Maria Kristoff


Career development 1d
Hi! I work at the front desk with clients. It’s the season when many people get sick, so my colleague decided to eat garlic every day to stay healthy. His desk is about two meters from mine, but the smell is very strong and it’s hard to breathe. I tried joking that he could eat spinach or radishes instead, but he believes only garlic will protect him from illness. I’m not sure how much longer I... can handle it and the smell might scare our clients too.
How can I politely ask him not to eat garlic before work? Thanks

 more

  • Kiona Lee

    3h

    Warmly suggest chewing cloves and name some benefits like vitamin C and other things. It helps with breath as well.

  • Renata Fester

    9h

    Its very difficult to counter someone's personal beliefs about the efficacy of certain products for health reasons. This really is more about the... image it portrays to clients. As front desk employees, you two are the face of the company, the first impression a client gets about the company, and this is the priority. While having a kind clear conversation about the odour and it potential impact on visiting clients might be necessary as the first step, you may not have a choice about escalating this issue to HR if clients begin to complain or you suspect clients are getting an unsatisfactory first impression about the company as a result. As a professional front-line employee, your colleague should know better and should be aware that first impressions matter. All it will take is one client to come in after a bad commute or other unrelated stressor and get the whiff of garlic for things to go sideways, and the MD or CEO to get an earful, and he could lose his job.  more

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Career development

 3h

People could soon report workplace harassment during job interviews


Definitions of work and workers to be broadened by proposed legal notice

Prospective workers could soon be able to report harassment that takes place during job interviews or while seeking employment under proposed legal changes aimed at strengthening protection against violence and harassment in the workplace.

The amendments expand the definition of who is protected under workplace harassment... laws to include not only current employees but also prospective workers, including people attending job interviews.

Under the changes, which will come about through a legal notice, the term "employee" will now also cover prospective employees, meaning individuals who are seeking work, applying for a job or taking part in a recruitment process.

This means people who experience harassment during job interviews or while applying for a position will also be able to report the behaviour and seek redress.

Speaking in parliament on Monday afternoon, Parliamentary Secretary for Social Dialogue Andy Ellul said the amendments showed the government's commitment to strengthening and protecting workers' rights, and to building a work environment that offered safety, dignity and protection.

"Thanks to this amendment, every worker will have the right to work in an environment free from violence and harassment, including those based on gender," he said.

The legal changes are intended to bring Maltese law in line with the International Labour Organisation Convention 190 on violence and harassment in the world of work.

The amendments recognise the right of every worker to operate in a workplace free from violence and harassment, including gender-based harassment.

The scope of who is protected has also been broadened beyond traditional employees. The law will now apply not only to people currently employed but also to interns, trainees and apprentices, regardless of whether they are paid, volunteers providing services through voluntary organisations and individuals whose employment has already been terminated.

Violence and harassment are defined broadly as unacceptable behaviour, practices or threats that result in physical, psychological, sexual or economic harm. These actions are prohibited whether they occur physically, online, verbally or in writing, and whether they happen once or repeatedly.

The concept of the workplace has also been expanded.

It will cover not only the physical workplace but also places where workers are paid, rest or eat, as well as work-related travel, training sessions, work events and social activities linked to employment.

Work-related communications, accommodation provided by the employer and travel to and from work are also included.

Individuals found guilty of breaching the law may face prison sentences ranging from six months to two years, fines between €5,000 and €10,000, or both.

Cases of workplace violence or harassment may also be brought before the Industrial Tribunal, which may order the termination of a contract of service and award compensation for damages suffered by the victim.

The amendments will come into force once they are published in the Government Gazette. more

Career development

 4h

Update - Recruitment Scam - Norwegian Fishing Fleet Faststream Recruitment


We have been made aware of a scam involving individuals falsely claiming to represent Faststream Recruitment.

These individuals are offering jobs on the Norwegian fishing fleet and contacting candidates through messaging platforms such as Telegram. This activity is fraudulent.

If you receive a job offer claiming to be from Faststream Recruitment relating to fishing vessels, or if you are asked... to make any form of payment in connection with a job application, this is a scam and should be ignored.

We strongly advise that you do not engage with the sender, do not share personal information, and do not make any payments.

If you are unsure whether a communication is genuinely from Faststream Recruitment, please contact us directly through the official contact details listed on our website.

In today's digital age, job hunting often involves navigating through various online platforms and engaging with potential employers and recruitment agencies virtually. While this has made job searching more convenient, it has also given rise to recruitment scams that prey on unsuspecting job seekers. These scams come in various forms, from fake job postings to elaborate schemes designed to steal personal information or money. As a responsible recruitment agency, it's crucial to raise awareness about these scams to protect candidates from falling victim.

Be wary of any job opportunity that requires you to pay upfront fees for things like finding you a job, training, background checks, or equipment.

Faststream Recruitment will never ask our candidates for payment to secure them a job.

Requests for payment from a recruiter before starting a job are a significant indicator of a scam.

Legitimate employers and recruitment agencies will typically request basic personal information during the recruitment process, such as a CV/resume, cover letter, and references. However, you should be cautious if you are asked to provide sensitive information like your bank account details, or copies of identification documents before a job offer is made. Scammers may use this information for identity theft or other fraudulent activities.

One common red flag is a job offer that seems too good to be true. Scammers often lure candidates with promises of high salaries, minimal work requirements, or rapid career advancement. Before getting too excited about an offer, you should research the company, its reputation, and the position thoroughly. If something seems off or too good to be true, it likely is.

Keep an eye out for job postings that contain spelling and grammar errors, vague job descriptions, or unrealistic requirements. Legitimate companies and recruitment agencies take pride in their professional image and are unlikely to post sloppy or poorly written job ads.

Scammers often use high-pressure tactics to rush you into making hasty decisions. They may claim that the job is in high demand and needs to be filled urgently, or that the candidate must act quickly to secure the position. You should take your time to thoroughly research any job opportunity and never feel pressured to provide personal information or payment before you are comfortable doing so. Faststream Recruitment will never ask our candidates for payment to secure them a job.

Before applying for a job or engaging with a potential recruitment agency or employer, you should research the company and verify its legitimacy. Check the company's website, read reviews from current and former employees, and look for any signs of suspicious activity.

Ultimately, you should trust your instincts. If something feels off or too good to be true, it's essential to proceed with caution. Don't hesitate to ask questions, seek advice from trusted friends or family members, or consult with professionals if you're unsure about a job opportunity.

Recruitment scams are a growing concern for job seekers in today's digital landscape. By staying informed, exercising caution, and trusting your instincts, you can protect yourself from falling victim to these fraudulent schemes.

Together, we can create a safer environment for job seekers to pursue their career goals without fear of exploitation or fraud. more

Mia Ember


Career development 23h
At a job interview the very first question they asked me after introductions was whether I have children. I said “yes, two” and the interview ended right away. The HR person immediately told me that I wasn’t suitable for them.
I’m shocked, because my kids go to kindergarten and my mom helps take care of them when they’re sick. But I didn’t even get the chance to explain that.
Is it normal to... treat parents this way? Or are they promoting a child-free policy?

 more

  • Gladys E. Bustos

    5h

    Not allowed to ask. If you say yes. Accommodations? If it's traveling involved you shouldn't apply. I had my parents help. My boss Accommodated. I was... the last to travel. If chosen I said I would be gone 2 to 3 business days so it's truly beneficial. I could have just gone to see a person. That made no business sense. Mutually beneficial.  more

  • ADEWUMI OLUWAFEMI OYABAMBI

    7h

    I am sure, they didn't ask for the number right!

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Career development

 5h

5 Black Women Share What It Was Like to Face Record Unemployment in 2025


One year on from a sharp rise in layoffs for their demographic, Black women are building and sustaining communities in the face of a radically different employment landscape

When I was laid off in July 2025, I was let go in the worst job market since the Great Recession. I applied for jobs I wanted and jobs I didn't. I remixed and rewrote my résumé and cover letter almost weekly. I was immensely... grateful that I have no dependents and no debt. The more time that passes with my career on hiatus, the more comfortable I've had to become living in the uncertainty of it all. It's challenging to hype yourself up to apply for new opportunities with the stats about Black women's unemployment blaring in the background.

It's been one year since the Trump administration triggered mass layoffs in the federal government that roiled into the private sector. By July 2025, more than 300,000 Black women had exited the workforce, and that number scaled to 600,000 in November. Vulnerable to attacks against DEI and overrepresented in federal roles, Black college-educated women have been hit harder by layoffs than any other demographic. Black women have traditionally excelled in federal employment because of governmental protections against biased hiring and the attraction of what was once seen as steady, stable long-term employment with reliable health and retirement benefits. This may no longer be the case.

In December, Minda Harts, author of The Memo: What Women of Color Need to Know to Secure a Seat at the Table, posted a plea to Threads asking for an end to articles on Black women's massive job losses. I reached out to Harts over email and asked her to expand on her post. Harts responded that she wants to hold decision-makers accountable: "What I didn't want is for corporations to hide behind 'the data,' as if layoffs of Black women were an unfortunate inevitability rather than the result of decisions about who is seen as essential, who is protected, and whose labor is valued when things get tight."

And the stats don't acknowledge Black women's autonomy. "Black women are not just impacted by these moments, we are navigating, rebuilding, and redefining our careers in real time," Hart says. "When we only focus on the stat, we risk flattening Black women into outcomes instead of honoring them as professionals with expertise, institutional knowledge, and leadership potential. I didn't want the conversation to linger in loss."

In an effort to shine a light on the stories behind the statistic, I reached out to four Black women laid off this past year about their experiences and what's next.

Prior to the dismantling of our newsroom by layoffs, 26-year-old Ariyon Dailey was a social-media producer on the audience team but supported my newsletter team.

I remember in December of 2024, Dailey was making small talk about an upcoming big trip with her sorors that she was stressed about financially. She decided to toss the trip on a credit card and worry about paying it off in the new year. "I was ready for 2025 to be my year of financial stability," she says now. "And to my surprise, January 7, I no longer had a job. I'm trying to repair all the damage I did in 2024, and I only got further in the hole in 2025." By the time she found her new position in September, she'd amassed $11,000 in credit-card debt.

Dailey almost immediately began making TikTok content about being laid off. "I need something to do, so even though I was struggling ... I like being transparent with my audience," she says. "I could provide truth about my own life, and that was really exciting, but very vulnerable and very sad, all at once."

As the year continued, Dailey noticed more and more Black women losing their jobs: "Everything I do, with every fiber of my being, is for Black women, so to be a Black woman and be laid off, and then you look next to you and your sister's laid off, and then your cousin's being laid off, and then your classmate's being laid off ... what is happening right now?" Dailey does her best to return the support she received when she was laid off, but as she says, "I knew that there was community, but you never know where love is going to come from when you're in a place where you need help."

Eventually, she left Dallas to accept a role at the Houston Chronicle. The day of our chat, she tells me she's heading to the dealership later in the day to pick up her new car and that she bought a big bright-pink bow for it for the celebration photos. "Even though I'm up again," she says, "I still feel like, 'Damn, that was certainly a moment in my life I won't forget.' "

Alexandra Robinson, a 34-year-old mother of four living in Portland, Oregon, with her husband, lost her dream job last year. "Up until the day we got the email, everyone who had been at the government longer was saying, 'It can't happen. They won't be able to do it that fast. It'll take months to years for them to even be able to accomplish what they're saying,' " she says. "It took them two weeks."

Robinson had been in her role as a realty specialist for a small government agency for nearly five years when she accepted the government buyout offer that eliminated her role but would continue to pay her salary and benefits through September. With four young children, she felt like it was the safest choice for her family. Her husband encouraged her to pursue her long-time dream of attending law school. She's applied to several, and while she waits to hear back, she's homeschooling their second grader and their kindergartner, as well as caring for their one- and three-year-olds.

"I'm still very disheartened and frustrated, [but] I also think that if you let it, it is a beautiful thing to be able to have the opportunity to pivot," Robinson says. "My father was in his role for 31 years as a bus driver, but he has so many (other) talents ... and it wasn't until he retired in his 60s that he's now able to explore those things."

Robinson doesn't intend on being anything other than 100 percent herself in her next role, unlike how she was in her previous position. "There are some things that I should have just said. There are some things that I should have just did, and I should have just said," she says. "And I think that, in a lot of ways, I decided that I'm not going to keep sugarcoating who I am to make other people comfortable, because that was what I had to do a lot."

This sense of having bit our tongues, only to still abruptly find ourselves back on the job market, is prevalent among Black women. Jodi-Ann Burey, who wrote Authentic: The Myth of Bringing Your Full Self to Work, put it this way over email: "Some [Black women] may internalize it as a personal failing. Those who understand the larger ecosystem of occupational violence targeting Black women may be overwhelmed because it feels like there's no escape. It's like we weren't just laid off from a job but the entire market. It's demoralizing, and for those in charge right now, that's the point. It's a deep betrayal when you did all the 'right' things and those things were and will never be enough to protect you or any of us."

Black women are collectively coming to the conclusion that if it can all be lost in the matter of a moment, then it's not worthing losing yourself over.

This is a calculus that Ramona Dallum, a senior vice president for a foundation in Louisville, Kentucky, has had to consider in the nine months since her layoff. Dallum is not optimistic that this moment will trigger a reckoning in the workplace. "I don't think it's going to make a change in the way that people who are hiring see us," she says. "But I think it will make a change in the way that we see ourselves and what we will allow and not allow."

She reflects on her time as an executive, giving 200 percent of herself, working nights and weekends to deliver on the standards she'd set. "Now, I know I was doing that at the expense of my own joy, of being able to go to the gym, go for that walk," Dallum says. "Moving forward, I'm not going to do that. Not at the detriment of myself."

Dallum, who's become a full-time caretaker for her 84-year-old mother following her mother's bad fall and a stroke, is now questioning how her job loss will affect her own later years. She says, "I'm not sure what retirement looks like. As I'm caring for my mother, I'm thinking about who cares for me?" Although she is deeply overwhelmed by orchestrating her mother's care, Dallum remains grateful for the timing of it all. If she were still employed full-time, she might not have been able to take on this responsibility so fully, "I've laughed with Mama in ways that I hadn't laughed in the past," she says. "I've learned things about her and stories that I wouldn't have heard if I weren't spending this time with her. That's joy."

Benét Wilson had not expected to return to the workforce after being laid off in September. "When they put us on that Zoom call and we got that speech, I actually smiled. I forgot my camera was on," she says. "Then somebody messaged me, 'You know we just got laid off, right?' "

She'd started her role as a lead credit-card writer a year prior, thinking that it would be her last job before retirement. She received severance, so she took some time to travel and figure out what was next. "I put together the Aunt Benét Retirement Tour," she says. Wilson visited seven different cities, went on a cruise, and even took a trip to India. At 62, she was settling into the idea of being a retiree when she saw an opening at Investigative Reporters and Editors (IRE).

Although Wilson benefited from a stroke of divine timing, she doesn't want to take away from the hardships others are experiencing right now. "When you start getting into the 40s and 50s, that's when it gets tough," she says. "I do realize age discrimination is a thing, but I have always managed to work around it, under it, because I brought skills and different things to the table."

For decades, Wilson has done free résumé reviews for fellow journalists, with a special interest in supporting women of color and Black women. For Wilson, being of service to one another is simply what Black women do: "That's what we've always done. Going back to slave times, going back to our ancestors, Black women have been the center."

Throughout my interviews with Black women who've been laid off this past year, the word devastating surfaced repeatedly. But so did the idea of possibility. Dailey told me if she ever got laid off again, she'd write a book or do nails or go back to school to become a dental tech. Robinson is awaiting her law-school acceptances. Dallum is creating services for the community she loves. And Wilson will wander whichever way the winds of fortune blow her.

Our work does not define us. We do. I still don't know what's next for me, but I do know the possibilities are endless (even if my bank account is not). more

Career development

 8h

Achal Khanna


Authored By : Achal Khanna, CEO, SHRM, APAC & MENAFor many organisations, inclusion begins with a formal statement: a policy is drafted, a pledge is announced, awareness workshops are conducted, posters appear on internal portals -- the intent is genuine, and the messaging is thoughtful.And yet, despite all this, outcomes often remain unchanged.The reason is uncomfortable but simple: inclusion... fails when it is treated as an initiative. It succeeds only when it is embedded into how the organisation is designed. You cannot out-train a flawed system.For years, companies approached diversity and inclusion primarily through programs such as sensitisation sessions, celebration days and target-based hiring drives. These efforts are important, but they address behaviour at the surface level. The deeper question is structural: how are decisions made inside the organisation? Who gets visibility? Who gets promoted? Who gets paid what --- and why?Inclusion is not a communications strategy. It is an operating model decision.Take hiring algorithms as a starting point. Many organisations now rely on AI-driven tools to screen résumés or shortlist candidates. On paper, this seems efficient and objective. But algorithms learn from historical data. If past hiring patterns reflect bias -- whether conscious or unconscious -- those patterns can quietly be amplified by automation. The system may prioritise certain colleges, certain career paths or certain profiles, excluding others before a human even reviews them.If inclusion is serious, hiring systems must be audited. Not just for compliance, but for pattern bias. What attributes are being weighted? What profiles are being filtered out? Without structured review, technology can scale exclusion faster than any individual manager ever could.Performance evaluation frameworks present another structural fault line.Traditional appraisal systems often reward visibility, long working hours and manager proximity. In hybrid work environments, this can disadvantage employees who operate remotely, caregivers who need flexible schedules or individuals less inclined toward self-promotion. If leadership potential is assessed based on narrow criteria -- assertiveness, constant availability, direct reporting visibility --the pipeline narrows unconsciously.Inclusive design means rethinking what "high performance" actually measures. Are collaboration and team development valued? Is ethical decision-making recognised? Are results evaluated independently of physical presence? These shifts require governance changes, not just mindset shifts.Pay equity analytics is another area where intent must translate into structure.Many organisations claim commitment to fairness, yet compensation gaps often persist -- not always because of overt discrimination, but because of accumulated systemic patterns. Starting salaries negotiated differently. Increment percentages applied unevenly. Promotion timing varied across groups.Data makes these patterns visible. Regular pay equity audits, disaggregated by gender, geography and role level, help identify structural imbalances early. But analytics alone is not enough. There must be accountability mechanisms to correct disparities proactively.Flexible work architecture is often framed as a benefit. In reality, it is a structural inclusion tool.When flexibility depends on managerial discretion rather than policy design, it becomes uneven. Some employees receive accommodation; others do not. True inclusion requires clarity: what roles are eligible for hybrid work? How are performance expectations adjusted? How are career progression pathways safeguarded for those using flexible options?Without systemic design, flexibility can unintentionally become a career limiter rather than an enabler. Leadership pipeline modelling completes the picture.Many organisations aim to increase representation at senior levels, yet promotion patterns often replicate historical trends. This is not always deliberate. It may reflect informal sponsorship networks, succession planning biases or opaque nomination processes.Engineering inclusion means modelling leadership pipelines intentionally. Who is being mentored? Who receives stretch assignments? Who is included in strategic conversations? Data should inform succession planning. Development programs must be equitably accessible. Leadership readiness should be assessed through capability metrics, not familiarity bias.This is where structured HR consulting plays a decisive role.External perspective helps organisations move beyond symbolic inclusion. Consultants can conduct systemic audits, analyse workforce data, benchmark practices and redesign frameworks. More importantly, they bring governance discipline into inclusion efforts. They ensure that change is not limited to workshops but reflected in metrics, dashboards and board reporting.Inclusion cannot sit solely within HR as a cultural initiative. It must be treated as a governance priority. Boards should review diversity data with the same seriousness as financial results. Executive compensation frameworks should incorporate inclusion metrics. Internal audit functions should periodically assess structural equity.The shift is clear: inclusion is not about good intentions. It is about system architecture.Awareness campaigns may spark conversation. But architecture determines outcomes.Organisations that treat inclusion as a policy often struggle to sustain progress. Those that embed it into hiring algorithms, performance systems, pay structures, flexible work models and leadership pipelines create durable change.In the end, inclusion is not something you announce once a year. It is something you design into everyday decisions. It is engineered in systems and code, measured rigorously through data, and reinforced consistently through governance.Real inclusion does not emerge from declarations alone; it takes shape through structure, which is why it must be intentionally engineered rather than simply announced.DISCLAIMER: The views expressed are solely of the author and Adgully does not necessarily subscribe to it. more

Martin Firth


Career development 4d
I’m on a trial period at work and I’m not sure if I want to stay at this company. Our workday ends at 7 PM and I go home on time. But my coworkers don’t understand why I don’t stay late. They say I’m not interested in the company and that I don’t care about my job.
I honestly don’t understand, are they jealous or do they just want to control me?

5   

  • Mark Wabwile

    8h

    You need to have a work life balance. If your productive hours have yielded the days expected output . Don't mind on what others say.

  • Renata Fester

    9h

    It sounds like this company has developed a culture that encourages staff to display their commitment to their job through visibility rather than... delivery. You need to decide if this is the kind of culture you want to participate in. Understand this is only going to entrench you in this culture after your probation, and if you get offered the position. This is a prime opportunity for you to decide if this is the kind of working environment you want or not. Remember, inasmuch as they are evaluating you, you need to be evaluating them for fit. You have every right to decline an offer of continued employment if you feel this is not a culture you wish to participate in, because they will be doing the same to you. You leaving at the end of the workday is not going unnoticed, so if you are already getting messages that suggest you don't care or are not interested in the company, you can probably deduce a few things from that already. more

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Susan Poni
Career development 3mo

Can someone help me with a good resume sample?
3   
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Career development

 10h

The Hidden Cost of Losing Senior High Performers


The Quiet Risk: Losing Senior High Performers and the Hidden Cost That Comes With It

For the past few years, businesses have been in survival mode. Budgets have tightened, headcount has stayed lean, and growth expectations have pushed productivity higher. To meet commercial objectives, senior leaders have led from the front, often by carrying more responsibility than their roles were designed to... hold.

Now, as confidence returns and the economy shows signs of recovery, a new risk is emerging. High-performers, critical to success, who previously prioritised job security over career development, are starting to explore their options. Not because they are disloyal, but because they are tired. They have spent years keeping their heads above water, and they are asking whether the next chapter will offer growth, clarity and momentum, or more of the same.

This is where the quiet risk sits. Voluntary attrition may look stable, but regretted attrition, losing the people who truly move an organisation forward, remains a costly problem. And at senior levels, the impact is disproportionate.

Regrettable attrition is the loss of someone you genuinely cannot afford to lose. It is not turnover in general, and it is not a headcount issue solved by filling a vacancy. It is when a senior high performer leaves and takes capability, context and momentum with them.

At senior levels, the impact is rarely contained. These leaders hold decision rights, relationships and institutional knowledge that are hard to replicate quickly, so delivery slows and the load shifts to fewer shoulders. And what makes it "regrettable" is that the warning signs were usually visible: workload crept up, autonomy and influence did not, development became vague, and confidence in the direction of travel started to fade. Because they were capable and committed, the organisation assumed they would cope until they decided the cost was no longer worth it.

Attrition at the senior level is rarely random. In many cases, you can see the conditions building well in advance. Yet many organisations still miss the signs until a resignation lands.

High performers are trusted, so they get more to do, and over time, the role becomes heavier. Their work expands, but influence and remuneration do not. When objectives become opaque, timelines slip and progression becomes dependent on politics, not performance, friction often takes over. High performers have little patience for internal navigation when they could be creating value.

When development opportunities dry up or become generic, leaders stop building new skills. As priorities keep shifting, strategy feels inconsistent or poorly communicated and confidence in leadership direction drops. If a high performer stops believing in the direction of travel, they will not wait indefinitely.

When a senior high performer leaves, the damage can be widespread. Capability gaps appear quickly. Decisions take longer because there are fewer trusted voices at the table. Delivery slows, and resilience weakens because the load falls on fewer shoulders, increasing the risk of further burnout and more departures.

As confidence saps, leaders become more cautious. Teams and stakeholders can see the weakness, and internal politics fills the gaps. Growth plans slip, not because the strategy is wrong, but because teams lack the leadership capability to execute.

There is also a contagion effect. It is worth saying that change itself is not the enemy of high performers. To them, new perspectives and fresh leadership can be valuable. But one senior exit can trigger others to reassess. Sometimes a whole team moves because they have lost a leader they trusted, or because a competitor has spotted an opportunity to poach capability in one move.

Retention is often treated as a reactive exercise. Someone critical resigns, the business scrambles a response, and a half-hearted counteroffer appears. That approach rarely works. Counter-offers are expensive and rarely address the real reasons someone wanted to leave.

A more effective model is proactive and practical, built around what senior high performers value.

Reward high performers with decision rights, sponsorship and visibility, not simply more work. Give them clear ownership of outcomes and the authority to deliver. Review the ratio of responsibility to autonomy. If the load keeps rising but the influence does not, you are creating a flight risk.

Senior capability is wasted when it is trapped in status reporting, endless alignment meetings, or duplicated governance. Strip out low-value work. Clarify who decides what. Make it easier for leaders to move fast.

Progression at senior levels is often about scope and complexity, not titles. Provide stretch mandates, create board or executive exposure and give high performers opportunities that build capability, credibility and signal trust.

One of the biggest retention levers is learning. Many senior leaders hold invaluable knowledge of how the organisation works, but that knowledge needs to evolve. If an organisation owns the responsibility for learning, loyalty rises. People stay where they feel they are growing. They leave where they feel stagnant.

High performers are frustrated by slow decisions and unclear governance. Streamline approvals, clarify accountability and make it obvious how to get things done. This is one of the simplest methods to improve retention, but one of the most neglected.

Sometimes the best way to retain a senior leader is to reduce the pressure around them. Bringing in high-quality interim or project-based expertise can add speed and specialist capability without increasing permanent cost. Advisory relationships and specialist recruitment partners can help leaders understand market capability, identify gaps and access talent in time, whether interim or permanent, before the business reaches a breaking point.

Succession planning is often discussed but rarely tested. Identify critical roles and map real readiness, not hypothetical potential. Build bench strength deliberately through stretch opportunities and development. If you cannot name the next generation of leaders with confidence, you are operating with a structural risk.

The strongest organisations keep their best people by offering autonomy, growth, purpose and flexibility. Last-minute pay rises are merely an admission that the organisation did not pay attention early enough.

I have seen retention handled brilliantly when a business treated succession and leadership capability as a board-level priority. A senior sponsor was appointed to drive a company-wide succession programme, leaders were given clear development plans, and high performers were given stretch and exposure before frustration set in. The result was better retention and stronger confidence.

Equally, I have seen the opposite. A senior executive left mid-restructure at a critical point in executing strategy after months of overload and unclear priorities. The organisation assumed they would stay because they were committed and capable. They did not. The departure created months of delay, uncertainty and a scramble to rebuild trust.

Retaining senior high performers is a test of leadership quality and organisational design. If companies want growth, they have to protect the people who deliver it. And you have to do it early, deliberately and with the same discipline you apply to any other strategic risk.

Normal attrition includes expected, manageable turnover. Regrettable attrition is concentrated in roles and people that disproportionately affect delivery, decision-making and stability. The difference is impact: when they leave, performance dips and risk rises.

Most do not leave on impulse. They leave after a period of increasing load, unclear priorities, stalled development and a sense that effort is no longer matched by influence, growth or recognition. Often, the work expands, but autonomy and progression do not.

Watch for subtle shifts: reduced energy in meetings, less challenge and debate, slower responsiveness, quieter disengagement from planning, or reluctance to commit to longer-term initiatives. More practically, look for persistent overload, repeated friction with decision-making, and development conversations that go nowhere.

The obvious costs are recruitment and onboarding. The hidden costs are slower decisions, weaker execution, loss of relationships and institutional knowledge, and increased pressure on the remaining leaders. That pressure often creates a second-order risk: burnout and additional departures. more

Career development

 14h

"Silicon Valley has always been a long shot": Asana CEO Dan Rogers tells Gen Z to stop chasing shortcuts and build skills the hard way - The Times of India


In Silicon Valley, ambition sometimes arrives in unusual packaging. Founders have reported receiving donut boxes at their front desks, only to discover résumés tucked beneath the pastries. The stunt, carried out by eager twenty-somethings hoping to break into the tech industry's most coveted companies, reflects the desperation and creativity of a generation navigating layoffs, hiring freezes, and... the looming shadow of artificial intelligence.But for Dan Rogers, the newly appointed chief executive of the $1.8 billion workflow software company Asana, the spectacle is less surprising than it might seem. Silicon Valley, he says, has always been fiercely competitive."I don't remember it being easy back in the day, honestly," Rogers exclusively tells Fortune of breaking into Silicon Valley. "For me, for example, it was never going to be possible that I'd go straight to the hottest tech company in the hottest role. I always felt like I was going to have to work my way in, and I was going to have to work through experiences elsewhere that I would shine at."Rogers's journey into the heart of the global tech industry began far from the glass towers of San Francisco. Raised in the British town of Grimsby, better known in pop culture as the setting for a satirical film by Sacha Baron Cohen, he did not emerge from a traditional tech pipeline.Instead, his career unfolded across a series of influential roles at some of the world's most recognizable technology companies, including Dell, Microsoft, Amazon Web Services, Salesforce, and ServiceNow.Each step added another layer of experience before ultimately carrying him to the Bay Area and the corner office at Asana.Today, Rogers occupies a position that allows him not only to shape the direction of a major software company but also to influence how the next generation enters the industry. Yet the advice he offers aspiring technologists is strikingly simple: stop searching for shortcuts.For many graduates, landing an entry-level role at companies like Apple, Meta, or Alphabet remains the ultimate goal. But Rogers warns that such direct entry is rare.Rather than devising clever interview stunts or networking tricks, he urges young professionals to focus on building genuine expertise, even if that journey takes them far from Silicon Valley's spotlight."Maybe come into the side door instead of the front door," Rogers advises. The strategy, he says, requires patience and a willingness to pursue opportunities that may initially seem less glamorous."For those of us that go don't get through the front door, it's okay," he adds. "There are side doors along the way, and you've just got to build towards that." The real advantage, Rogers argues, lies in accumulating meaningful experience wherever it can be found."There are incredible experiences that you can get, maybe in smaller companies, maybe in a slightly different region, maybe in a slightly adjacent category. After a stint there, you would be super valuable."Ironically, Rogers believes the true equivalent of that résumé-stuffed donut box is not a flashy stunt but a career built patiently over time. His own path offers proof. Before arriving in San Francisco, Rogers spent years building experience in roles across multiple regions in the United States."My story ends in Silicon Valley," he says. "But in the interim, I did really important roles in Texas. I did really important roles in Seattle, etc."Those experiences, he suggests, eventually formed the professional toolkit that made him a compelling candidate for leadership roles in the Valley.In other words, the real "donut box" is not a clever résumé delivery, it is a portfolio of hard-earned skills.For students and young professionals, Rogers's message carries a deeper lesson about how to approach the early stages of a career."I once received some advice from someone, and they said learning before earning," he adds. "You should make sure that the learning phase of your career extends as long as possible before you even think about the earning phase."In an era when social media often celebrates overnight success, Rogers offers a more grounded philosophy. Career capital, he says, must be built patiently, experience by experience."What that really meant for me was there's no shortcut to putting the building blocks in place that you're going to need to be successful."For the many young professionals anxiously eyeing the tech industry, Rogers's story reframes the pursuit of Silicon Valley success.The path may not begin with a coveted job offer from a global giant. It may begin in smaller companies, in different cities, or in roles that quietly develop critical skills.But those experiences, stacked patiently over time, can become the foundation of a career that eventually reaches the industry's highest ranks.And if Rogers's journey from a small English town to the helm of Asana proves anything, it is that the road to Silicon Valley rarely runs through the front door. More often, it winds through the side entrances, where persistence, learning, and patience ultimately open the way. more

Career development

 15h

High-Impact Finance Resume Needed


I need a sharp, modern résumé that positions me for front-office finance roles -- specifically investment banking, financial analysis, and equity research. My current document feels generic and I want a version that immediately signals technical competence, analytical rigor, and a strong grasp of financial markets. Here's what I'm after: * A single-page résumé optimised for both human recruiters... and ATS filters, delivered in editable Word and print-ready PDF formats. * Language that showcases deal experience, valuation skills, and quantitative achievements, with metrics wherever possible. * A clean, professional layout that aligns with finance-industry expectations -- think conservative colour palette, clear hierarchy, and strategic white space. * Keyword integration around financial modelling, DCF, LBO, comparable analysis, Bloomberg / Excel / PowerPoint proficiency, and any other terms that boost search visibility. I'll provide my existing résumé, internship details, and bullet-point accomplishments the moment we start. Turnaround is ASAP; please outline how quickly you can deliver a first draft and your revision process so we can lock this down fast. more

Career development

 21h

Crafting an Impactful Brag Sheet: Examples and Tips for Success


Crafting a compelling brag sheet is a pivotal step for anyone looking to highlight their achievements effectively, whether for job applications, scholarship opportunities, or other personal or professional endeavors. Understanding what a brag sheet example looks like can provide invaluable guidance in creating your own version. In this article, we will delve into various brag sheet examples and... offer tips on how to construct a document that showcases your strengths with clarity and professionalism.

Why a Brag Sheet Example Matters

A brag sheet serves as a concise compilation of your skills, accomplishments, and experiences. It acts as a personal reference guide, helping you to succinctly convey your most relevant achievements to potential employers or selection panels. Reviewing a brag sheet example can help you understand how to structure your own, ensuring that it is both comprehensive and easy to read.

Whether presenting information for a job interview or applying for a scholarship, a well-curated brag sheet can make a significant difference. It offers a structured way for the reader to assess your qualifications quickly. To explore more on drafting related documents, consider reading about crafting the perfect personal statement for scholarship success.

Components of a Brag Sheet

Each section of your brag sheet should be thoughtfully crafted to highlight different aspects of your experiences and achievements. Here are key components to include based on typical brag sheet examples:

1. Basic Information

Start with your personal details. This should include your full name, contact information, and, if applicable, your LinkedIn profile. Ensure this section is straightforward and accessible.

2. Academic Achievements

List your academic qualifications, including degrees obtained, institutions attended, and any significant academic awards or honors. This section is crucial for a scholarship or academic-focused brag sheet sample.

3. Professional Experience

Summarize your work experiences, listing employers, job titles, and responsibilities. Highlight accomplishments or projects you've led, using specific metrics or outcomes where possible. This can be particularly impactful in a professional example brag sheet.

4. Skills and Certifications

Include any relevant skills, certifications, or licenses. This might encompass language proficiency, technical skills, or specialized training that you have undertaken.

5. Extracurricular Activities

Providing details of any leadership roles, volunteer work, or extracurricular involvements can offer insight into your character and interests outside formal work or study.

6. References

While optional, adding references at the end of your brag sheet can add credibility and provide avenues for further consideration or confirmation of your abilities.

Creating a Personalized Brag Sheet

Mimicking a brag sheet example can help you structure your own document, but personalization is key. Tailor your brag sheet to the specific opportunity you are applying for. Here are some tips:

* Focus on achievements most relevant to the application or position.

* Use action verbs to describe experiences and accomplishments.

* Quantify achievements with data and outcomes wherever possible.

* Keep the formatting clean and professional.

* Update your brag sheet regularly to include your latest achievements.

Real-World Brag Sheet Examples

To further illustrate the effectiveness of a well-constructed brag sheet, let's look at some real-world brag sheet examples:

* Academic Brag Sheet: Includes sections on coursework, GPA, academic awards, research projects, and relevant extracurricular activities.

* Professional Brag Sheet: Focuses heavily on work experience, skills, and certifications, with specific examples of problem-solving or leadership experiences.

* Personal Development Brag Sheet: Highlights personal growth achievements such as self-taught skills, community involvement, or personal projects.

These examples can serve as templates or inspiration for crafting your own brag sheet, helping to clearly present your unique qualifications and experiences.

Conclusion: Making the Most of a Brag Sheet Example

Understanding how to create and utilize a brag sheet effectively can greatly enhance your ability to present yourself to potential employers or educational institutions. By studying a brag sheet example and following the guidelines provided, you can craft an impactful document that accurately reflects your capabilities and accomplishments.

* Brag sheets are concise personal records of achievements and skills.

* Different settings require tailored versions of brag sheets.

* Constant updates ensure relevance and accuracy.

* They help quickly convey crucial information to decision-makers.

* External resources can complement your brag sheet efforts.

Frequently Asked Questions

What is a brag sheet used for?

A brag sheet is used to outline and highlight an individual's achievements and skills. It is often used for job applications, scholarships, or other professional opportunities.

Can I use a brag sheet in place of a resume?

While a brag sheet contains some similar information to a resume, it is not a direct substitute. A resume is generally more formal and structured for job applications, whereas a brag sheet can be more personal and flexible.

How often should I update my brag sheet?

It is advisable to update your brag sheet regularly, especially after achieving new accomplishments or acquiring additional skills. Regular updates ensure all information remains current.

What should I include in a college application brag sheet?

For college applications, include academic achievements, relevant coursework, extracurricular activities, leadership roles, and any volunteer work to demonstrate a well-rounded profile.

Where can I find credible examples of brag sheets?

Credible examples of brag sheets can often be found through university career services, online educational resources, and professional career advice websites. External resources like Wikipedia's education section can also provide useful background information. more

Career development

 1d

How to Crack Any Job Interview Using AI (2026 Guide)


Getting a job interview today is difficult -- but clearing the interview is even harder. Candidates often struggle with unexpected questions, nervousness, and not knowing the best way to answer.

But what if you had an AI assistant that helps you prepare for interviews and practice answers instantly?

In this guide, we will explore how you can use AI tools to prepare for interviews, practice... questions, and improve your chances of getting hired.

Why Most Candidates Fail Interviews

Many candidates are qualified for the job but still fail interviews because of a few common mistakes:

- Poor preparation for common interview questions

- Lack of structured answers

- Nervousness during the interview

- Not understanding what the interviewer really wants

- Weak communication and storytelling

Even talented candidates sometimes fail simply because they don't know how to present their skills effectively.

The good news is that AI tools can now help solve these problems.

How AI Is Changing Interview Preparation

Artificial Intelligence is transforming the way people prepare for interviews.

Instead of reading hundreds of articles or watching hours of videos, candidates can now practice interviews in real time using AI-powered tools.

AI can help with:

- Generating structured answers to interview questions

- Conducting mock interviews

- Analyzing your resume and skills

- Providing instant feedback on your responses

- Helping you practice real-world interview scenarios

This makes preparation faster, smarter, and more effective.

Common Interview Questions You Must Prepare For

Here are some of the most common questions asked in interviews across industries.

1. Tell Me About Yourself

This is usually the first question in most interviews.

A good answer should include:

- Your professional background

- Key skills and achievements

- Why you are interested in the role

Example structure:

- Brief introduction

- Relevant experience

- Major achievements

- Why you are interested in the company

2. Why Should We Hire You?

This question tests your confidence and understanding of the role.

Focus on:

- Skills that match the job description

- Past results and achievements

- How you can add value to the company

Avoid generic answers like "Because I am hardworking."

Instead, explain how your skills solve the company's problems.

3. What Are Your Strengths and Weaknesses?

This question evaluates self-awareness.

For strengths:

- Mention skills that relate to the job.

For weaknesses:

- Mention something genuine but explain how you are improving it.

Example:

"One of my weaknesses was public speaking, but I started practicing presentations and it has significantly improved."

4. Where Do You See Yourself in 5 Years?

Interviewers want to know whether you have long-term goals and whether they align with the company.

A good answer should show:

- Professional growth

- Skill development

- Commitment to the field

How AI Tools Help You Practice Interviews

Modern AI tools can simulate real interview situations.

They allow you to:

- Practice answering interview questions

- Improve your communication skills

- Identify weak areas in your responses

- Build confidence before the real interview

This creates a safe environment to practice without pressure.

Introducing InterviewGenie -- Your AI Interview Assistant

InterviewGenie is an AI-powered platform designed to help candidates prepare for interviews more effectively.

With InterviewGenie, you can:

- Practice mock interviews

- Access a large interview question bank

- Improve answers using AI suggestions

- Analyze your resume

- Prepare for real interview scenarios

Instead of guessing what interviewers might ask, you can practice with realistic interview questions and improve your responses instantly.

Tips to Improve Your Interview Performance

Here are some practical tips that can significantly improve your chances of success:

1. Research the Company

Understand the company's products, mission, and culture.

2. Practice Out Loud

Practicing answers verbally helps improve confidence.

3. Use the STAR Method

For behavioral questions use:

- Situation

- Task

- Action

- Result

This creates clear and structured answers.

4. Prepare Questions for the Interviewer

At the end of the interview, asking thoughtful questions shows interest and professionalism.

Final Thoughts

Job interviews can be challenging, but with the right preparation and tools, you can significantly improve your chances of success.

AI-powered tools are making interview preparation more accessible, interactive, and effective.

By practicing common interview questions, improving your answers, and using smart preparation strategies, you can approach your next interview with confidence and clarity.

If you want to practice interview questions and improve your answers, you can explore InterviewGenie, an AI-powered platform designed to help candidates prepare for interviews and perform better. more

Career development

 1d

ATS-Friendly Finance Resume Revamp


My current résumé needs a sharp, professional makeover that gets past modern ATS filters and speaks directly to finance-sector hiring managers. Please rebuild it so it showcases my core technical strengths -- ratio analysis, corporate finance, financial markets, mutual funds -- and my practical exposure to tax analysis as well. Two areas must stand out clearly: * Work experience: emphasise my... roles as Tax Analyst and Financial Analyst, with bullet-point achievements written in a results-oriented style. * Education: highlight my undergraduate finance degree; further schooling can sit behind that, but the bachelor's credential should be the focal point. Keep the formatting clean, conservative and easily scannable: consistent fonts, strategic whitespace, no graphics that trip up ATS parsers. Once content and layout are final, deliver both an editable Word file and a print-ready PDF. Turnaround required within 48 hours of project start. more

Career development

 1d

Asana's new CEO says getting a job in Silicon Valley isn't harder for Gen Z than it was for him -- he shares his own 'donut box' hack for getting hired


Getting a job in Silicon Valley is so cutthroat that some ambitious unemployed twenty‑somethings are literally hand‑delivering donut boxes stuffed with their résumés to founders' front desks, hoping it will make them stand out for the hottest tech roles. But that's nothing new, says Dan Rogers, the new CEO of the $1.8 billion workflow software company Asana.

Although Gen Zers are facing layoffs,... hiring freezes, and AI anxiety at an unprecedented rate, landing a job at the HQs of Apple, Meta, and Alphabet "has always been a long shot," Rogers warns.

He would know: Rogers is one of the few British Silicon Valley CEOs. He started out in the small town of Grimsby -- better known as the butt of a Sacha Baron Cohen movie than as a tech launchpad -- and worked his way up to the top job in San Francisco via stints at Dell, Microsoft, Amazon Web Services, Salesforce, ServiceNow, and more.

"I don't remember it being easy back in the day, honestly," he exclusively tells Fortune of breaking into Silicon Valley. "For me, for example, it was never going to be possible that I'd go straight to the hottest tech company in the hottest role. I always felt like I was going to have to work my way in, and I was going to have to work through experiences elsewhere that I would shine at."

And now that Rogers is in the prime position of hiring and shaping the Bay Area's workforce, he says that's still the case." Despite the explosion of AI creating more tech jobs, competition for those entry-level roles is just as hard.

Ask Rogers for advice on the next generation trying to crack California's tech scene, and he doesn't have a quick hiring hack or an interview stunt.

Instead, he recommends quietly building a résumé that's impossible to ignore -- even if it takes years and detours through less prestigious companies. Or as he put it: "Maybe come into the side door instead of the front door."

Rogers stresses that landing an entry-level job, internship or grad scheme directly at one of after graduating "is a long shot." Not impossible, but unlikely. For most Gen Zers, he says, the best route in is to build credible experience somewhere that'll teach you the tech skills the big names will eventually want.

"For those of us that go don't get through the front door, it's okay," he adds. "There are side doors along the way, and you've just got to build towards that."

"There are incredible experiences that you can get, maybe in smaller companies, maybe in a slightly different region, maybe in a slightly adjacent category. After a stint there, you would be super valuable."

Rogers is proof that a rejection letter from your dream tech company isn't the end. He too, had to work his way up the ranks through "side doors" to get to where he is today. "My story ends in Silicon Valley," he says. "But in the interim, I did really important roles in Texas. I did really important roles in Seattle, etc."

By the time he finally made it to San Francisco, he'd stacked enough varied experience that he could pull from a deep toolkit -- what he jokingly calls his "donut box" version of presenting himself to tech bosses.

Ultimately, if you chip away at building skills in your twenties, the salary and title will come later. It's slower than a literal donut box stunt (or even shooting bosses' cold emails, or wearing a placard sign asking for work), but far more reliable.

"I once received some advice from someone, and they said learning before earning," he adds. "You should make sure that the learning phase of your career extends as long as possible before you even think about the earning phase."

"What that really meant for me was there's no shortcut to putting the building blocks in place that you're going to need to be successful." more

Career development

 1d

Hardworking Employee Gets Targeted By His Boss, And Ends Up Leaving His Job Because Of Bad Leadership At Work


Isn't it painful when you give something your 100% only to find out that that wasn't even the requirement!

This hardworking employee shares how his boss didn't want to keep him because of his hard work.

Checkout the full story.

This turned out to be much longer than I thought it would, especially for a first-timer, but I hope you find it worth it.

Many years ago, I worked at a company that... manufactured medical & scientific testing machines (think shakers, small centrifuges, etc.).

This is where it gets interesting...

I originally started there as a machinist, until I hurt my knee at work (8 years & 5 surgeries later & it's STILL not fixed). After my injury, I switched over to the assembly side because that was more accommodating for my new limitations.

Long story short, I was VERY good at my job, coming up with new ways to streamline several processes, new ways to assemble various things quicker than before, generally doing more work than my job description called for.

And even having the temerity to prove the engineers wrong on multiple occasions. With everything I could do, I knew it would require the company to hire AT LEAST 3 people to replace me should I leave.

He knew he was important to the company...

It was announced one day that the Assembly Manager (AM) was leaving that job (whether for another position within the company or the company altogether, I don't recall) & anyone who was interested could apply for it, with a promise that inside personnel would have the inside track over outside applicants.

I put together my resumé and went for it. The son-in-law of the company's owner was doing the interviews, which I aced (he went so far as to tell me that my resumé was by far the most professional & complete he'd ever seen.), but I didn't get the job.

No hard feelings: I just went back to doing what I had been doing.

UH OH...

Well, as it turned out, they hired a friend of the owner's son-in-law as the new AM. So much for that inside track, huh? It seemed to me, as well as my coworkers, that we weren't even at the same racecourse, but whatever.

I could deal with it. I don't know what that guy's previous work experience was, but it became abundantly clear very early on that he was out of his depth.

He had no clue why & how things were done the way they were, but he decided a couple of weeks after his hiring that he was going to change everything about the assembly area.

One of the things he decided was that we were no longer allowed to exceed the number of machines assembled per day, nor were we permitted to skip over machines to get to others, regardless of the issue (engineering issues, bad parts, wrong parts from the warehouse, etc.

Some of those parts came from the machine shop side, but many from outside companies, too), but we ALSO weren't allowed to stand around waiting for new parts from the warehouse.

They knew they weren't going to go out of their way for this!

We couldn't even get with the warehouse personnel to help find the parts we needed or help them get the parts into our assembly area. "NO MORE DOING MORE!" became our mantra.

Productivity & quality PLUMMETED. Needless to say, none of the assembly team was happy in the slightest. I tried. I really did, but I have issues with NOT doing things to the best of my ability.

I also have issues with not being able to fill my workday with work. You know - what I'm being paid for? I would be the absolute WORST person to ask about quiet quitting.

A few months into the new AM's tenure, my station was at a standstill due to an engineering problem with a new variant of a machine that I could practically build blindfolded.

That's INSANE!

I had 4 - 5 college-educated engineers crowding my station attempting to figure out a problem that arose only AFTER the machine was fully assembled (which I explained EXACTLY how it could be fixed with minimal effort, BTW, and I was correct, but that's a different story).

While waiting for the engineers to come to the same conclusion as me (they did...eventually), I went to the warehouseman responsible for pulling the parts I needed to assemble & asked him to switch over to a different machine I was going to build.

The AM happened to wander over just then & asked what I was doing.

I explained the situation with the engineers & that I was currently unable to work on those machines & rather than standing there looking lazy, I was trying to get a jumpstart on the other machines I needed to build that day.

He was simply trying to do his job.

At no point did I get sarcastic, which is my normal mode of communication, or mean, nor was I flippant in any way whatsoever. I was merely trying to get some work done that we BOTH knew needed to get done.

He starts loudly berating me in front of the entire shop, both the assembly area AND the machine shop, specifically saying, "You're not allowed to do more than what I tell you to do, in the order I tell you to do it!".

I placated him as best I could & went back to my work area, which was still overrun with engineers & settled down for a long wait.

Cue the MC, because I didn't work on another machine for the rest of the day, not because I didn't want to, but because I was told I wasn't allowed.

This is where it gets bad!

A couple of hours later, I was called into the AM's office for a "meeting."

I was expecting another stern "talking-to, " which I could handle (being ex-military, I'd long grown accustomed to being chewed out by people who didn't know how to do the job I was doing).

What I was NOT accustomed to was getting a write-up for trying to do my job, especially since the official reason was "insubordination."

The AM didn't even have the courage to do it himself; he foisted it off on my immediate supervisor, who wasn't involved in the prior situation & had no idea what had happened earlier (I think he was busy putting out a different fire).

Nobody saw that coming!

When he asked what happened that justified my first - and ONLY - write-up in the 2 1/2 years I'd worked for the company. When I explained it to my supervisor, all he could do was shake his head in disbelief.

He was a good supervisor, at least when it came to getting the best out of most people, but he also wasn't really known for rocking the boat to stick up for his people.

That said, when he tried to get me to sign it, I refused because I obviously disagreed. He said he understood, but he'd have to talk to AM about it. That did NOT go well.

I could hear the yelling half a building away, despite the machinery running. Once again, I was called to AM's office, but this time I was facing the AM.

He immediately started yelling at me again, but not just about the earlier incident. Now he wanted to know why I hadn't built the days' allotment of machines.

He did what he was supposed to do!

I coolly reminded him that, not only was there an engineering problem with the machines I was supposed to build, HE told me NOT to work on any other machines & to do so was "insubordination," as he so callously put in the write-up.

Then he asked me if I was going to sign the write-up.

Once again, I refused. "I don't think it's right, or fair, to be reprimanded for doing my job."

"If you don't like it," he said through clenched teeth, "find another job. I can find a thousand people who can do that job."

"I never said otherwise." I was fed up now & refused to tamp down my anger any longer. "But you'll need at least 3 people to do everything I can do as easily & as well as I can. Good luck with that."

I left him standing there, completely flustered, went to my work area to gather my personal effects, walked over to my supervisor.

Finally the cherry on top!

I informed him that I was going home & would like to use my accrued PTO & vacation time for the next 2 weeks. He told me it was no problem & as he was approving my request, I let him know that I was also giving my 2-week notice & wouldn't be back.

He shook my hand & wished me well in my future endeavors. I did the same & left.

I got to leave on my terms & through my son, who also worked there, as well as various friends I'd made while working there, I did learn that the company had to hire no less than FIVE people to replace me & my expertise.

I also got the last laugh, because I'm pretty sure AM got fired a couple of years later for various reasons, not least of which was the lagging productivity & his driving a mass exodus of the best personnel in the assembly area.

YIKES! That's interesting!

Why do incompetent bosses act like that?

Let's find out what folks on Reddit think about this one.

Exactly! This user hates when leaders are losers.

This user feels sorry for this guy because he had to leave this job.

This user knows staying would have been a win.

Exactly! This user isn't even sure why the boss wanted less machines.

This user shares how things went down at their job.

Somebody knows their worth!

Thought that was satisfying? Check out what this employee did when their manager refused to pay for their time while they were traveling for business. more

Career development

 2d

7 things boomers notice about your handshake that determine their entire opinion of you in under 3 seconds and there is no second chance


From the death grip that screams insecurity to the limp fish that whispers indifference, that split-second greeting you barely think about has already written your entire story in their minds -- and they're not reading it twice.

Last week at my nephew's college graduation, I watched him introduce his girlfriend to his grandfather.

The moment their hands met, I saw it -- that subtle shift in my... father-in-law's expression, the almost imperceptible straightening of his shoulders, the way his eyes flickered with approval.

The handshake had lasted maybe two seconds, but the verdict was in. Later, he pulled me aside and said, "That young woman has character. Good head on her shoulders." All from a handshake.

It got me thinking about all the job interviews, parent-teacher conferences, and first meetings I've witnessed over my decades in education.

The handshake ritual might seem outdated to younger generations, but for those of us who grew up when a person's word and a firm grip meant everything, it's still the opening chapter of who you are. And whether we like it or not, that first impression sticks like superglue.

Here's what nobody tells you: there's a Goldilocks zone for handshake pressure, and boomers have an internal calibration system for it that's been fine-tuned over decades. Too soft, and they think you lack conviction or worse, that you're not taking them seriously. Too hard, and they see right through your attempt to prove something.

I learned this the hard way during my first year as a substitute teacher. Desperate to be taken seriously while juggling textbooks and a toddler on my hip, I'd practically crush people's hands trying to show I belonged there.

One veteran teacher finally took pity on me and said, "Honey, you're not arm wrestling. You're saying hello." The right pressure feels like you're holding a small bird -- firm enough that it won't fly away, gentle enough that you won't hurt it.

You know that moment when someone's shaking your hand but looking over your shoulder for someone more important? Boomers catalog that instantly as a character flaw. We were raised to believe that if you can't look someone in the eye during a handshake, you're either hiding something or you think you're too good for the interaction.

The eyes-to-hand ratio matters too. If you're staring at the handshake itself instead of making eye contact, it signals uncertainty. But here's the thing -- it's not about boring holes through someone's skull with your intensity.

It's about that brief, genuine moment of connection that says, "You have my attention." Think of it as the physical equivalent of putting your phone down when someone's talking.

Nobody likes to talk about sweaty palms, but boomers definitely notice them.

Now, before you panic about your naturally clammy hands, know that there's a difference between nervous moisture and neglect. What really bothers this generation isn't the nervousness itself -- it's when someone doesn't have the awareness or courtesy to do a quick, discreet palm wipe before extending their hand.

My father, who delivered mail for forty years, always kept a handkerchief in his pocket specifically for this purpose. "Shows respect," he'd say, giving his hand a quick pat before greeting someone. It wasn't about having perfect, dry hands. It was about making the effort to present your best self, even in small moments.

A good handshake has a rhythm to it -- usually two to three pumps, lasting about three seconds total. Any less feels dismissive. Any more starts to feel like you're trying to sell them something or you don't understand social boundaries.

Have you ever been trapped in one of those endless handshakes where the person won't let go? Or experienced the opposite -- that barely-there touch that makes you wonder if it even happened? Boomers read these variations like tea leaves.

The person who holds on too long might be seen as needy or aggressive. The drive-by shaker comes across as someone who can't be bothered with human connection.

This one's subtle but crucial.

The way you position your hand for the shake -- palm perpendicular to the ground versus tilted up or down -- sends a message. Palm down suggests dominance or condescension. Palm up can seem subservient or overly eager to please. That neutral, vertical position? That's the sweet spot that says you see this as a meeting of equals.

I once watched a young teacher interview completely tank his chances with our principal before he even sat down. He came in with what I call the "politician's grab" -- that two-handed sandwich move that feels invasive when you don't know someone.

The principal, a Korean War veteran who valued proper boundaries, was immediately put off. Sometimes trying to seem extra friendly backfires spectacularly.

What happens in the milliseconds after the handshake matters just as much as the grip itself. Do you immediately pull back like you've touched a hot stove? Do you linger awkwardly? Or do you release naturally while maintaining that moment of connection?

Boomers notice if your smile drops the second your hands part, or if you're already mentally moving on to the next thing. They're looking for consistency -- does your body language after the handshake match the confidence you tried to project during it?

That smooth transition from handshake to conversation, without any jarring shifts in energy, tells them you're genuine rather than performing.

Perhaps nothing makes a worse impression on a boomer than avoiding or bungling the handshake entirely.

Whether it's the awkward COVID-era elbow bump attempt when they've clearly extended their hand, or that mortifying moment when you go for a fist bump while they're offering a traditional shake -- these mismatches scream that you can't read a room.

But the absolute worst? Not offering your hand at all when meeting someone from this generation in a professional or formal setting. To them, it's like showing up to a wedding in sweatpants. It doesn't matter if handshakes seem archaic to you. What matters is showing respect for their cultural norms.

Look, I know some of you are rolling your eyes right now, thinking this is all ridiculously old-fashioned.

Why should a three-second gesture carry so much weight? But here's what I've learned after decades of watching these micro-interactions play out: these small rituals of respect and connection still matter deeply to a generation that built their relationships on them.

Understanding how to navigate them isn't about conforming to outdated standards -- it's about speaking someone else's language fluently enough to build a bridge. And sometimes, that bridge starts with something as simple as getting the handshake right. more

Career development

 2d

I landed a job by cold emailing the CEO. Nothing else worked for me.


Job seekers should focus on personalized outreach instead of traditional résumés and cover letters.

This as-told-to essay is based on a conversation with Cathy Xie, a 25-year-old marketing professional based in Toronto. It's been edited for length and clarity.

I remember opening my laptop about a month into my job hunt, seeing yet another automated rejection, and feeling this kind of collapsing... desperation. I knew I needed to do something different in my approach if I wanted to stand out in the job market.

I tried three new job-finding strategies, but I didn't get hired until I sent an email directly to a CEO with the subject line "My landlord inspired this email."

Job seekers should be thinking less about their résumé and cover letters, and more about how they can get a potential employer's attention.

In 2024, I founded a startup aimed at helping students and new grads with unconventional backgrounds pivot into tech and navigate the job market. Unfortunately, we had to shut down about a year and a half later due to changes in the market. It's a little ironic that the tech job market is what put me back on the job hunt.

After mass applying to roles across marketing, product, and growth, largely targeting tech and AI companies, I felt drained. I was also spending so much time doom-scrolling on TikTok, watching video after video of young Gen Z job seekers talking about their frustrations with the job market.

Job searching was always in the back of my mind, and I knew it was time to try a different approach.

The first route I tried was referrals, but those were not a huge success.

My next approach was scouring niche startup boards, subscribing to free newsletters that posted about startups hiring, and even following LinkedIn creators who report on startups that had just raised. Then I'd apply directly through the company's website and try to email someone on the team who would likely be my manager for that position. Though I didn't end up with a job from that approach, it was still a great way to network.

My last approach, cold emailing a founder, ultimately landed me my new role. I'd been following this founder's journey on LinkedIn for a while because I was passionate about his startup's mission to address the housing crisis in major cities. He posted that he was hiring a marketing manager and included a link to apply. I thought to myself, "I am not applying the traditional way again."

I had just come across a social media post from someone about how cold emailing helped them achieve so many of their life goals, and how rejection was redirection. It made me think maybe I should just email the founder directly. I had nothing to lose.

I know, as a founder, you get thousands of emails, so I needed to make sure my email was one he had to open.

It was also important to me to make my email as personal as possible because I think it's a lost art. Especially with AI, we've become overly formal with writing. My subject line was "My landlord inspired this email" because I thought it was funny and might grab his attention.

In the body, I introduced myself, described my past roles and how they prepared me for this job, and wrote about my passion for and interest in the startup itself. I tried to keep it personable and a little funny. I kept it around 150 words, so it was short and sweet.

He responded just over a week later by emailing me back and messaging me on LinkedIn to set up an intro call with him and the CMO. After two more interviews, including an intro to a case study and a case study presentation, I was offered the role of marketing manager.

The job has been great so far, and my team is amazing.

The first two questions a lot of people ask themselves when applying to a job are "How should I write my résumé?" and "How should I write my cover letter?"

However, I think the question you should ask yourself instead is, "How can I get the attention of this person?" Once you ask yourself how you can get in front of a person, you open up so many ways to approach this job hunt, rather than just doing the traditional cold application.

With this wave of AI, it's so easy not to put in effort with job applications and just mass apply. But I think what comes with getting people's attention is putting in the effort.

You can spend a few hours cold applying and maybe get one or two automated emails, or you can spend those hours doing a couple of very personalized outreaches. It will take effort, but I think it's important to put that effort in if you want to stand out in today's job market. more
4   

  • Julius Nyule

    2d

    Great approach. I have been using the first approach you mentioned and it helped me get the company insights very quickly. I will try your last... approach (cold emailing a founder) and see how it goes. Thanks a lot for sharing. more

  • Mabolo Kituyi

    2d

    Well put

Career development

 2d

The Word That Changed Everything: How "Creatrepreneur" Was Born in a Room in Australia


The Word That Changed Everything: How "Creatrepreneur" Was Born in a Room in Australia

By Kevin J. Barrett | Founder, The Creatrepreneur & KJ Barrett & Associates, The Creation Society | Strategist Behind, Qoollege.com

Australia. 1992.

A rented RSL hall -- the kind normally used for bingo nights and community raffles. Fluorescent lights humming overhead. Stale carpet. Instant coffee.

And... fifteen people who were not, as the government paperwork described them, "unemployed."

They were the discarded.

Victims of a recession that didn't need to happen. An economy that had overleveraged itself into collapse. A banking system that turned a structural error into a national wound.

I stood at the front of that room -- an American in Western Sydney, contracted by D.E.E.T. (the Commonwealth Department of Employment) to deliver skills training -- and I knew within minutes that skills were not the problem.

It wasn't their résumés that had collapsed.

It was their sense of meaning.

When "Entrepreneur" Wasn't Enough

I began the way any instructor would. Talking about opportunity. Self-employment. Starting a business during a recession.

A few heads lifted. Most remained still. One man sighed -- a quiet sound of surrender that hit me harder than any challenge could.

And then something shifted.

I had spent years studying the evolution of societies -- Agricultural → Industrial → Information → Knowledge -- and sensing a fifth stage forming beneath the surface. Years of spiritual study: Silva, visualization, meditation, intuition. Years of feeling the gap between what people were taught and what their souls were longing for.

In that ordinary room in Western Sydney, it all crystallized.

Not as a thought. As a birth.

"Entrepreneur isn't enough," I heard myself think.

I paused mid-sentence.

"No..." I said quietly, more to myself than the room.

"You don't just need to be an entrepreneur."

The participants stirred. A few lifted their heads. Something electric passed through the silence.

"You have to go beyond competition. You have to learn to create -- not just react. Not just survive. Create."

And then, without planning it -- without ever having spoken the word before -- I gave voice to what I now believe is the next evolution of human work:

"You have to become... a Creatrepreneur."

Some laughed. Some murmured. One woman raised an eyebrow.

But I smiled -- because I felt the truth of it vibrate through the room, through me, through the world itself.

A new identity had just been named.

What the Word Actually Meant

A Creatrepreneur is not simply an entrepreneur who is creative.

The distinction matters.

An entrepreneur competes. A Creatrepreneur creates -- not just products or services, but value, meaning, and futures that don't yet exist.

In that room, I was watching something Viktor Frankl had described decades earlier: when a person finds a why, they will endure any how.

The government's success benchmark for skills programs at the time was 15% -- fifteen percent of participants eventually finding work after cycling through training.

Meaning-based identity work -- Creatrepreneur identity work -- produced outcomes above 80%.

Not because I taught better skills.

Because meaning reactivated their will.

When meaning collapses, motivation collapses. When identity collapses, possibility collapses. But when identity re-ignites -- even slightly -- the entire trajectory of a life can shift.

The First Creatrepreneurs in the World

At the end of that first day, I asked everyone to stand.

Some resisted. Some sighed. Some rolled their eyes with the exhaustion of long-term unemployment.

But they stood.

"Repeat after me," I said -- not with authority, but with invitation.

"We... are Creatrepreneurs."

A few chuckles bubbled up -- skeptical, disbelieving, almost embarrassed.

But something in the room had shifted.

By the second week, their voices grew stronger. By the third, they were going home and telling their families: "There's this Yank teaching us how to be Creatrepreneurs."

Some families laughed. Some didn't understand.

But within weeks, the laughter stopped. The skepticism dissolved. Identity took root.

And those fifteen individuals -- people society had written off -- became the first Creatrepreneurs in the world.

Long before business schools recognized what was coming. Long before conscious leadership entered corporate vocabulary. Long before entrepreneurship evolved into creation.

This was the birth of a movement, quietly unfolding in community halls across Australia. Not through capital. Not through technology. Not through credentials.

Through identity, meaning, and human spirit.

The Pattern I Had Been Tracking for Years

Societies change when their central form of value creation changes:

- Agricultural Society → humans mastered physical labor

- Industrial Society → humans mastered machines

- Information Society → humans mastered data

- Knowledge Society → humans mastered learning

But something was breaking through the surface in the early 1990s.

Knowledge was no longer enough. Information was overwhelming people instead of empowering them. Technology accelerated faster than human identity could adapt.

Beneath all of it, one quiet truth kept rising in me:

People needed to become creators of value -- not merely consumers, not merely workers, not merely knowledge holders.

Value was shifting:

Data → Meaning. Products → Purpose. Skills → Identity. Labor → Creativity. Competition → Contribution.

This was not speculation. It was evolution.

The Creatrepreneur wasn't a clever term I invented in a marketing meeting.

It was a future calling itself into the present.

What I Saw Before Others Did

Standing in that RSL hall, I recognized a quiet truth long before the world did:

People were not losing jobs. People were losing identities.

The Industrial promise was collapsing. The Knowledge Society was cresting. Technology was beginning to outrun the human frameworks designed to carry it.

And the future? The future did not belong to workers, or managers, or even traditional entrepreneurs.

It belonged to creators.

Creators of value. Creators of meaning. Creators of solutions. Creators of futures that didn't exist yet.

What I witnessed in that small room in Western Sydney was not isolated. It was the convergence of a collapsing economic paradigm, an expiring identity model, and a new societal evolution emerging -- one built on:

- Purpose as productivity

- Meaning as momentum

- Identity as capability

- Creativity as currency

- Consciousness as infrastructure

The Creation Society was not an idea I invented.

It was a pattern revealing itself. I simply recognized it early.

The Lesson That Still Applies Today

Three decades later, the forces that filled that RSL hall are playing out on a global scale.

AI is displacing workers. Automation is restructuring industries. The old promises of job security are evaporating faster than ever before.

And the response from institutions? More skills training. More credentials. More résumé optimization.

The same mistake. Different century.

What people need now is exactly what those fifteen Australians needed in 1992:

A new identity to stand on.

Not just new tools. Not just new platforms. A new self-concept -- one built around the capacity to create, to contribute, and to generate value in ways the economy hasn't even named yet.

That is what a Creatrepreneur is.

And that is why the Creation Society -- the community I've spent thirty years building -- exists.

The world doesn't have a skills deficit.

It has a meaning deficit.

And the answer has been the same since the first word was spoken in that RSL hall in Australia:

Create.

Kevin J. Barrett is the founder of KJ Barrett & Associates, the originator of the Creatrepreneur movement, and the Strategist behind Qoollege.com -- an AI-powered college guidance platform. He has been working at the intersection of identity, creativity, and human potential since 1988.

Follow Kevin on LinkedIn: linkedin.com/in/kjbarrett

Learn more about the Creation Society and the Creatrepreneur movement: thecreatrepreneur.com more

Career development

 2d

Modern Tech Resume Redesign


My current Technology/IT résumé needs a full makeover so it stands out visually yet still flows through any ATS without hiccups. The content is already drafted; what I require is a fresh, clean layout that feels contemporary and professional, with subtle graphic touches that suit a tech-savvy audience. Here's what will define success: * Two final files: editable Word document and matching PDF *... Layout optimised for common ATS systems (no images that break parsing, fonts embedded, proper section headers) * Consistent typography, balanced white space, and a clear visual hierarchy that guides the reader through key achievements Please tell me about your experience designing résumés -- especially for IT professionals. Links to examples are welcome if they help illustrate your style, though a brief note on how you approach structure and readability is even more helpful. I'll share my current résumé as soon as we start so you can focus on design rather than content rewriting. Looking forward to seeing how you can elevate it. more