. Keep your transition budget in place until income is actually flowing again.

Final Thoughts

Managing money during a career transition is about staying steady as life changes. You may not be able to control every part of the job search, but you can control how you plan, spend, borrow, and prepare.

By focusing on essentials, using credit thoughtfully, exploring temporary income, protecting benefits, and rebuilding once your new role begins, you can move through the transition with more confidence and less financial stress. more

Career development

 1d

The best way to handle the 'Tell me about yourself' question in a job interview and how to explain a layoff


Few interview questions are as predictable or as anxiety-inducing as "Tell me about yourself."

Candidates often treat it as an invitation to recite their résumé from top to bottom. Recruiters say that's the wrong move.

Three career coaches and recruiters told Business Insider that the question is less about your autobiography and more about whether you understand the role, can communicate... clearly, and know how to position yourself as the right fit.

"The No. 1 pitfall is that people make the answer way too long," Madeline Mann, an author and job market and career strategy expert, told Business Insider. "This is not the main event of the call. It's barely even the drum roll."

Stick to what's relevant -- and sell yourself

Recruiters already have your résumé, so what they're really looking for is context, the experts said.

"What they need to know is can you do the job that they need you to do," Fran Berrick, a decadelong career coach, told Business Insider. "That's not something that can necessarily be answered from your résumé."

Berrick recommends a "one, two, three punch" structure: an opener explaining your mission, a few examples that prove your qualifications, and a closing section about why you want this specific role.

"The close is always about what attracts you to the employer," she added. "Don't turn your answer into a rambling laundry list of facts. You need to think about why you are in that seat."

Mann said she recommends starting the answer by briefly summarizing who you are professionally and how your experience connects to the job, and then walking through the most relevant experiences from your recent roles in reverse-chronological order.

"For example, if you're an executive assistant applying for a social media manager position, instead of focusing on scheduling meetings, highlight the social media work you handled, even if it was only 10% of the job," Mann added.

Caroline Ceniza-Levine, a longtime recruiter and executive coach, told Business Insider that candidates should think strategically about what makes them memorable and resist the urge to rotely walk through their experience in chronological order.

She said that preparation is key and that candidates should spend more time researching their interviewer.

"If you know the interviewer shares a background or connection with you, like attending the same school or the same church," said Ceniza-Levine, "Mentioning it can help build rapport quickly."

How to explain a layoff

For candidates affected by layoffs, especially in tech, career coaches said honesty and brevity are the best approach.

"I am not seeing candidates being penalized at all for being victims of layoffs," Mann said.

Mann said she recommends acknowledging the layoff directly while emphasizing that you enjoyed the role and would have stayed if given the chance.

"'I loved working there. I did not want to leave, but there ended up being companywide layoffs,'" she suggested candidates say.

Ceniza-Levine said candidates with long employment gaps should focus on showing they stayed engaged professionally through projects, volunteering, and networking.

"You want to establish that my skills have not atrophied, my network hasn't atrophied, my knowledge is still up to date," she said.

Berrick said candidates should be upfront about being laid off since major layoffs, like when Meta recently cut 8,000 employees, are not secrets, but they should avoid criticizing former employers.

"Never badmouth a previous employer," Berrick said of addressing a layoff. "Recruiters want to know that you have emotionally dealt with it, processed it, learned from it, and can be professional and mature about it." more

  • AMOS MOIJUEH

    1d

    Has not given an answer to the question


    Tell me about yourself

Career development

 1d

RIP cover letters


Judd Kessler's research assistant positions at Wharton have been sought after by economics students for the last 15 years. The jobs are especially attractive to students considering a Ph.D. in economics or a related field because they offer a firsthand look at what academic research entails. Each fall, the inaugural Howard Marks endowed Professor draws some 50 applicants for just four or five... spots. Lately, though, recruiting has become a nightmare -- not because of a lack of talent, but because nearly every applicant now appears exceptional.

"I used to get really good cover letters, and be like, 'oh, I should really talk to this person, and prioritize those people,'" Kessler says. "And now I don't."

Unlike recruiters sorting through standardized applications, Kessler has historically relied on direct emails from students to spot standout candidates. The problem, he says, is that AI has made it too easy to generate polished, hyper-personalized cover letters in seconds -- each of them festooned with winsome references to his academic papers and charming explanations of why a student wants to work with him. He's also seen applications rise roughly 20% over the past year.

"All of the best cover letters have come in the last 12 months," Kessler tells me, adding that they all follow a uniformly detailed structure of why they should work for him.

So it's harder to tell whether students are genuinely interested in his work or if they're sending tailored AI-generated messages to dozens of professors, whom he says are seeing the same trend. Increasingly, he relies on other signals: recommendations from faculty, classroom performance, and referrals from colleagues.

Like the résumé, the beleaguered cover letter, long a crucial, if dreaded, part of the hiring process, is dying in the age of AI.

"Cover letters are definitely becoming less important," says Paul Farnsworth, president of the tech recruiting platform Dice. Similarly, Bonnie Dilber, senior manager of talent acquisition at Zapier, says that all cover letters look the same with AI, making them an ineffective tool to parse candidates.

"They're carrying less and less weight because they can be so easily tailored or crafted to match the role and misrepresent someone's experience," Dilber says.

Cover letters started to gain popularity in the 1950s, as the American workforce shifted towards service-sector and knowledge work. By the 1990s, a cover letter cottage industry had emerged, full of books and guides on the art of self-promotion.

But the cover letter's influence has been waning for more than a decade, and in recent years, job seekers and recruiters have grown openly frustrated with the practice. In 2017, a former Apple recruiter told Business Insider that "Cover letters have got to die."

Marie Christine Padberg, a partner and global talent attraction coleader at McKinsey, says that the consulting giant stopped requiring cover letters a few years ago. Padberg said the firm tells applicants that there's "no need," although they are welcome to if they wish.

"They're long gone," Padberg says. "No more cover letter."

Scott McGuckin, Cisco's vice president of global talent acquisition, says that the company hasn't required cover letters for years. Instead, candidates often use the "objective" or "summary" section at the top of their résumé to briefly explain their background and fit for the role.

They're long gone. No more cover letter.

"We find this approach significantly more effective for our recruiters and hiring managers to quickly gauge a candidate's fit," McGuckin tells me.

Google ditched cover letters at least five years ago, telling applicants on its "how we hire" page: "A word on cover letters: we don't require them, so focus your time on crafting your résumé." Amazon has taken a similar stance for years, telling applicants in its online FAQ: "Being a peculiar company, we don't accept cover letters. Just ensure your résumé is up to date and you're all set."

Now AI has made Amazon much less peculiar -- and much more the norm.

Brian Myerholtz, Boston Consulting Group's global head of talent acquisition, says that BCG stopped requiring cover letters in North America nearly a decade ago, well before generative AI entered the picture. As applications surged, he said, reviewing cover letters became increasingly impractical for recruiters -- and AI has only accelerated that shift. Before AI, a cover letter may have been used as the deciding point between two candidates. That's no longer the case, and it's similarly no longer perceived as an indicator of increased interest, Myerholtz says.

"It takes a couple of minutes for ChatGPT to write up your cover letter," Myerholtz says, adding that, "it's probably not a real writing sample or insight into how the person thinks anymore."

As AI undermines both the cover letter and the résumé, job seekers are increasingly confused about how to stand out in the application process. In the AI era, "show your work" has become the new norm as employers look for more direct ways to evaluate candidates. That shift is evident in everything from increased monitoring of how employees use AI tools on the job to hiring.

Employers are seeking deeper evidence of candidates' abilities rather than solely relying on traditional application materials. One engineering vice president at LinkedIn previously told Business Insider that, in the AI era, technical candidates may need to go the extra step of demonstrating side projects to show technical acumen. In January, the company launched partnerships with AI platforms like Descript and Lovable, allowing users to earn verified skills on their LinkedIn, and giving employers "a trusted signal" of candidates' skills.

LinkedIn's head of global talent acquisition, Erin Scruggs, tells Business Insider it's more interested in seeing a candidate's skills than reading about them. She says the company, which doesn't require cover letters internally, finds a LinkedIn profile says "far more" than a cover letter because it showcases a person's experience, skills, and personal brand in one place.

BCG's Myerholtz similarly says the firm is increasingly turning to other assessments, like an online case, behavioral assessment, or personality test, to narrow the pool. Dilber, at Zapier, says employers are increasingly looking at GitHub repositories, speaking engagements, and live skills assessments to gauge expertise. Cisco's McGuckin says he's seeing a similar shift toward more detailed skills sections on résumés, helping recruiters evaluate both technical abilities and "meta" skills.

Amit Kumar, managing partner and global head of consulting at Wipro, says that cover letters were more useful during the "snail mail" era when candidates needed to introduce themselves. Today, CVs indicate relevance faster -- and in a fast-moving hiring market, direct interaction has become increasingly important, he says. He says personally getting on the phone with candidates as early as possible is "critical" to assessing talent, and allows employers to evaluate key qualities like learning agility and judgement, which are difficult to evaluate through cover letters alone. Kumar says he no longer waits until the final round to meet candidates.

The cover letter can still serve its original purpose, particularly in industries where strong writing and communication skills remain highly valued. Farnsworth, president of Dice, said some candidates continue to submit cover letters even when they're not required. In those cases, the additional context can help explain employment gaps, career pivots, or other experiences that may not be fully reflected in a résumé.

"It doesn't hurt in some organizations," Farnsworth says, adding that "it's easier to discard it than it is to miss it."

In an era of fierce competition and an oversaturated talent pool, some candidates still cling to the cover letter as an extra signal of effort, even if it's unclear whether it makes a difference -- or if it's even read. Charles Broomfield, a 26-year-old engineering analyst, says that in his recent job search, he submitted cover letters for roles he really wanted -- including Google, where he wound up. In the end though, neither his résumé nor his cover letter were referenced in interview questions.

Ana Altchek is a reporter on the careers and leadership desk, where she writes about workplace trends and how AI is reshaping the roles of software engineers. more

Career development

 1d

Rejected from over 10,000 jobs in 18 months, system engineer with 20 years of experience is now homeless; says getting job isn't the hardest challenge anymore


A veteran system engineer says he became homeless after submitting more than 10,000 job applications over 18 months despite having 20 years of experience and multiple IT certifications. His viral Reddit post has sparked debate about the job market, with the tech worker revealing that finding a private place to attend interviews is now a bigger challenge than applying for jobs.

The US Bureau of... Labor Statistics puts the US unemployment rate around 4.3%, representing roughly 7.4 million unemployed Americans. On paper, the labor market data from April appears relatively stable, with nonfarm payroll employment continuing to grow. But statistics often fail to capture the personal toll behind prolonged joblessness, especially for experienced professionals struggling to re-enter the workforce.

A veteran IT professional claimed in a viral Reddit post that he submitted more than 10,000 applications over 18 months without finding stable employment. Posting on Reddit's r/jobsearchhacks forum, the user said the prolonged search cost him his home, car, and financial stability despite more than 20 years of experience in systems engineering and IT infrastructure.

The poster described a career that included work as a systems engineer, Windows server administrator, and endpoint engineer, along with VMware, Microsoft, and networking certifications. Yet, despite applying to more than 20 jobs a day, using multiple versions of his résumé and even paying for professional résumé-writing services, he says nothing has worked.

"18 months of constant trying," he wrote. "Lost house. Everything is gone. Car, everything." The Redditor said his remaining possessions consist of a laptop, a phone, a few changes of clothes and a hygiene kit.

'Difficult to not be in public' during job interviews

Beyond the financial hardship, the poster highlighted another challenge that many job seekers may never consider: interviewing while homeless. "Even if I could get an interview, it's difficult to not be in public for a Zoom with recruiter when you live in public," he wrote.

He also said housing and homeless assistance programs in his county and neighboring areas were not accepting new clients.

"If you have bad luck in the USA these days, get a helmet. You are on your own," he added. The post quickly gained traction, drawing hundreds of comments from users offering practical advice, emotional support, and criticism of the current job market.

20-year system engineer loses home after 18-month job search; says getting a job is not the difficult part anymore, surviving is

Reddit users suggest libraries and community colleges for interviews

One of the most common suggestions involved using public libraries as a safe and private place for virtual interviews. "Man I'm one step behind you brother. I recommend the library for interviewing. See if you can book a conference room, if they have em," one commenter wrote.

Another user added that their local library had a dedicated booth designed specifically for calls and virtual meetings. Several commenters echoed the recommendation, with one sharing a positive experience at a community college.

"I went into one nervously asked if I could use a room for a Zoom call, was scared they'd say no because I wasn't a student. They said yes & that it's called community college for a reason," the commenter wrote.

Tech professional says 18 months of job hunting ended in homelessness, sparking debate among redditors about hiring practices in US

Others praised public libraries as valuable community resources. "For almost any problem in life, go to your public library," one user wrote. "If they can't help you themselves, they will usually be able to tell you where to go."

A debate on hardships experienced jobseeker face in today's job market

The discussion also sparked broader concerns about the state of the employment market, particularly for experienced professionals. One commenter argued that the poster may be trapped in a difficult position where extensive experience becomes a disadvantage rather than an asset.

"20 years of experience and you're 'overqualified' for retail and 'not the right fit' for tech. Maybe we shall change the system?" the user wrote.

While some questioned whether there might be factors beyond the résumé affecting the job search, many expressed concern that a highly experienced technology worker could spend a year and a half applying for jobs without success.

The unresolved question from the post is, if someone with decades of technical expertise, certifications, and persistence cannot find a way back into the workforce, what does that say about the state of today's job market? more

Career development

 1d

Aaira's Adventures: Five letters, four vowels, infinite typos


In each installment of Aaira's Adventures, Aaira Goswami '27 captures the fleeting emotions and quiet reflections of life at Stanford, exploring moments of growth and discovery. From joyous experiences as an international student to unraveling the unexpected, join her journey of learning more about life here.

"Hey Aria, hope you are doing well!"

"Hello Aira, thanks for reaching out!"

"What's up... Ayra?"

"Hi Bryan, thank you for your response!"

To the algorithms, I am a typo. To a rushed TA, I am an enigmatic arrangement of vowels (Ayra). And occasionally, in moments of peak mid-quarter exhaustion, I am a completely different human being named Bryan.

More often than not, I get responses where people have misspelled my name. It happens in high-stakes job interviews, casual emails from friends, logistics threads for campus clubs and introductions from friends of friends.

For the longest time, my policy was simple: shrug it off. Don't think too much about it. Don't cause a scene.

Here is how the internal routine usually goes. I look at the text, I let out a little sigh and I type my response without correcting them. Sometimes, if I am already having a rough day, the routine involves a tiny, private squeal directed at my laptop screen: "The correct spelling is literally right there in my email address!" But then, I move on anyway.

During my sophomore year of college, I started a running joke on my Instagram story, posting every time a barista misspelled my name. Once, I had someone give me my coffee order with my name spelled as "AIR." Soon, I was posting every time I purchased coffee. All my life, I have just been ignoring if someone gets my name wrong. I mean after all, what am I supposed to do?

One day, after a brutal week of assignments and presentations, my friend and I headed to the campus Starbucks for a much-needed break. I said, "Get ready! I will have to take a picture again once I get this order, because even though I spell it out for them, I am sure they will write my name down incorrectly."

My friend glanced at the cashier, looked back at me, and said, "I don't think so." It caught me off guard. I was left a bit confused as to why he assumed he understood my daily experiences and struggles better than I did.

"Why?" I asked, making no effort to hide my judgment. Fortunately, we were close enough friends that he knew my side-eye did not mean I actually hated him.

"Well, look at her!"

I saw the cashier wearing a badge with her name spelled out. It was a rather hard spelling that I would have gotten wrong if I had not known it before.

"Her name is unique. Just like yours. I bet people have a hard time spelling her name, so she will try her best to ensure your name is spelled correctly. Wouldn't you?"

That was something that I had always thought of, but never put together like that. I was really glad he did.

For the first time in forever, I received my coffee with my name spelled correctly.

It made me reflect on my name a lot more. It was a name that I often got compliments for, but I personally struggled with actually admiring it. It was especially hard when people couldn't say it. In one of my classes, my professor had a different pronunciation for my name every other day. It was slightly disrespectful but I had convinced myself it was too late to correct her.

However, in hindsight, my name has been a major asset, always helping me stand out effortlessly. On the first day of class when I sat down and placed my name card, my professor looked at my name card and said, "that's surely a lot of vowels." I laughed and realized that he was never going to forget my name. I have started to embrace my unique name and feel much more proud of it now. more

chisha brandz
Career development 1w
i graduated as a registered nurse 6years ago,i ve been applying for different hospitals,companies but never been lucky enough to get picked or even called for interviews ,its really stressing me out
how do you guys get lucky with jobs,need some practical tips and help,maybe i do it the wrong way?
9   

  • Tony Briscoe

    6
    2d

    Consider relocation. Nurses are in demand in the U.S. and if you are a travel nurse, the opportunity to make more money is greater.

  • morris ogwal

    2d

    Things are not very easy everywhere my dear, i did bachellors degree in Nutrition and dietetics and worked for and NGO for sometime but due to fund... cut, have been home 3years, done interviews with varrious negative responses like am over qualified, or am asked to pay money to some one in the recruiting team and also did one where some one had already signed a contract a day before our interview and we where just formalising his recruitment process.
     more

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Career development

 1d

8 rules for applicants: Convince yourself in the interview


However, you should always only ask banal questions about parking spaces or canteen food once you have already received an offer. In the first conversation, your questions should only relate to the job and the organization of the company.

5. Taboos in job interviews

Make sure the conversation flows smoothly. Don't answer questions too briefly, but get to the point and never stray from the topic.... Always maintain eye contact with everyone you are talking to and smile appropriately from time to time. If you are asked to briefly outline your CV, do not start with your birth, but highlight highlights that describe your motivation and that relate to your qualifications for the advertised position. Your conversation partners will definitely ask if you would like some points to be presented in more detail.

Openly address gaps in your CV or sticking points, but do not emphasize them too much. Above all, don't look for lengthy justifications for changing jobs during your probationary period or for changing jobs too frequently. State the reasons for the change briefly and objectively and focus your presentation on the future and your motivation.

A clear taboo is speaking negatively about previous employers, superiors or colleagues. It is easy for an experienced HR manager to lure you out of your reserve if the real reasons for changing jobs are based on insurmountable conflicts. So don't fall into the trap of talking out of the box. Always answer questions about the reason for the job change objectively and steer the conversation back towards the future. If you can't answer technical questions, say openly that you don't have any experience here, instead of beating around the bush or even guessing.

6. Personal life is not a topic for the interview

Your private life is also none of the HR decision makers' business. You do not have to come out about private matters during the interview and should not do so. However, some jobs also require that, for example, the family agrees that the partner is willing to travel. However, the sole point here is that such points have already been discussed with the family or will now be discussed after the conversation. Talking extensively about your family situation or very private matters have no place in the interview.

7. Pay attention to confidentiality

Taking work samples with you to the interview is a good opportunity to show the company what you have already developed or designed in the past. However, you must be careful not to present confidential documents or mention customer names without their consent. Official references from your current employer, in which you have played a key role, are not critical here and provide a good insight into the added value you bring to the company. more

Career development

 1d

2027 Grads Recruitment Starts in Japan, Only Officially


Tokyo, June 1 (Jiji Press)--Recruitment activities, such as job interviews, for college students scheduled to graduate next spring were given the official starting signal in Japan on Monday, after a bulk of those job-hunting students already received informal employment offers. Trading house Itochu Corp., highly popular among graduating students, began interviewing applicants online, and Daiichi... Life Insurance Co., set to abolish unconsented job location transfers in April next year, launched interviews in person. Every year the Japanese government imposes a nonbinding "ban" on recruitment of new graduates until May 31, about nine months prior to their graduation, to allow the students to concentrate on academic activities. But in reality, many companies ignore the ban to secure talented human resources ahead of their rivals. As of May 1, 76 pct of students seeking jobs starting next April had already received informal employment pledges, a survey by Career-tasu Inc., which operates websites to provide job-hinting assistance, showed. Nojima Corp. launched as early as September last year interviews with prospective 2027 graduates and made unofficial job offers in November "because rival firms had begun their moves," the major appliance retailer's public relations official said. Companies are also capitalizing on internship programs to enclose high-potential graduates. "As students have increasingly been joining companies that made informal job offers first, we need to act early," a recruitment official at a major restaurant chain said. END [Copyright The Jiji Press, Ltd.] more

Career development

 1d

Recruitment experts give job hunting tips for Washington grads


As thousands of college seniors graduate this spring, they are entering one of the most competitive job markets in years.

New data shows the share of Americans who are new to the workforce and unemployed hit a 37-year high last year. While the fluctuating job market is out of new graduates' control, career experts say there are steps they can take to improve their chances.

Brandi Hilliard,... associate director of coaching operations at the University of Washington Career and Internship Center, said new graduates should avoid getting too attached to their first role after college.

"Your first job will be just that, your first job," Hilliard said. "It's OK to change paths later. Most people do. It doesn't necessarily have to be your dream job. Just being open-minded to different job titles, different industries, different types of employers."

Hilliard said being open to relocating for work can help expand opportunities. She also advises students to line up faculty references before graduation.

Networking and relationship-building are also important skills for job seekers to develop, Hilliard said. While reaching out to people may feel intimidating, she said it does not have to be a formal conversation.

Seeking advice on how to enter a field, apply for a specific role or identify which skills to build before applying can be valuable, she said.

"It's worth it to learn from people who have been in your shoes and done this before or are currently working at a company you're interested in, or in an industry you're interested in," Hilliard said.

Hilliard also advises new graduates to have their resumes and cover letters ready and to tailor them to each job they apply for. She said many universities offer career support after graduation, and job seekers do not have to navigate the process alone. more

Career development

 1d

Work It - AI conducting job interviews. Here's how to ace it


More companies are using AI bots during job interviews to screen candidates before they ever speak with a hiring manager. But what exactly is the technology looking for? Can a machine really assess both technical knowledge and body language? In this Work It episode, Nat Fetalvero and Gerald Tan speak with Prashanth Sundaram, country head for Singapore at X0PA AI, about the biggest mistakes... candidates make. more