Career development

15h

3 job interview red flags, according to a recruiter who's interviewed 'thousands': Showing up very early looks 'too eager'

When you're doing a job interview, whether virtual or in person, you'll want to follow the appropriate etiquette.

"You want to make sure that you're making good eye contact," says Emily Levine, executive vice president at recruitment firm Career Group Companies, "that you're reading the room in terms of when it's appropriate to speak, when it's appropriate and time to ask questions."

Levine has... interviewed "thousands and thousands of people" in her career, she says, often for A-list celebrities looking for personal assistants or chiefs of staff.

Here are Levine's best tips for avoiding her top red flags in a job interview. more

Career development

15h

3 job interview red flags, according to a recruiter who's interviewed 'thousands': Showing up very early looks 'too eager'

When you're doing a job interview, whether virtual or in person, you'll want to follow the appropriate etiquette.

"You want to make sure that you're making good eye contact," says Emily Levine, executive vice president at recruitment firm Career Group Companies, "that you're reading the room in terms of when it's appropriate to speak, when it's appropriate and time to ask questions."

Levine has... interviewed "thousands and thousands of people" in her career, she says, often for A-list celebrities looking for personal assistants or chiefs of staff.

Here are Levine's best tips for avoiding her top red flags in a job interview.

To begin with, you'll want to make sure you arrive at an appropriate time, especially if you're there in person.

Arrive too late, and you risk missing part of your interview, wasting your interviewers' time and making a bad impression. But "if you show up too early, it's also too eager and might make the interviewer feel rushed," says Levine. Ten minutes early is the "perfect" time to walk into your interviewer's office.

"I recommend making sure that you are parked 15 to 20 minutes early in the building" as a precaution, says Levine. That will ensure you have enough time to find the suite or office number but that you're not there long before the interview starts.

Presentation is also key.

If you're online or in person, "don't chew gum, don't have your sunglasses on your head" during the interview, says Levine. These are too casual and unprofessional.

If you're in person only, make sure you don't come in "smelling like cigarette smoke or wearing too much perfume," she says. A lot of people are sensitive to smell and you want to make sure it's not uncomfortable for them to be in the same room.

You want to leave "an impression based on your experience, not the way that you're dressed or you smell," she says.

Finally, regardless of your professional past, be strategic about how you talk about it.

Avoid bad-mouthing previous employers, for example, or "divulging too much information that's proprietary or confidential," says Levine. Especially in her line of work, some of her clients make their employees sign non-disclosure agreements. When candidates tell her they've signed an NDA but still proceed to divulge confidential information about a previous employer, it's a red flag.

Regardless of how private your employer was, spilling secrets gives the impression that if your interviewer hired you and shared proprietary information, in the future, you "would most likely do the same" with them, says Levine. more

Career development

16h

Building job skills and sharing education helps immigrants thrive | Provided by Evergreen Goodwill

Born in Sierra Leone just before the Civil War, Idrissa Fofanah was left at age 2 in the care of his uncle while his mother escaped to the United States as a refugee, planning to bring her son to her new home as soon as she became a citizen. Fofanah stepped off the plane in America 12 years later with a heavy accent, a relationship with his mother to rebuild and having left his community and... culture far behind. In May 2024, he began taking Evergreen Goodwill of Northwest Washington's free Microsoft Word and Google Docs computer classes. Acquiring these skills would be key to creating a path toward the life he wanted to build in this country.

According to the most recent Washington workforce report, at last count as many as 85,828 English Language Learners between ages 18 and 66 either were unemployed or earned less than 200% of the Federal Poverty Level for one person.

Statewide, around 442,000 Washington adults don't have a high school diploma or equivalent. Nearly 70% of all projected job openings by 2029 will require at least some education beyond high school, but 47% of adults don't have postsecondary educational credentials.

Without addressing barriers such as English proficiency or a lack of high school diploma or equivalency, these Washington residents may face low wages or long-term unemployment.

With the support of Goodwill, Fofanah not only learned the skills that would open doors for him, he felt drawn to sharing knowledge due to his understanding of the barriers new U.S. immigrants face. In August 2024, Fofanah started volunteering in Evergreen Goodwill's ESOL computer basics class.

It's a typical trajectory for many of the program's students -- from sitting in a classroom seat to "giving back" and helping others in the same classes. The volunteer program is part of Evergreen Goodwill's free workforce development programming, and allows students to learn about the U.S. workplace, practice English in real-world situations and develop skills to add to their résumé. All are critical skills for getting a job in today's economy.

"As both a volunteer and a student, Idrissa is a wonderful asset to the Evergreen Goodwill community and a testament to the power of helping others," says Scott Rice, director of Mission Operations.

Individuals attending classes might need to build various skills or certifications or deal with barriers to employment. They might tackle English proficiency, earning a GED, or dealing with transportation.

The wraparound programs are designed to help address gaps that can influence hiring. The goal? A living-wage job -- a job earning a wage or income that can support a family or individual.

Adult basic education

Statewide, basic adult education programs teach foundational skills so adults can obtain higher-paid jobs in higher-demand fields. Skills include dressing for and preparing for an interview, writing a résumé, using a computer and finding jobs suitable for personal interests and experience.

"The top three reasons students come to the Goodwill Job Training Centers are to learn English (55%), find a job (49%), and learn computer skills (39%). Once enrolled, students will often work with staff to further develop their educational and career goals," says Felicia Boettger, Evergreen Goodwill director of Program Planning, Research and Evaluation.

Various Washington institutions and organizations, including community colleges and nonprofits, offer free or low-cost adult basic education classes. Evergreen Goodwill's five Job Training and Education Centers serve King, Kitsap, Snohomish, Skagit and Whatcom counties with free classes and additional one-off workshops.

Within Evergreen Goodwill's core program, Adult Basic Education, digital skills classes cover everything from basic computer operations to Excel spreadsheets to résumé writing. Online job searches and special computer classes help nonnative English speakers find roles. A laptop lending library and hundreds of laptop gifts for students make it easier for students to find and keep jobs.

Building practical skills and confidence is an important part of preparing for the workforce. Some students need help completing high school or obtaining a GED to attend college or pursue additional studies. Other certifications can help someone become a barista or forklift operator or provide Microsoft Suite certification. English language classes boost confidence.

These types of wraparound, holistic support services address additional barriers such as housing, transportation and legal and immigration issues. Connecting students to resources that help with clothing, basic food assistance, bus passes, scholarships for further education/training, rental assistance and help with utilities offers them the support needed to reach their goals.

As a result, students can focus on learning and achieving goals without worrying about missing classes or feeling distracted by everyday concerns.

Evergreen Goodwill helps people get jobs across Northwest Washington by offering free, high-quality job training, education and job placement. We empower individuals to overcome barriers to working by providing comprehensive support and connecting them with life-changing job opportunities. more

Career development

17h

Trump's Cabinet picks boast thin résumés. That's the point: ANALYSIS

"Debating résumés ... plays right into Trump's favor," one Democrat said.

Many of President-elect Donald Trump's picks to fill his Cabinet boast résumés that are thin on the kind of subject matter the agencies they would helm oversee.

But that doesn't necessarily mean they're politically unqualified.

The ongoing battle on Capitol Hill over Trump's selections underscores how outsider bona fides... and shake-it-up attitudes now imbue would-be secretaries with credibility. That's in contrast to steady-as-she-goes mantras and beefy résumés in a government bureaucracy that voters believe has failed them, Republican operatives told ABC News.

The shifting vocabulary is just another example of Trump's ability to transform norms in Washington, but also of voter frustrations and a shifting electorate. And now, Democrats warned, targeting nominees' résumés risks reinforcing the image that the party is unreceptive to the beliefs of everyday Americans about what ails the country.

"I'm not endorsing anyone, but the argument that this person isn't qualified to do X because he doesn't have the résumé or the establishment kiss of approval just reinforces that they don't get it," said Chris Kofinis, a Democratic strategist and former aide to Sen. Joe Manchin, I-W.Va. "Debating résumés when most people distrust government plays right into Trump's favor."

"If you asked most American people, guess what they would say, 'What's the difference? It's not like they've been doing a great job beforehand, so now you're worried about this guy?'" Kofinis added of would-be nominees' qualifications. "The argument is, 'you need to have people with managerial and certain type of policy expertise to run these agencies.' Based on whose opinion? Based on experts' opinion, or based on the American people's opinion?"

Trump has moved at a rapid pace to flesh out his upcoming administration, handpicking an array of establishment and unconventional people for top posts.

Sen. Marco Rubio and Rep. Mike Waltz, two Floridians, were deemed establishment picks for secretary of state and national security adviser, respectively.

The president-elect has also put forth Fox News host and Army veteran Pete Hegseth as his Pentagon chief, Linda McMahon to lead the Education Department, South Dakota Gov. Kristi Noem as homeland security secretary and former Democratic Rep. Tulsi Gabbard of Hawaii to be director of national intelligence. Former Florida GOP Rep. Matt Gaetz was also pegged to be attorney general, though he took his name out of consideration on Thursday.

None has particularly brawny résumés on those departments' subject matter, which Democrats have repeatedly noted.

To be certain, résumés aren't the only issue at play. Gaetz and Hegseth are beset by sexual misconduct allegations, and Trump is still one to put a premium on loyalty as he sifts through is options for top administration posts. But Democrats have also worked to paint several of the picks as "unqualified" based on their relative lack of experience as well as by virtue of past personal issues and Trump's various policy pushes.

The question, though, is precisely what the word "qualified" means after an election in which voters registered their discontent with business as usual via their ballots.

"I think you can call some of these people outsiders, for sure. Others have experience, it's just not the experience that maybe the D.C. establishment is looking for. It's not somebody that worked their way up in this department and now is the person to do it. It's someone that's going to take a fresh look," said Nick Trainer, a GOP strategist and former Trump administration official.

"Americans that aren't tuned into their government every day are shifting towards the Republican Party, and it's because these elites in the D.C. establishment and the Democrat Party don't get it," Trainer added. "They just don't understand that an average American in a Midwestern state or whatever doesn't care if their secretary of XYZ studied at Harvard. That's not what they want."

The new standard is being established with the help of Trump's unique sway among his base, offering him the ability to inject credibility into his picks solely by virtue of his imprimatur. And now, Democrats are forced to grapple with precisely how to respond.

The party is undergoing a post-election reckoning to understand how its brand became so unpalatable that Vice President Kamala Harris suffered a comprehensive defeat to a twice-impeached convicted felon. Tactical decisions over advertising, spending, media appearances and more have been cited as possible pitfalls for Harris.

But beyond tactics, Democrats lamented a reputation as elitist, inside-the-beltway experts with little knowledge or interest in what average Americans feel is important for the country. And going after cabinet candidates for lacking elite academic or government bureaucratic credentials risks exacerbating the issue.

"The dog whistle when it comes to how Democrats describe experience, is it means status quo," said Sean Spicer, Trump's first White House press secretary.

Some Democrats said the likely nominees' past policy stances are ripe for criticism -- but that going after résumés could be risky.

"Anytime we are showing elitism or being preachy, it's not good for our brand. But if we're calling out folks who have turned their back on workers or people that have done things that are not in the best interest of America or other things, then I think those are distinct questions that help the party," said Chuck Rocha, a Democratic strategist who is mulling a run for Democratic National Committee chair.

"It's about not being with America, not being with the workers," Rocha added Wednesday. "I would argue against Matt Gaetz, sure, the sex parties and the other stuff is crazy, but he's also had a long resume of voting against capping insulin and other things that have really been bad for American workers."

Others advocated more of a wait-and-see approach.

"If your angle of attack is, 'person X is grossly unqualified,' let them prove they're not qualified," Kofinis said. "If you want to start earning trust back from the American people, stop being so quick to give an answer and conclusion, and wait."

While Democrats are figuring out how to respond to Trump's picks and how to resurrect their brand more broadly, Republicans are satisfied to watch them twist in the wind.

"Democrats are the resistance party. They're going to find whatever excuse they can to resist," said one former Trump campaign official. "So, I'm not surprised by that, but they're going to continue to hurt themselves, that's for sure. They're missing the point." more

Career development

17h

Succession Management: 11 Steps For Success in 2025

Career development

18h

Ten tricks to nail a job interview

A job interview can be a genuinely life-changing conversation. How you perform in that 30 to 90 minutes will determine what you do for a living, which in turn will shape what you do for much of your time on earth.

We spend one-third of our adult lives at work (with half of the remaining two-thirds spent asleep), so if you end up doing something you don't enjoy, a large part of your existence is... negatively affected.

Your job will also determine your income, where you live, a large part of your social life, your standing in your community and even potentially your life partner - nearly one in five of us meet our spouses at work.

Consequently, people who do well in job interviews tend to do well in life.

At Reed, we deal with some 100,000 job applications a day, and have helped millions through the interview process.

So many people over the years have told me that they left interviews feeling that they had been under-prepared, that nerves had got the better of them and they wished they'd had a better idea of what questions they might be asked.

But as scary as it can be to meet your destiny in a job interview, you are at least told about the meeting in advance and given every chance to prepare. To an employer, a job is a problem to be solved, and you need to make sure that you are their preferred solution.

From a lifetime spent working in recruitment, here then are my top ten tips for a successful job interview.

James Reed, CEO of Reed - the UK's number one recruitment company - has revealed all on how to secure your dream job during the all-important interview stage

1. Hone your CV

Our research suggests that, typically, employers won't spend more than seven seconds looking at an individual CV. These days, they may even be sifted using AI. You now have a very limited opportunity to win over your target audience.

A CV has one function: to get you in front of someone you want to meet.

There is no one-size-fits-all solution for the perfect CV, but it should always be clearly formatted and short enough for a recruiter to scan quickly. Most importantly, it should be tailored to the role you're applying for.

The first thing on your CV should be a personal statement - an essential way to stand out from the crowd. It explains who you are, what you're offering and what you're looking for. Aim to prove why you're suitable in one short and succinct paragraph.

Then include all of your relevant work experience, listed with the most recent first. Include your job title, the name of the organisation, time in post and your key achievements and responsibilities.

Next should come sections on your education and any relevant hobbies and interests. If you need to explain a career change or reasons for gaps in career history, make sure you do so.

Remember: never base your interview preparation entirely around the contents of your CV. By definition, a CV is all about your past achievements. Your interviewer will be looking forward to a future they likely cannot make out at this point.

2. Send a speculative job application

Actually getting a job interview these says is quite hard. Vacancies have been declining in the UK economy for a record 27 consecutive months and I fear that trend will continue for some time yet.

I was talking to a guy in young middle-age last week who had applied for 90 jobs through LinkedIn and other channels. He had only heard back from one employer and that was with a rejection. One of the pieces of advice I gave him was to go back to the future - decide who you want to work with and then send them a CV or letter through the post, regardless of whether they are advertising any suitable jobs.

Employers now get so many approaches online and by email but have very little on their desks in terms of letters or paperwork. If you want someone to know you're interested in working with them, this is a good way to get their attention - and show some initiative.

If you don't hear back, write again, and say you're surprised not to have had a response and would love to meet in case there are any openings now or in the future. Show some chutzpah, it's attractive to an employer.

3. Look at how you can improve yourself

It's never too late to learn new things and develop new skills. Reed has 110,000 courses online. Many are free and those that cost money have an average price of £12, so it's relatively easy to supplement your CV and get new certificates or qualifications. If you're looking to move into a new area, this is particularly important.

For example, we offer a level 2 certificate in adult social care - which is free - and could open up a whole new career. Doing a course can also be a good way of testing out a new area and seeing if it appeals to you.

James Reed says there is no one-size-fits-all solution for the perfect CV - its role is to get you sat in front of someone you want to meet

4. Playing poohsticks

Like in a game of poohsticks, where players throw sticks upstream off a bridge and the winner is the one that is first to the other side, finding a successful career means identifying the fast-flowing water.

Which parts of the economy are moving in an exciting and dynamic way and hold the most potential? Which are the fast-growth industries that will prove resistant to trends such as AI?

You want to make sure you're dropping your stick in the best possible place - where personal progress is propelled by structural change. At the moment, those areas include education, green energy, healthcare and medicine. Previous growth areas - tech, for example - aren't doing so well now. If you choose the right industry, you don't need to be the best employee or the best manager - that fast-flowing water will move you forward.

5. What to wear

Many people tie themselves in knots deciding what's appropriate to wear to an interview. Shorts, tracksuit bottoms and flip flops are never a good idea.

But, equally, you don't want to appear in a pinstripe suit and tie at many workplaces these days. Hybrid working has made lots of workplaces more casual.

My advice is to go one level up from what you would be wearing every day if you got the job. This means having a look at the website to see how people working at the organisation you're applying to tend to dress.

6. Show enthusiasm

It may sound obvious, but it's vital to come across enthusiastic from the off in any job interview. For employers, enthusiasm is infectious and you need to demonstrate it throughout the process.

Show interest in the business or organisation you're interviewing for. That means making sure you're aware of any recent initiatives, big hires or growth plans that have been announced. Spend a couple of hours trawling through the news for the latest information on your potential employer.

If I'm interviewing someone at Reed, I'm impressed, for example, if they know that we have recently opened two new energy academies to train the next generation of green engineers, and that we see this as a key growth area. Or if someone has taken the trouble to find out that I've just launched a new podcast - interviewing other business leaders about what makes them tick - then they're going to score points.

7. Commitment is important

Demonstrating your commitment to showing up, being there and being part of a team is crucial. If your first question to your employer in an interview is to ask how many days a week you can work from home, don't expect them to be impressed.

I'm not against flexible working, but most employers now expect staff to show a dedication to the office at least for a fair part of the week. Particularly if you're a younger worker, or someone making a career change later in life, showing an eagerness to be around and learn from colleagues is really important.

So, instead of asking how much time you'll spend at home, ask how much time you'll be in the office - and whether you can spend more than the minimum required.

One young man I was working with recently got a job which required a minimum of two days a week in the office. He asked for my advice, and I suggested he went in every day, which he did. He was soon promoted to a more senior position and got a pay rise.

8. Be ready for the 'strengths and weaknesses' question

There are only so many variations of the same basic interview questions - and this is a classic. Don't say something flippant when asked to identify your weaknesses. Everyone has strengths and weaknesses, and sometimes the weakness is the flip-side of a strength.

One of my strengths is that I'm a driven individual who likes to get things done. The associated weakness is being impatient and occasionally impulsive, and that can lead to mistakes.

You should always talk about how you seek to mitigate the weakness that you admit to. In my case, I do so by surrounding myself with people who have different qualities - including some who are more cautious.

9. Be prepared to be asked about your core values

Companies, like people, have values. If you get this question, the interviewer really wants to know whether your personal values match up with their organisational ones.

In order to stand out, it's vital to know what the organisation's values are. I recommend committing some time to their website or reading interviews with the boss to understand more.

Read MoreEXCLUSIVE I was the first Isa millionaire... Lord Lee's three-step blueprint to follow in his footsteps

At the Reed Group, all 11 of our companies are created with the purpose of 'improving lives through work', to help work work better for everyone, and I'm always impressed when a candidate demonstrates that they know this and are aligned with it.

To get across the finish line, provide evidence to back up what you say your values are. If your values are empathy and collaboration, tell an anecdote about the time you helped out a colleague with personal problems or worked through a weekend with the team to get a special project completed.

10. The right parting shot

At the end of almost every interview, the interviewer will turn the tables and invite you to ask questions of your own. The important thing to understand is that despite outward appearances, this phase of the interview isn't really about gathering information about the company or your role.

Instead, this is a moment to demonstrate you are knowledgeable about the company, have been paying attention to the conversation, exhibit some personal charm and close your case as the best candidate for the job.

First of all, never say you have no questions at all, demonstrating a lack of curiosity, disinterest in the job and company and lack of social graces. Also avoid questions you could easily have found the answer to on the company website - that will only advertise that you aren't properly prepared.

Instead, try to link your questions to topics that came up earlier, as in: 'You mentioned that you hold an annual sales conference. Is there scope in this role to eventually get involved in planning that event?'

Another tried-and-tested question is to ask what success would look like, and how it will be judged. That shows you are already thinking about how you would seek to do well in the position being offered.

Why You? 101 Interview Questions You'll Never Fear Again by James Reed, chairman and CEO of Reed - the UK's number one recruitment company - is published by Penguin. more

Career development

18h

Woman shares question she asks in every job interview that's led to an offer every time

Job interviews can be a minefield, but one woman has said she has a strategy, and it hasn't failed her yet.

When it comes to nailing a job interview, you would be a liar if you said you have never checked online for some tips and tricks.

Of course, it also makes sense to have done your homework, know the role well, and the company.

Buuut all the same, it would help to leave the room knowing you... smashed it out the park because of a great interaction you had with the interviewer.

Catherine Lockhart from Texas shared one question on Instagram which she claims has never failed her when it comes to interviews.

It might be worth adding it to your list of questions to ask, if her confidence in it is anything to go by.

Picture it: you've answered all the questions the best you can, and you get to that final question - 'do you have anything you'd like to ask us?'

It's probably a good idea to have something prepared for this one. After all, they've been questioning you for the last half hour or so; why not turn the tables for a moment?

The question that Catherine says has never failed her aims to give her some further insight into what exactly an employer is looking for.

So, what is the question?

Well, drumroll please: it's 'what does excellence look like in this role'?

"It gives the interviewer an opportunity to explain a little bit more about the day-to-day functions of the role," she said, adding: "It lets the interviewer know that you're serious about performing and exceeding their expectations."

Another suggestion could be to ask the panel what it is they enjoy most about their jobs, to show a bit of curiosity and get a discussion going.

But what about red flag questions to avoid?

Well, Catherine's advice was basically anything about additional benefits or time off.

So, things which indicate to the interviewers you're more interested in the benefits than the job itself.

Let's be real, even though that may well be true, it's probably not a good idea to show it in the interview!

Catherine said: "Do not mention PTO (paid time off) - do not ask if they have any other benefits."

People took to the comments to share their views on the suggestion.

One person wrote: "Another great question to ask at the end is ask the interviewer 'what gives you the most satisfaction in your role?' (or something like that! They love to talk about themselves!)."

Another disagreed with the assertion that you shouldn't ask about PTO.

They wrote: "I am a recruiter and I'd have to disagree that you shouldn't ask about PTO, this is an employee's right to know and part of the compensation package."

A third replied: "I always ask this and what their favorite thing about working there is, there's a big difference in how they answer depending on their job satisfaction." more

Career development

22h

Atyeti Inc. Named One of the Best Places to Work in New Jersey for 2024

Atyeti Inc., a global technology services provider, has been named one of the Best Places to Work in New Jersey for 2024. This recognition, awarded by Best Companies Group, highlights the company's dedication to creating a supportive, inclusive, and empowering workplace. It marks the second time Atyeti has received this honor. Award recognizes Atyeti's commitment to employee well-being, career... development, and a positive work culture played a key role in this achievement.

PRINCETON, N.J, Nov. 22, 2024 /PRNewswire-PRWeb/ -- Atyeti Inc., a global technology services provider, is excited to announce that it has been recognized as one of the Best Places to Work in New Jersey for 2024. This prestigious accolade, awarded by Best Companies Group, underscores Atyeti's ongoing dedication to fostering a supportive, inclusive, and empowering workplace culture.

"We are incredibly proud and humbled to be named one of the Best Places to Work for second time in New Jersey," said Prashanth Myadam, President & CEO of Atyeti Inc. "This recognition is a testament to the hard work and dedication of our employees, who are at the core of our success. We are committed to creating an environment where every individual is valued, supported, and given the tools to reach their full potential."

The Best Places to Work award is based on an extensive evaluation of company practices, policies, and employee feedback, assessing everything from workplace culture to benefits and growth opportunities. Atyeti's recognition reflects its ongoing efforts to prioritize employee wellness, career development, and community engagement.

Key initiatives that contributed to Atyeti's recognition include:

"We believe that a positive and engaged workforce is key to driving innovation and success," said Kanti Ponnada, Global Head of HR at Atyeti Inc. "This award reinforces our commitment to investing in our people, creating an environment where they can thrive both professionally and personally."

For more information about Atyeti Inc. and career opportunities, visit https://www.atyeti.com/.

About Atyeti Inc

Atyeti Inc. is a global technology services provider focused on innovation and excellence, Atyeti partners with clients to deliver transformative solutions that drive business success. With the ethos of Exceeding Expectations, Atyeti strives to go above and beyond in every project. In recent years, Atyeti has expanded its capabilities to become a leader in Digital Transformation, with a strong emphasis on Machine Learning, Artificial Intelligence, and Cloud Transformation. Atyeti is proud to be working with world-leading technology companies to help clients navigate the digital age. With a team of 850+ talented technologists globally, Atyeti is at the forefront of developing and deploying cutting-edge innovations to solve complex challenges across a wide range of industries.

View original content to download multimedia:https://www.prweb.com/releases/atyeti-inc-named-one-of-the-best-places-to-work-in-new-jersey-for-2024-302313467.html more

Career development

1d

Picking the Right Middle East Policy Makers

American soldiers on deployment in the Middle East. (via AdobeStock)

It's 6:00 a.m. in Washington, DC, and the texts are already rolling in. Another question about a potential appointee for Middle East policy in the next administration. This time, it's a suggestion for someone who's spent their career on the think-tank circuit. The sender asks, "Would they make a good deputy assistant secretary?"... The urgency of the decision-making process is palpable. My first thought: Maybe, if the job is giving panel discussions. But for actually handling the complexities of the region? Not so much.

Welcome to the world of presidential transitions, where everyone tries to staff up for success -- or at least avoid catastrophic mistakes. Having been through this process a few times, I've learned that getting the right people into key Middle East policy roles is about more than just résumés. It's about finding the right balance of experience, instincts, and temperament to manage a region where every day feels like a high-stakes game of chess played on shifting sand.

Regarding the Middle East, theory can only take you so far. It's a region that defies tidy solutions and textbook answers. Yet, time and again, administrations turn to candidates who look great on paper -- degrees from top universities, stacks of journal articles -- but have little to no practical experience. That's a mistake.

The ideal policymaker has been tested -- not just in the classroom but in real-world situations where decisions have consequences. They've worked on the ground in places like Baghdad, Cairo, and Jerusalem. They've negotiated with stakeholders who don't see the world through the lens of Washington consensus. They know the difference between what's ideal and what's possible.

Someone who's spent their career in think tanks or academia might have impressive ideas, but they're not enough unless those ideas have been tested in practice. It's one thing to write a paper about Gulf security. It's another to sit across from a foreign minister and convince them to commit to a shared objective. Middle East policy requires more than knowledge -- it requires execution.

Step 2: Balance Hawks with Pragmatists

Presidential administrations often lean one way or the other on foreign policy. Some come in with a hawkish stance, ready to confront adversaries head-on. Others favor diplomacy, preferring carrots to sticks. But neither approach works in isolation. A strong team, diverse in its perspectives, includes both hawks and pragmatists. This diversity is crucial in a region as complex as the Middle East.

The Middle East isn't a region where unilateral thinking succeeds. You need hawks who understand when to exercise restraint and pragmatists who know when pressure is necessary. This balance ensures that decisions are not just bold but also realistic, providing a sense of reassurance to the decision makers.

Consider a national security advisor with a strong defense background. Pairing them with a deputy who has years of diplomatic experience ensures that policy decisions are robust and nuanced. The best teams challenge each other, pushing for better solutions rather than settling into ideological ruts.

Step 3: Keep Politics Out of Critical Roles

Let's be honest: every administration appoints political allies to key positions. It's how Washington works. However, regarding Middle Eastern policy, this is dangerous territory. The stakes are too high for political appointees who lack the necessary expertise. These critical roles must be filled by professionals who understand the region's dynamics, not donors or campaign loyalists looking for a résumé boost.

This isn't the region where someone can learn on the job. Decisions made in the Situation Room ripple out to allies and adversaries alike, and the margin for error is razor-thin. That's why these roles must go to professionals who understand the region's dynamics, not donors or campaign loyalists looking for a résumé boost. This emphasis on professionalism should make the politicians feel secure about the competence of the policy team.

Political appointments have their place -- ambassadorships in less volatile regions, for instance -- but roles like Special Envoy or Assistant Secretary for Near Eastern Affairs require a level of knowledge and credibility that partisanship can't provide.

Step 4: Prioritize Ground-Level Experience

The best policymakers don't just understand the Middle East -- they've lived it. They've worked on the ground, dealt with the realities of regional politics, and built relationships with key players. This perspective is invaluable when crafting U.S. policy, and should instill confidence in the president about the policy team's understanding of the region.

It's easy to think of the Middle East as a monolith from the safety of a Washington office. But anyone who's spent time in the region knows how different the challenges in Yemen are from those in Lebanon or Iraq. Policymakers with ground-level experience bring this understanding to the table. They've seen firsthand how policy decisions play out on the streets, not just in meeting rooms.

During one transition, I recommended a candidate whose primary experience was humanitarian work in conflict zones. Some questioned whether this background was relevant to U.S. foreign policy, but their understanding of the region's realities proved invaluable. They could anticipate how policies would affect governments and the people living under them -- a perspective often missing in top-level discussions.

Step 5: Include a Wild Card

Every administration needs at least one unconventional pick -- a candidate who doesn't come from the usual pipeline but brings a fresh perspective. Wild cards are risky, but they're often the ones who challenge stale thinking and push for creative solutions.

In one instance, a journalist with years of reporting experience in the region was brought into a policy role. Their deep knowledge of on-the-ground dynamics and ability to cut through bureaucratic jargon made them an invaluable asset. While not a traditional pick, they brought insights that shaped decisions in a way no one else could.

Wild cards remind us that effective policy isn't just about credentials. It's about understanding, creativity, and the ability to adapt to a constantly shifting region.

The Stakes Are High

Mistakes in the Middle East can cost lives, destabilize allies, and erode U.S. credibility. Getting the right people into the right roles isn't just about building a strong team -- it's about ensuring that the administration can handle the unexpected crises that will inevitably arise.

A successful policy team isn't a collection of résumés -- it's a group of people who bring expertise, balance, and judgment to one of the most challenging regions in the world. The decisions made now, during the transition process, will determine whether the administration can navigate the complexities of the Middle East or gets bogged down in its pitfalls.

If there's one lesson I've learned from my time in this space, it's this: hire the best. Not the loudest or most connected, but the ones who know how to deliver results. Everything else is secondary. more

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Working Strategies: CV strategies, Part 1: Choosing your content

And now for something completely different, as they used to say on the Monty Python show. If you'd like a break from political news and holiday planning, I have just the thing: A close-up look at CVs (that's curriculum vitae in the full Latin).

Thanks to the magic of longevity in my work, I have critiqued literally hundreds of these critters (actually, more than a thousand) and I have some... insights to share. For today, I'll focus on content choices and the CV's purpose. Next week, we'll dive into tips for formatting to make the document more navigable while doing a better job of promoting you.

For the most part, CVs are used by academics, scientists, lawyers, physicians and other professionals with letters after their name. That said, the job opening also plays a part. For example, while the candidate vying for university professor or academic dean should apply with a CV, the same professional could be advised to use a résumé for non-academic roles, such as the university's finance director. For individuals with multiple career paths, it wouldn't be unusual to maintain both documents.

The most obvious difference between CVs and résumés is length. Since a CV provides all the events of someone's professional and academic life (including articles they've written and talks they've given), 10 to 15 pages is common, with some CVs tipping the scale at 50-plus pages.

It's also common for CV information to be presented very plainly, often without the benefit of job descriptions, personal detail or even the use of bold type for the headings. It's a just-the-facts approach, with all the facts given equal weight.

By contrast, a résumé for the same professional might range from two to four pages. The difference in length comes from strategic editing. Rather than asking the reader to identify the important information, the candidate decides which points are most relevant and highlights that data. Everything else is either eliminated or reduced to very few words.

Which is better for you - a résumé or a CV? As noted above, the answer depends more on the work you're going for than on your specific background. If you lean toward a CV, consider borrowing elements from the résumé world. For example, since committees hire the person as well as the credential, an initial professional summary is a good way to introduce yourself.

Although there are dozens of potential categories in a CV, following are some of the main ones to consider, including a couple borrowed from résumés:

At three to four narrative sentences, the summary usually begins with an overview, moves into more specific detail, and ends with something a little warmer or personal, such as a career goal.

These are your formal training and education experiences, placed with the most recent first.

"Experience" may encompass one or several categories, depending on your professional background. Adding a few sentences or bullets, as you would in a résumé, will provide helpful scope and context.

If you've had leadership experiences, it's smart to highlight them. Entries here might include committees, mentorship programs, events you've initiated, etc.

This is just what it sounds like: A listing of such activities as publications, presentations, conference attendance and professional memberships. Depending on the number of entries, you might name this category Professional Activities, followed by subheads. Or you can jettison the Professional Activities heading in favor of a main category for each activity. At some point, however, you might consider annexing the bulk of this information to an addendum, to keep your document from becoming too cumbersome.

Any interesting or significant experience in the community will add a dimension to your candidacy.

This could also be named Personal Interests, but if you have leftover facts to include, Additional Information is more flexible. For example, you could include items such as:

It's easy to get overwhelmed when writing a CV. A good process is to dive in, do your best, then hand it off to someone who can help you polish the final product. Come back next week for tips on formatting your CV; then you can organize your content on the page before taking that last step. more

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Informative, thanks
Amos Sunday
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That's great
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