AJ Rosso


Career development 3h
Did I do something wrong by asking my boss for a raise? I’ve been doing the whole project alone for two months since my coworker left. But instead of answering, my boss said I should just be grateful to work in such a nice team. He even said my questions could hurt trust in the company. Should I tell him I might quit so he’ll think about raising my salary?

1   

  • Helen V Fonua

    1h

    If that was your boss's response and it doesn't sit right with you? Quit. Life is too short to work for someone who does not value what you bring to... the table. Find a new team that'll be grateful for YOU!  more

Career development

 5h

The AI Startup That Wants to Kill the Job Interview -- And Rebuild Hiring Around DNA Tests and Vibe Coding


Anton Osika doesn't believe in résumés. He doesn't believe in traditional job interviews either. The 28-year-old founder and CEO of Lovable, a Stockholm-based AI startup that lets users build software applications by describing what they want in plain English, has constructed a hiring system so unusual it reads like a manifesto against conventional talent acquisition.

His company is growing at a... pace that makes most venture-backed startups look sluggish. And the way he's building his team is as unconventional as the product itself.

Lovable reached $25 million in annual recurring revenue within just three months of launching, according to Business Insider. It hit $50 million ARR by month five. The company now has roughly 100 employees and continues to hire aggressively -- but on terms that would make most HR departments deeply uncomfortable.

Osika's hiring philosophy centers on what he calls "founder DNA." Not a metaphor. He means it almost literally. Every candidate goes through a process designed to identify a specific psychological and behavioral profile: people who think like founders, act like founders, and -- critically -- don't need to be managed like employees.

Founder DNA: The Personality Test That Replaces the Interview

The concept is deceptively simple. Osika wants every person at Lovable to operate as if they own the company. Not in the equity-vesting, stock-option sense that Silicon Valley has long used as a carrot, but in the operational sense -- taking initiative without permission, making decisions without consensus, and treating the company's problems as their own.

To find these people, Lovable has built a multi-stage hiring process that filters ruthlessly. Candidates don't just submit applications. They complete what the company describes as "founder-mode assessments" -- open-ended challenges that test how someone thinks when there's no clear instruction, no rubric, and no right answer.

One example: candidates might be given a vague product problem and 48 hours to come back with a solution. Not a presentation. Not a slide deck. A working prototype, a strategic plan, or a concrete proposal that demonstrates they can move from ambiguity to action without hand-holding.

The interviews themselves, when they happen, are structured around behavioral signals that Osika and his team have identified as predictive of founder-like behavior. Have you started something from scratch? Have you failed publicly and kept going? Do you default to asking for permission or forgiveness?

Short answers matter more than polished ones.

"We're not looking for people who are good at interviewing," Osika has said. "We're looking for people who are good at building."

This philosophy extends to how the company is structured internally. Lovable operates with minimal hierarchy. Teams are small, autonomous, and expected to ship fast. There are no lengthy approval chains. The assumption is that if you've passed through the hiring filter, you don't need oversight -- you need runway.

It's a model that borrows heavily from the ethos of companies like Stripe and early-stage Shopify, but pushes the concept further. Where those companies maintained traditional management layers as they scaled, Lovable is betting it can maintain a flat, founder-driven culture well past 100 employees.

Whether that bet pays off at 500 or 1,000 employees remains an open question. Flat organizations have a well-documented tendency to develop shadow hierarchies -- informal power structures that are often less transparent and less equitable than the formal ones they replace. Valve, the gaming company, famously operated without managers for years before quietly acknowledging that the system created its own problems.

But Osika appears unconcerned with precedent. His company is building a product that challenges fundamental assumptions about who can create software. It makes sense that he'd challenge fundamental assumptions about who can build a company, too.

Vibe Coding and the Collapse of the Technical Hiring Moat

Lovable sits at the center of what Andrej Karpathy, the former Tesla AI director and OpenAI researcher, dubbed "vibe coding" -- the practice of building software not by writing code line by line, but by describing desired functionality to an AI system that generates the code for you. The term, which Karpathy coined in early 2025, has become shorthand for a broader shift in how software gets made.

The implications for hiring are profound. If AI can generate functional code from natural language prompts, the traditional premium on deep technical expertise -- years of experience in specific programming languages, computer science degrees from elite universities -- starts to erode. What matters instead is taste. Product instinct. The ability to articulate what should exist and why.

This is precisely the kind of person Lovable's hiring process is designed to surface. Not the best coder. The best thinker.

The vibe coding movement has accelerated rapidly in recent months. Tools like Lovable, Bolt, and Replit have gained significant traction among non-technical founders, designers, and product managers who previously couldn't build software without hiring engineers. Y Combinator reported that a notable percentage of its recent batch included startups where much of the initial codebase was AI-generated.

For Lovable specifically, this creates a fascinating recursive loop: the company's own product reduces the need for traditional software engineers, and its hiring process reflects that same philosophy internally. Osika has been open about the fact that not everyone at Lovable is a traditional engineer. Many come from product, design, or even non-tech backgrounds -- people who understand what users need and can work with AI tools to build it.

This doesn't mean Lovable has no engineers. It does. But the engineering team's role looks different from what you'd find at a conventional SaaS company. They're building the AI infrastructure, the underlying models, the platform architecture. The product surface -- what users interact with -- is increasingly shaped by people whose primary skill is judgment, not syntax.

It's a division of labor that may preview how many software companies will operate within a few years.

The broader industry is watching closely. Cursor, another AI-powered coding tool, has also seen explosive growth. GitHub Copilot, backed by Microsoft, continues to expand its capabilities. Amazon's CodeWhisperer, Google's Gemini Code Assist -- the list of entrants grows monthly. But Lovable's positioning is distinct: it targets people who have never written code at all, rather than augmenting existing developers. That's a different market with different dynamics.

And it demands a different kind of team.

The Risks of Building a Company Like a Cult

There's a fine line between a high-performance culture and an exclusionary one. Critics of founder-mode hiring argue that it systematically disadvantages people who don't fit a narrow archetype -- typically young, unattached, willing to work extreme hours, and comfortable with ambiguity to the point of chaos.

That profile skews male. It skews toward people without caregiving responsibilities. It skews toward those with financial safety nets that allow them to take risks without catastrophic consequences. When you select for "founder DNA," you may be selecting for privilege as much as aptitude.

Osika has pushed back on this characterization, arguing that founder DNA is about mindset, not demographics. He points to the diversity of backgrounds among Lovable's hires -- people from different countries, different industries, different levels of formal education. The company is headquartered in Stockholm but hires globally, and Osika has emphasized that geographic and educational pedigree are irrelevant to his process.

Still, the proof will be in the data. As the company scales, the composition of its workforce will either validate or undermine the claim that founder-mode hiring can be genuinely inclusive.

There's also the question of sustainability. Companies built around intense, founder-like energy from every employee tend to burn bright and fast. The early returns at Lovable are extraordinary -- $50 million ARR in five months is a number that would make most enterprise software companies envious. But maintaining that velocity requires maintaining that culture, and culture is the first thing to fracture under the pressure of rapid scaling.

Osika seems aware of this. In interviews, he's spoken about the importance of hiring slowly even when growth demands speed -- a tension that every fast-scaling startup confronts but few resolve gracefully. His solution, so far, has been to make the hiring bar so high that the people who clear it are self-sustaining. They don't need culture to be maintained for them. They are the culture.

It's an elegant theory. The next 18 months will determine whether it's also a practical one.

The AI-powered development tool market is projected to grow substantially through the end of the decade, with some analysts estimating it could reach $30 billion or more by 2030. Lovable, with its early traction and unconventional team-building approach, is positioned as one of the most closely watched companies in this space. But position isn't destiny. Execution is. And execution, ultimately, comes down to people.

Which brings everything back to hiring.

Osika is making a bet that the best way to build a company in the age of AI is to hire people who don't need a company -- people who would build something on their own if they weren't building with you. It's a philosophy that inverts the traditional employer-employee relationship. The company doesn't offer stability. It offers leverage -- in the mechanical sense, not the corporate jargon sense. A place where individual effort gets multiplied by AI tools, small teams, and minimal bureaucracy.

Whether that model can sustain itself through the inevitable challenges of scaling -- competition, regulation, market shifts, internal politics -- is the central question hanging over Lovable's future. So far, the answer has been an emphatic yes. But "so far" is a short timeline in a fast-moving market, and the companies that look invincible at $50 million ARR are not always the ones that reach $500 million.

What's undeniable is that Osika has articulated a vision for hiring that resonates deeply with a generation of builders who feel constrained by traditional corporate structures. The founder DNA concept, for all its potential blind spots, captures something real about what it takes to build in uncertain conditions with imperfect information and limited resources. That's not just a startup skill. Increasingly, it's the baseline requirement for anyone working in technology.

And if Lovable's growth trajectory holds, the company won't just be a case study in AI-powered software development. It'll be a case study in whether you can scale a company by refusing to hire anyone who thinks like an employee. more

Jarmila O’Neal


Career development 1d
I’m really confused about how to answer the salary question in interviews. After reading a bunch of “tips” online, I said that “a comfortable range for me is from … to ….”. But they told me I wasn’t a good fit because I’m not a straightforward person and give vague answers instead of being clear.
So what’s the right way, should I state an expected salary?

1   

  • Peter Wafula

    6h

    In my opinion, if you are invited for an interview or when making an a job application that requires you to indicate a salary expectation in the... application, it is good to make some research about the role's salary range in that organization you're applying or going for an interview. Don't wait to be ambushed with that question. Always give a range that falls within their lower and upper limit and give a leeway for negotiation based on various cirmcumstances  more

  • C Trusclair, PhD., CISSP CCNP

    7h

    The reality is this: employers aren’t just evaluating your skills, they’re evaluating your decision-making and communication style. When you give a... wide or “comfortable” range, it can come across as uncertainty rather than strategy.

    A better approach is to be clear, anchored, and justified.

    Instead of saying:

    “A comfortable range for me is…”

    Say something like:
    “Based on my experience, market data, and the value I bring, I’m targeting a salary in the range of $X to $Y. I’m open to discussing the full compensation package depending on the role and growth opportunities.”
    That does three things:
    Shows confidence
    Shows market awareness
    Keeps flexibility without sounding vague...
    From a recruiting perspective, clarity matters. Companies want to know: Do you understand your value? Can you communicate it directly? Are you aligned with their budget? Yes—you should state an expected salary.
    But do it strategically:
    Research the market (role, location, industry)
    Anchor your number slightly above your minimum acceptable
    Be prepared to justify it with your skills, results, and experience.     more

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Career development

 7h

The Significance of Seeing God in the Modern Age (In Memory of Tsunashima Ryōsen-kun [綱島梁川君] as a Seer of God) by 

Nakagiri Kakutarō [中桐確太郎]


Back in January this year (2026) I published a draft translation of Nakagiri Kakutarō's 1924 essay, "Spiritual foundations of reconstruction and rebuilding

" [1924] written following the Great Kantō Earthquake of 1923. Well, I have been exploring his thinking a little more since then, especially his involvement with Tenkō Nishida-san and his Ittōen community in Kyoto. Indeed, it was Nakagiri... Kakutarō who helped write the Prayer for Light (Provisional) that my friend Miki Nakura and I have recently translated. Anyway, whilst looking into Nakagiri Kakutarō's 1912 book "Accompanying the Prayer of Radiant Light" [光明祈願にそへて] I came across the essay I publish here in draft translation. I publish it for two particular reasons. The first is that it is a piece about Tsunashima Ryōsen [綱島梁川], whose wonderful 1905 essay I first translated over a year ago, "My [Spiritual] Experiment of Seeing God"

[予が見神の実験], that has such a huge influence on my own, great, free-religious exemplar, Imaoka Shin'ichirō. The second is that in this essay, in the section called The Rise of New Religions [種々なる宗教の出現], Nakagiri Kakutarō uses the metaphor of "refraction" which has really captured my imagination as a way of talking about the central task of free-religion. Here's the relevant passage:

To one who has seen the true light [本當の光り], light remains light [光りは光り] regardless [拘らず] of how it is refracted [屈折の仕方]; and yet, to cause [惹起すと云ふ] conflict by obsessing [囚はれて] over the mode of refraction is the very seed of calamity [禍の種子]. In the religions [宗教] rising today, the light [光り] is certainly present [相違ありません], but when people mistake the refraction [屈折] for the Truth itself, or when they lose sight of the Source [本源] because they are dazzled [眩亂昏倒して] by the strange refractions [不思議の屈折] of their own poor knowledge [お粗末な知識], they fall into what we call "evil cults and depraved rituals" [邪教淫祀]. Therefore, I believe [思ひます] the most vital [大切] and essential [肝要] matter [事] lies in [處にある] liberating [救つて行く] the primal light [本源の光] from the captivity [捕はれ] of its own refraction [其屈折率].

I'm sure I'll be writing more about this at some later point. But, be that as it may, here's a draft translation of Nakagiri Kakutarō's essay for your pleasure.

-- o0o --

The Significance [意義] of Seeing God [見神] in the Modern Age [現代](Remembering [憶ふ] Tsunashima Ryōsen-kun [綱島梁川君] as a Seer of God [見神者])

Delivered at the commemorative lecture for the 15th anniversary of Tsunashima Ryōsen-kun's [綱島梁川君] death, held at Hongō Church [本郷教會] in September [九月] 1921 [Taishō 10].

The Lived Experience [實驗] of Seeing God [見神]

That which should be called the supreme point [至上點] -- the culmination [カミニネーション] -- of the entire life [一生] of Tsunashima Ryōsen-kun [綱島梁川君] was surely his so-called "experiment of seeing God" [見神の實驗]. He spoke of this lived experience [實驗] himself in various places, and I believe that the act of saying "I saw God" [神を見た] was the very summit [頂上] of Ryōsen-kun's [梁川君] spiritual and mental life [精神的生活].

As all of Ryōsen-kun's [梁川君] friends acknowledge, he was an exceptionally faithful [忠實] man who would never deceive himself [自から欺かない]. On top of that, he was a man of superior reason [理性]. To be sure [尤も], having received Christian baptism [基督教の洗禮] at about the age of fourteen or fifteen, he believed in God [神] and offered up the sincere devotion [誠] of a heart filled with heartfelt awe [悃悃/憤懍] toward the Divine. However, at that time, he held the view [風に考へて居られました] that actually seeing God [神] before one's eyes [目のあたり] in this physical world [此世] was a thing that could never, after all [到底], be done. This skeptical stance appears throughout his diaries [日記] and letters [手紙].

In a letter dated 6th October 1901, addressed to five or six of us [私共], there is a passage that illustrates this perfectly. Because the matter was related to me personally, I remember it well [よく記憶して居ります]. At that time, I was preaching [説いて居りました] the necessity [必要] of "seeing God" [見神]. While he noted that the specific implications [意義] of my own theories would need to be investigated, Ryōsen-kun [梁川君] set out his own thoughts [自分の考へ] in the following sequence:

"Supposing I state the essence [要] of my humble opinion [愚見], I wonder [存ぜられ候] if God [神] does not permit us to see Him as He truly is [如實に見るを容さざるもの]. I consider this the innate fate [先天の運命] of us humans, whose very nature [本性] makes it impossible to thoroughly transcend [超越] ([テラリツセン]) the ego [自我]. Is it not perhaps impossible [出来まじき事] for us to leap [一躍] across the divide and meet God face-to-face [面接]? I believe [存じ候] that God [神] is something to be 'read' [讀まれ得べきもの], and is not one who can be 'seen' [見られ得べき者]."

Such were his words. He was of the firm opinion [御意見] that God [神], after all, cannot be seen directly [目の當り]. This was a discussion born of a specific epistemology [認識論] he held at the time. While his heart [御心の中] was always filled with a longing adoration [景慕の念] for God [神], the "wall of reason" [理性の壁] dictated that God [神] was invisible. Intellectually [智識], this was his position; yet, as the illness [病] he had long suffered from gradually progressed [彌々進み] and he faced the shadow of death [死といふものゝ姿], he finally arrived at that profound experience [實驗] of "seeing God" [神を見ると云ふ實驗].

Illness [病] and Death [死]

I believe [信じます] that the condition referred to as "unrecoverable illness and death" [不起の病死] has a primary connection [主なる關係] to Ryōsen-kun's [梁川君] experience [實驗] of seeing God [見神]. However [併しながら], I do not believe we can simply dismiss his experience in a sweeping manner [一概に批評] as being "completely pathological" [病的] -- as a certain critic [批評家] did when Ryōsen-kun [君] first announced [發表せられた] his visions -- merely because illness [病] was the catalyst [機縁].

Humans, because they are healthy [健康] or in a combative, vigorous mood [戰闘的氣分], often go about their lives without ever noticing [氣付かずに済ます] the things that they truly ought to notice. From the perspective of pathology [病理學上], there might be criticisms [批評] claiming that his visions were nothing more than fantasies [幻想] caused by disease germs [病菌] attacking the brain [脳]. Yet, if becoming ill [病氣になつた] is what allowed him to finally notice [氣付く] the truths he needed to notice, then that illness is something for which we should rather be thankful [感謝すべきこと]. In the olden days, when Socrates [ソークラテース] was questioned for his crimes [罪に問はれ] and sat drinking the poison [毒薬を仰いで], he said as he was dying: "I now submit to my penalty and die. Whether I, who depart in death, am truly happy [幸福], or whether you, who remain alive, are happy -- God [神] alone knows [知り給ふ]." I believe [思ひます] that in cases like this, the question of whether the sick man is actually the fortunate one [仕合はせ] becomes a serious problem [問題] to consider.

The fact that such a great spiritual experiment [大なる實驗] was performed through illness [病] was because it forced him to look death [死] directly in the face [正面]. Ryōsen-kun [梁川君] seems to have been contemplating death [死] since his mid-teens. Looking up at the stars [星] shining in the sky [天空] on a quiet night [靜かなる夜], he would be lost in thoughts [想ひに耽けられた] like: "If I died, what would become of me?" Though he had thought of death [死] in this way, I do not believe [思ひます] he had yet grasped its true form [眞の姿]. In most cases, even suicide [自殺] fails to reveal death's true nature [眞の姿]. Since suicide [自殺] is the act of killing oneself, and the "self who kills" [殺す自分] remains, the true face [眞の姿] of death remains unknown. However [けれども], for a patient [病者] who has finally resolved [覺悟した] that there is absolutely no hope of recovery [到底快復の見込はない], death [死] sometimes reveals its true reality [真相].

The physical body [肉體] is a thing that must die [死すべきもの]. As it is said: "Human life is but fifty years; seventy has been rare since ancient times [七十は古來稀なり]." Even if one were to live to a hundred and twenty-five [百二十五歳], in the end [遂には], one must die. Death [死] is an inevitable destiny [必然の運命] for humans, and it is not something to be surprised by [驚くべきもの] even now. Yet, when we behold the face [姿] of death [死] and feel a special agitation [動揺] in our hearts, this is not merely the death of the flesh [肉體の死] -- it is a problem [問題] arising from the shock [錯愕] of the soul [霊魂].

The Twofold Veil [二重の幕]

The soul [霊魂], if we hold to our faith [私共の信ずる所], is a thing that never dies. I believe [思ひます] death [死] does not exist within the soul [霊魂]. Therefore [でありますから], from a true standpoint [本當の立場], it is only natural [自然] to know nothing of death [死]. A small child [をさな子] knows nothing of death; to such a child, who is like a citizen [民] of the true Heaven [本當の天國], death [死] is no hardship [苦勞]. It seems there was a song to this effect by Terence [テレンス].

However [所が], within the human being [人間], the faculty of knowledge [知識] eventually arises -- though we know not when or how. With this knowledge [知識], we deny the fact [事實] that the soul [霊魂] is immortal and come to believe [考へる様になりました] that we must perish along with our physical bodies [肉體]. Furthermore [然かも], this knowledge [知識] is often forgotten [忘れられて居る] for the sake of bodily health [身体の健康]. Thus, the truth of the soul's immortality [霊魂の不死] is hidden [覆はれてをります] by a twofold veil [二重の幕]. One veil [一つの幕] is the intellectual veil of knowledge [知識の幕] that we will probably die along with the physical body [肉體]. The other [も一つ] is a veil [一つの幕] of health that makes us forget even the fact that we will die at all.

If human beings [人間] simply vanished [滅び去つてしまふ] along with the death of the body [肉體の死], we would feel no agony [悩み] when facing death. Agony [悩み] is something we feel only when we see that something which ought to be possible [出来得べき筈のこと] is, in reality, impossible [出来得ざる]. If something were truly impossible [眞に出来ざる事], it is the rule [常] that humans would simply resign [諦める] themselves to it. Resignation [諦め] brings its own kind of peace [安心]. Therefore [故に], there are those in this world [世の中] who find peace [安心] in the resignation [諦め] born of the belief [信じて] that a person perishes with their body [肉體].

While I will not debate the value [價値] of that peace [安心] today, people who stand on such resignation [諦め] often [往々] look at those facing death in agony [悩み] and dismiss it as a mere "lingering attachment" [執着] to the physical body [肉體]. Such a critique [批評], however, fails to grasp the reality [事實] of the human condition [實情]. Those who have experienced true agony [悩み] know that it does not spring from a desire to cling to the body, but from a slightly deeper source [根源]. When we observe this in detail [仔細に], we touch [ふれる] upon the problem of the spirit [靈の問題].

How, then, does this agony [悩み] arise? The soul [霊魂] -- the "I" -- is inherently immortal [本来滅びざるもの]. Yet, our human knowledge [人間の智識] tells us that we must perish with the body [肉體の死] and that we simply vanish [全く滅び去る]. Here, there is a grievance [不平] and dissatisfaction [不滿] within the spirit [靈]. We long to tear through [破りて] the veil of knowledge [知識の幕] and reveal its immortal truth [不滅なる眞相]. If we cannot, an infinite agony [無限の悩み] is born. While the first veil [第一の幕] -- the intellectual belief in mortality -- may be torn by a terminal illness [病氣死], the spirit [靈] will continue to suffer [悩む] unless the second veil [第二の幕] of knowledge [知識の幕] is also removed.

Zen [禪] is one method [方法] of tearing this veil [幕], as is facing the true form [眞の姿] of death. For when one beholds the truth [眞相] of death, the human ego [我執] is shattered. When the ego [我執] is broken, the veil of knowledge [知識の幕] falls. In that moment, the immortal spirit [靈] appears in all its grand and stately [儼然堂々] majesty. In this way [此の如くにして], the spirit [靈] is saved [救はるゝ] from its agony [悩み].

The Reflection [省察] of Reason [理性]

Through unrecoverable illness [不治の病], one sees the true face [眞の姿] of death, the two veils [第一第二の幕] are torn away, and one beholds the spirit [靈] and God [神]. Of course [勿論], among those in this state [状態], there will be cases where pathological delusions [病的變態] arise. However [けれども], I believe [思ひます] it is far too bold a conclusion [速断] to label all such experiences as pathological [病的].

In Ryōsen-kun's [梁川君] case, because he was a man of absolute integrity [自ら欺かざる性質] who held reason [理性] in the highest regard, he did not accept [肯定] his experience [實驗] of seeing God [見神] lightly [輕々しく]. He was very clear about his commitment to reason [理性]:

"I [予] respect the authority [權能] of reason [理性]. I have never -- at least not consciously [意識して] -- ignored [無視した] its demands [要求], nor have I ever sought to suppress [壅塞して] it in a manner that lets me barely stand. A conviction [信念] that stands only by blocking reason cannot be called a solid conviction [堅實なる信念]. Conviction [信念] belongs to the supreme being [至上人]. A true conviction [眞個の信念] cannot be won by gambling [賭して] on the disintegration [分裂] of one's own personality [自家人格]. I [予] intend [期す] to let the light of my reason [予の理性の光] be increasingly active [倍々活溌に] and clear [發越照著せしめん]. This is my consistent attitude [一貫の態度], and it is the only attitude [態度] I can take."

Ryōsen-kun [君] strictly held to this attitude [嚴正に], questioning many times whether his vision of God [見神] was merely a pathological hallucination [病的の幻像]. As he said: "I [予] subjected this truth to a vast period of deep thought and careful consideration [沈思精慮] before I published [發表する] it to the world [天下]." This was no superficial confession [告白]. Although he reported [報告された] his seeing God [見神] around 1904, his diaries [日記] and letters [書翰集] show he had similar experiences [經驗] as early as 1897. Since then, he tempered [陶冶し] and refined [精錬し] his thoughts repeatedly. As he himself stated:

"Ah, the truth [眞理] of my vision [わが見神] has been sharpened and polished [研ぎ磨かれて] by the blade [鋒] of countless cool recollections [回想], reflections [省察], and criticisms [批評], until it now shines [輝きぬ] like refined gold and beautiful jade [精金美玉]."

Truly, this was a magnificent conviction [信念], and I do not believe [思ひます] it can be dismissed as mere superstition [迷信] from any perspective. Superstition [迷信], I would define [定義], is the act of believing [信ずる事] something to be a fact [事實] -- usually out of selfish desire and gain [我欲我利の念] -- without any intuitive experience [直覺的の經驗] or logical criticism [論理的の批判]. If this definition holds, Ryōsen-kun's [梁川君] experience [實驗] had no trace of superstition [迷信].

He often loved to quote Zen Master Hakuin [白隠禪師]: "Generally [大凡], in the three worlds and ten directions [三世十方の間], there is no Buddha [佛] who has not seen his true nature [見性], and no saint [賢聖] who has not done the same." The truth [眞理] of seeing God [見神] lies at the heart [根柢] of all religions [凡ての宗教]. Every religious person [宗教家] has, at some point, encountered this experience [實驗], and Ryōsen-kun [君] was no exception. He refused to let it remain a mere pathological phenomenon [病的現象], subjecting it to intense reflection [省察し] and inspection [點檢して] until he had polished [研きなし] it into something that is unobstructed [障りのない] and could be understood by all religious people [凡ての宗教家].

Spiritual Joy [法悅] and Mission [使命]

Tsunashima-kun [綱島君] described the beauty of his experience [實驗] in his own writings, but I would like to consider the significance [關係] of seeing God [見神] in our modern religious life [現代の宗教的生活]. As he said [梁川君も申されて居る様に]:

"One significance [一義] of seeing God [見神] does not end with the vision itself [其ものにして終はらず]; it does not wither [枯れず]. Rather, it develops [開發し来つて] a more abundant and objective new life [客観的新生命], leading to infinite progress [無限向上]. It is the definitive gateway [確實なる一關門] into a new religious life [宗教的新生活]."

For Ryōsen-kun [梁川君], this new life [新生活] meant conveying [傳へる] the spiritual joy [法悅] he had found to his fellow countrymen [同胞]. He wrote:

"My soul [わが靈魂] has stood up to praise God [神を讃美し], for I have heard the voice [聲] of a noble mission [尊き使命]: 'Convey this self-awakening [自覺] to your brothers [同胞].' I [われ] have exactly finished the first labour pains [産みの苦しみ]; now I must endure the second [第二の産みの苦しみをなすべきなり]."

Generally [一體], when one attains the boundary [境界] of thorough great enlightenment [徹底的大悟] described in these visions, a new heaven and earth [新天地] inevitably opens up. In that state, this world [此世界] -- just as it is [此儘] -- is seen as the Pure Land of Tranquil Light [寂光の淨土], as Paradise [極樂の天園], as the Kingdom of Heaven [天國]. And yet, when we look back at the reality of our lives [現實の世界], we see a defiled land [穢土] of suffering [苦患], a valley of tears [涙の谷].

While enlightenment reveals a beautiful world [天地], the reality of society [実際の世相] remains like a house on fire [猶如火宅]. To the enlightened soul [大悟徹底した人], these two worlds [二つの世界] exist simultaneously. The desire [願ひ] to somehow transform this world into a heavenly Pure Land [天國浄土] is a petition [所願] shared by all religious people [凡ての宗教家]. Ryōsen-kun [梁川君] truly lived through [體験せられて居つた] these experiences. I believe [思ひます] he described these two states [境涯] most beautifully in his essay "As I Have Witnessed" [如是我證] within his work The Record of the Reflecting Light [回光録]. He captured this paradox in the phrase: "Enjoying together with God [神と偕に楽しみ], and working together with God [神と偕に働く]."

In "enjoying together with God [神と偕に楽しみ]," we see him tasting the beautiful spiritual joy [美しき法悅] of realising that this world [此世界] is, just as it is [此儘], the Kingdom of Heaven [天國浄土]. On the other hand, looking at reality [現實], he saw an unspeakable world of suffering [苦患の世の中]. He felt he must labour to bring reality closer to the ideal [理想] as quickly as possible; this he called "working together with God [神と偕に働く]." I believe [思ひます] spiritual joy [法悅] refers primarily [主として] to the state of "enjoying together with God [神と偕に楽しみ]." As for the depth of that experience [宗教的體験], perhaps only those who dwell in that state [境涯] can truly understand it [獨り參し得る]. It is not for me [私の分際] to speak further on such matters.

The Compromise of Established Religions [既成宗教の妥協的態度]

Ryōsen-kun [梁川君] connected his "working together with God [神と偕に働く]" to his own vocation [天職], making it his mission to share this joy [法悅] with others. This "work" [働く] can take many forms [いろ／＼の形式]. I have tentatively [假りに] categorised [分類してみました] it into two main types.

The first is to stand on one's own spiritual ground and lead [導いてくる] others to one's own standpoint [立場] -- primarily through means [方便] such as preaching [説教] or writing [文筆]. This was the path taken by Ryōsen-kun [梁川君], probably. But there is another way. Since some truths cannot be reached through words [言葉] or theories [論説] alone, methods like Zen [禪] were devised [工夫されました]. Regardless [何れにしましても], these are efforts [事業] aimed [目的] at guiding [導いてくる] those who have not yet reached that spiritual level [立場].

The second type of work [一つの事業] is to respond to people's physical and material needs [他の要求] -- to go to them with your own body [身をもつて行く]. This means curing the sick [病氣を治してあげたり] and saving the poor [貧困を救うてあげたり]. The mendicancy [托鉢] of Ittōen [一燈園] or acts of selfless service [懺悔奉仕] belong to this category. This work [事業] can be personal [個人的] or social [社會的] -- the Salvation Army [救世軍] and the Kyōfūkai [矯風會] [WCTU] are examples of this on a large scale [大仕掛].

These two forms of religious work [宗教の事業] always exist, but their prominence shifts [消長] with the times [時代]. For instance, in Medieval Europe [歐羅巴の中世紀], the long-suppressed desire for knowledge [知識欲] was stimulated [刺戟せられて] by the material civilisation [物質的文明] of Islam [回教], leading to a great rise [勃興し] in experimental science. As science flourished [興隆し], Copernicus's [コペルニカス] heliocentric theory [太陽中心説] shook the foundations of theology [神學上の系統] and faith [信仰]. Science [科學] advanced rapidly [長足の進歩], culminating in the 19th century [十九世紀] with Darwin's [ダルウヰン] theory of evolution [進化説], which overturned human-centred views [人間中心] and revolutionised [一大革命] philosophy [哲學上の思想]. The unprecedented prosperity [繁榮] of scientific material civilisation [物質的文明] meant that the power of knowledge [知識の勢力] began to overwhelm [壓倒する] everything else. Religionists then began to compromise [妥協し], explaining everything through science [科學的に] and neglecting [閑却し去り] mystical experiences [神秘的経験] and intuitive truths [直覺的態度], living in constant fear [惴々として] of being labelled "superstitious" [迷信].

Even in Christianity [基督教] and Buddhism [佛教], the fundamental life [根本生命] of religion has been lost [失ひ去つてしまつた]. Of course, there are splendid exceptions [除外例], but this is the general state [概して申せば] of affairs. We see this same trend in how religion responds to social demands. The development of science [科學の發達] -- the steam engine [蒸氣機關] and all the machinery [機械] that followed -- completely transformed transport [交通], industry [産業制度], and daily life [生活]. Society was seen as an organic [有機的] whole, and religious work [宗教の事業] became large-scale [大仕掛] to meet the needs of the masses. As a result [其結果], the individual problems of the spirit [靈の問題] -- which require personal guidance [個人的に指導する] -- were naturally neglected [閑却される].

Religious work [宗教の事業] differs from social or state welfare [國家社会の施設]. If you cure a person's illness [病氣を治しただけで] but offer nothing for their spirit [靈], that act is religiously meaningless [無意味]; it is merely acting as a doctor's assistant [お醫者さんの御手傳ひ]. If you build schools [学校] and provide vocational training [職業教育] but forget to nurture the spirit [靈の方面], you are not performing true religious work [本當の宗教事業]. It is a fine thing to build orphanages [孤兒院] and raise children into upright citizens [立派の人間に仕立てて行くと云ふ事], but if we merely treat the symptoms without addressing the spiritual cause [因], we are not performing the work of religion. Nowadays, "social work" [社会事業] is fashionable, and religionists hold many meetings and sessions. These are all well and good [結構なこと], but whether they can truly be called "religious work" [本當の宗教の仕事] is another question entirely. Religion must not stop at satisfying material needs [物質の要求の満足]. It must address the demands of the spirit [靈の要求], and I wonder how many institutions today truly fulfil that spiritual need.

The Rise of New Religions [種々なる宗教の出現]

In short [要するに], many established great religions [旧来の諸大宗教] have compromised with the intellect [理智] and become imprisoned [囚はれて] by utilitarianism [功利の念], neglecting the spiritual problems [靈の問題] that are the very heart [生命] of religious work [宗教的事業]. This neglect has led to the rise [現出] of various "New Religions" [新宗教]. I believe [思ひます] that movements like Ōmoto-kyō [大本教] have appeared precisely because the established religions [既成の大宗教] have forgotten [忘れてしまつた] their own life-force [生命]. To put it in Ryōsen-kun's [梁川君] terms, they have forgotten to cultivate [開拓する事] the state of spiritual joy [法悅境], having lost the foundation [根本] of "Enjoying together with God [神と偕に楽しみ]." If "spiritual joy is constant seeing of God" [法悅は不斷の見神なり], then neglecting that spiritual experiment [實驗] has led to the current state of affairs.

Spiritual joy [法悅] wells up and overflows [湧き溢れ來る] when we become one with what we call O-hikari (the Great-Light) [お光り]. Whatever the form [如何なる形] of a religion [宗教], if it has the power [力] to truly move people from their core [根底], it is because it possesses this O-hikari [お光り] at its foundation [根底]. Even Ōmoto-kyō [大本教] cannot be dismissed as mere falsehood [虚偽]; there must be some spark of life [生命] at its core. Many new religions [いろ／＼の宗教] have risen in Japan [日本], and if we look closely [よく調べて見ますならば], I am sure [必や] we will find some true light [本當の光り] at the source of those that truly move people.

This light [光り] comes through the human medium [人間を通じ] -- I always use the sun [太陽] as an analogy. Just as light [光り] refracts [屈折して来る] when passing through air [空氣] or water [水], divine light inevitably refracts [屈折して来る] when passing through human experience [人間の經驗] and consciousness [意識]. When expressed through the physical body [肉體], it refracts [屈折します] even further. Even in the cases of Śākyamuni [釋尊] and Christ [基督] -- if I may dare to speak of them in human terms [人間に引下して] -- they could not escape [免れ得ぬ] the influence [影響] of their own heredity [遺傳], education [教育], and environment [境遇]. No matter how pure and genuine the O-hikari [お光り], it must undergo some degree of refraction [屈折].

Because this is an inevitable destiny [必然の運命], the light [光り] will always be refracted [屈折すること] as it is passed through human knowledge [人間の知識の組織] and embodied in our works [種々の事業]. While this cannot be helped [致し方ない], the danger lies in becoming imprisoned [囚はれて] by that specific refractive index [屈折率] or becoming so dazzled [目眩みて] by the individual colours [色彩] appearing from the analysis of light [光りの分析] that we forget the Source [本源の光]. This is how conflict [葛藤] and turmoil [粉擾] arise.

To one who has seen the true light [本當の光り], light remains light [光りは光り] regardless [拘らず] of how it is refracted [屈折の仕方]; and yet, to cause [惹起すと云ふ] conflict by obsessing [囚はれて] over the mode of refraction is the very seed of calamity [禍の種子]. In the religions [宗教] rising today, the light [光り] is certainly present [相違ありません], but when people mistake the refraction [屈折] for the Truth itself, or when they lose sight of the Source [本源] because they are dazzled [眩亂昏倒して] by the strange refractions [不思議の屈折] of their own poor knowledge [お粗末な知識], they fall into what we call "evil cults and depraved rituals" [邪教淫祀]. Therefore, I believe [思ひます] the most vital [大切] and essential [肝要] matter [事] lies in [處にある] liberating [救つて行く] the primal light [本源の光] from the captivity [捕はれ] of its own refraction [其屈折率].

Modern Demands [現代の要求] and Seeing God [見神]

There was once an artist [美術家] named Michelangelo [ミケランゼロ]. One day, he saw a large block of marble [大理石の塊] in a field and cried out: "There [彼處に], inside that stone block [彼の石塊の中に], an angel [天使] is imprisoned [囚へられて居る]! I must go and rescue [救ひ出さなければならない] it!" and he ran [駈けて行つて] with his chisel [鏨] to carve it out [刻みあげた]. Michelangelo [ミケランゼロ] succeeded in carving the heavenly messenger [天の使], but he could not escape [免るゝことは出来ませんでしたらう] the inconveniences [不便不都合] inherent in the marble [大理石] he used to express [現はすに用ゐた] that messenger [天の使].

Similarly, in his experiment [實驗] of seeing God [見神], Ryōsen-kun [梁川君] took the sharp blade [鋭い鋒先き] of reason [理性] and tried to polish away every trace of attachment [囚はれ]. Setting aside [それは兎に角と致しまして] the "inconveniences" [不便] of his own human experience [君の一生の經驗], it remains a fact [事實] that he carved an almost [略] completed statue of an angel [天使の像] from the stone.

I believe [想ふに] the demand of our modern age [現代の要求] is to see the angel [天使]. The heavenly messenger [天の使] is encased [包まれて] in a block of stone [石の塊]. We long to rescue [救ひ出し] it and behold its beautiful form [其美はしき姿]. In our fervent desire [熱烈なる願], some are so desperate to worship [拜みたい] it that they do not care if it is incomplete [不完全] or even grotesque [奇形異相]. At the same time, others reject [排斥してをる] it flatly [一も二もなく] because it appears too strange [奇形異容]. If Ryōsen-kun's [梁川君] polished statue [像] were brought to where this demand [要求] exists, I believe [思ひます] it would satisfy [満足さする] everyone.

While his work of "working together with God [神と偕に働く]" had only just begun [端緒を開いたに過ぎぬ], he reached the absolute pinnacle [至極の所] of "spiritual joy [法悅]" in "enjoying together with God [神と偕に楽しみ]." Fifteen years after his passing [お亡くなりになつて], recollecting [追憶して] his experience [經驗] -- polished [研き上げられた] by reason [理性] through much suffering [苦しまれ] regarding the experiment [實驗] of seeing God [見神] -- my emotion [感激] is renewed [新たなるものがあります]. Fortunately, Shunjū-sha [春秋社] is now planning [企て] to publish [發行される] his Complete Works [全集]. This is a wonderful development [非常に結構の事].

While some still ask: "Was Tsunashima Ryōsen [綱島梁川] the father [お父さん] of Pastor Tsunashima [綱島牧師]?", I believe it is truly meaningful [有意義] for our modern religious life [現代の宗教的生活] to re-examine the significance [意義] of his "seeing God" [見神] anew.

(Because I spoke in such a great hurry [大急ぎで述べましたので], my remarks were even more imperfect than they might otherwise have been [一層不完全になりました]. I humbly offer my thanks [御禮申上げます] for your kind patience with this rough and unpolished talk [不束な話].) more

Career development

 9h

Get Hired September 2017 e-Book


While applying for various jobs in the race of million applicants, take the onus of making the life of a hiring manager easy by enabling them pick a strikingly different résumé from the stack of numerous ones. After all, it just takes one powerful resume to grab your dream job and emerge as a winner. In this edition of 'Get Hired' we bring for you easy and manageable tips to create a 'Winner's... Resume' that will unlock the art of writing a perfect resume. Because resume is your silent salesman, so make sure it lands you get foot in the door to interact with the recruiter. This guide with 10 chapters will help you in a step by step manner. It focuses on enlisting the strategies to create a best resume based on latest trends in contemporary job search environment. With the help of this guide you will be able to learn about: 1. Resume Formatting guidelines on MS-Word Document 2. Great Words to describe your personality and skills 3. 25 tips that enhances visibility of Resume 4. Latest trends of 2017 for best resumes 5. 13 secrets to get your resume shortlisted The current edition of 'Get Hired' is self-help guide that enables you come up with a self made professional resume. You can count on this book whenever you sit down to update or create a Resume. We wish you happy hiring! more

Career development

 9h

Job Consultancy Website Design


I'm ready to launch a professional job-consultancy site that helps visitors find roles, sharpen their careers, and polish their résumés -- all in one place. I need the full design and build, from polished UI/UX through to a functional, secure back-end. Core features * Job listings board: searchable, filterable, and easy for me to post new openings. * Career-advice section: article/blog format with... categories for quick browsing. * Résumé writing service page: form or wizard that gathers client information, accepts file uploads, and funnels requests to my inbox. I'm undecided about a content-management system, so I'll look to you to recommend whether a custom build, WordPress, Webflow, or another platform best balances ease of use, scalability, and cost. Deliverables 1. Responsive website design (desktop, tablet, mobile). 2. Fully implemented features above, tested and bug-free. 3. Admin area or CMS setup (if advisable) that lets me update jobs and content without code. 4. Basic SEO structure and performance optimisation. 5. Handover of source files, credentials, and a short walkthrough video or call. Please outline your proposed tech stack, timeline, and any similar projects you've delivered. I'm looking for clean design, intuitive navigation, and a smooth handoff so I can focus on helping candidates land their next role. more

Career development

 11h

Thousands of young Calgarians gather at city's 27th annual youth hiring fair | CBC News


The audio version of this article is generated by AI-based technology. Mispronunciations can occur. We are working with our partners to continually review and improve the results.

The cold didn't stop thousands of young Calgarians from attending the city's largest youth hiring event Thursday afternoon.

The city's 27th annual youth hiring fair at Stampede Park brought together more than 80... employers and thousands of 15- to 24-year-old jobseekers, with part-time, full-time, seasonal and permanent positions up for grabs.

It was an opportunity for young people like 17-year-old Ziyana Islam to make meaningful connections.

"I have been looking for a job for like eight months, and it has been pretty rough, but I still didn't give up hope," she said.

Islam said being able to meet employers in-person is a huge help, especially with how prevalent AI is in online hiring.

She said AI has directed her toward old and out-of-date postings, which has made her job hunting less fruitful.

The use of AI to create resumes and cover letters is something else Islam considers problematic.

"You shouldn't use AI for your own resume," she said. "Something you're going to represent to your employers."

Sixteen-year-old jobseeker Ella Currie said she hasn't been feeling confident about finding work lately.

"You're kind of competing with hundreds of other people for one position," she said.

Currie said it's her first time attending a job fair, and that she hopes it makes her stand out to employers.

Currie said finding a job would be "a giant difference. I'd be able to pay for gas, wouldn't be relying on my parents. I feel bad for just always relying on them, but it's like, I don't have any other way of making money."

"I speak three languages, so I don't get why it's been such a struggle to get a job," she said.

Employers like Cameryn Hathaway, manager at downtown Calgary steakhouse Saltlik, acknowledged how hard it can be for young people to get jobs without much experience.

"Entry level positions, especially going into the hospitality industry, are essentially what we need to start getting people in the door," she said.

She said "confidence is key," acknowledging how stressful it can be to apply for jobs at such a young age.

"Even if you don't have the experience, we're pretty easily convinced with a good personality and a smile."

Hathaway said Saltlik is eager to fill plenty of positions ahead of the Calgary Stampede in July, and that meeting candidates face-to-face is very beneficial.

"I would say like 80 per cent of our hiring right now is through platforms like Indeed or Workable, all that," she said. "Meeting people, getting the time to like shake hands and actually put a face to the name, is actually super, super helpful."

Hospitality jobs were only a few of the opportunities available, with employers in healthcare, recreation and other fields also looking to bring on young Calgarians.

"These are youth that are trying to build out their skills, and having fairs like this just gives them an opportunity to have a one-to-one conversation with the employer directly," said Hardeep Seeghat, community liaison with the city's Youth Employment Centre.

Seeghat said the opportunity to meet employers in-person gives youth a leg-up in what can be an incredibly competitive job market.

Last month, Canada's economy lost 84,000 jobs, with the unemployment rate going up to 6.7 per cent. The national youth unemployment rate went up to 14.1 per cent in February.

"It is very, very competitive for youth, and they have navigated a very challenging job market, but that doesn't mean that there are not opportunities right now," Seeghat said. "Although it's competitive, it just means that there's may be additional prep work that is now required."

Outside of events like the annual hiring fair, the Youth Employment Centre offers one-on-one support and training for young jobseekers. more

Career development

 12h

Building Systems That Retain Top Talent - Research Snipers


The modern workplace faces an unprecedented retention crisis. According to research from Gallup, the cost of replacing an individual employee can range from one-half to two times their annual salary, creating a substantial financial burden for organizations that fail to keep their best people. Yet despite these staggering numbers, many companies continue to treat retention as an afterthought... rather than a strategic imperative. Building effective systems to retain top talent requires more than occasional perks or reactive measures when someone submits their resignation letter.

Understanding the Retention Landscape

The Great Resignation fundamentally altered how employees view their relationship with work. Data from the U.S. Bureau of Labor Statistics showed that over 47 million Americans voluntarily quit their jobs in 2021, with monthly quit rates remaining elevated through 2023. This mass exodus wasn't simply about compensation, though salary certainly played a role. Employees began reassessing what they wanted from their careers, with flexibility, purpose, and recognition emerging as critical factors in their decisions to stay or leave.

Research from McKinsey indicates that when employees leave, 54 percent cite lack of career development and advancement as a primary reason. Another 52 percent mention inadequate total compensation, while 51 percent point to uncaring and uninspiring leaders. These statistics reveal that retention isn't a single-variable problem but rather a complex ecosystem of interconnected factors that organizations must address systematically.

Creating Recognition Systems That Matter

One of the most overlooked aspects of talent retention is meaningful recognition. While many organizations implement employee-of-the-month programs or annual awards, these approaches often feel perfunctory and fail to create lasting impact. Effective recognition systems operate continuously rather than episodically, acknowledging contributions in real-time and in ways that resonate with individual preferences.

Organizations that excel at retention often decentralize recognition, empowering managers and peers to celebrate achievements immediately rather than waiting for formal review cycles. This might include spot bonuses, public acknowledgment in team meetings, or personalized notes from leadership. The key is ensuring recognition feels authentic and directly connected to specific contributions rather than generic praise.

For larger organizations with regional offices or distributed teams, creating localized recognition programs can strengthen connection to the broader company while honoring local culture and preferences. Companies exploring a "what are custom award options for regional events?" Google search often discover that tailored recognition for regional achievements can significantly boost engagement among remote or satellite office employees who might otherwise feel disconnected from corporate headquarters.

Building Career Pathways That Retain Ambition

Top performers don't stay in organizations where they can't envision their future. According to LinkedIn's Workplace Learning Report, 94 percent of employees say they would stay at a company longer if it invested in their career development. This statistic underscores a fundamental truth about retention: ambitious employees need visible pathways for growth, not vague promises about future opportunities.

Effective career development systems begin with transparent conversations about aspirations, skills gaps, and potential trajectories. Organizations should map out multiple career paths -- not just vertical climbs up the management ladder but lateral moves into new functions, stretch assignments on cross-functional projects, or rotations through different parts of the business. These pathways become retention tools when employees can see concrete examples of colleagues who've successfully navigated similar journeys.

Mentorship and sponsorship programs further strengthen these career pathways. While mentors provide guidance and advice, sponsors actively advocate for their protégés in promotion and opportunity discussions. Research from the Center for Talent Innovation found that 70 percent of mentored employees advanced in their careers compared to just 40 percent of those without mentors, demonstrating the tangible impact of formalized development relationships.

Designing Flexibility Into Work Systems

The pandemic permanently shifted expectations around workplace flexibility. A survey from FlexJobs found that 65 percent of respondents want to remain full-time remote workers, while 31 percent prefer a hybrid arrangement. Only 4 percent wanted to return to the office full-time. Organizations that fail to accommodate these preferences risk losing talent to competitors offering greater flexibility.

However, flexibility extends beyond location. Top talent increasingly values autonomy over how and when work gets completed, provided outcomes meet expectations. This might mean core collaboration hours with flexibility around the remaining schedule, results-oriented work environments that measure output rather than hours logged, or sabbatical programs that allow extended breaks without severing employment.

Measuring What Matters

Organizations serious about retention must track the right metrics. Beyond overall turnover rates, monitoring regrettable versus non-regrettable attrition provides crucial insights into whether high performers are disproportionately leaving. Stay interviews, conducted regularly rather than just during exit processes, reveal potential issues before they escalate into resignations.

Building systems that retain top talent requires viewing retention not as a single initiative but as an organizational philosophy woven through recruitment, onboarding, development, recognition, and leadership practices. When these elements work in concert, organizations create environments where talented people choose to stay, contribute, and grow for the long term. more

Career development

 13h

How this 21-year-old political science grad can revise her cover letter to boost her job prospects


Education: Bachelor of Arts in Political Science from the University of Toronto

Roles targeted: Policy adviser, administrative assistant, executive assistant, policy assistant, public relations internships

The job search so far: Since graduating in the fall of 2025, Ms. Upadhyaya has applied to hundreds of jobs but has received only two or three interview opportunities. She spends at least an... hour every day on LinkedIn looking for roles, applying and connecting with people. She landed her current short-term contract position at a non-profit through a cold connection on LinkedIn. However, that's expected to wrap up at the end of March. As her three-month contract comes to end, she is looking for something long term.

Her main challenge: While Ms. Upadhyaya says she performs well in interviews, she finds written applications difficult to master. Most positions in her industry require a cover letter. She takes time to tailor both her cover letters and résumés to each posting, including using keywords to hopefully get through any automated systems reviewing her application.

Writing cover letters can be time-consuming so Ms. Upadhyaya has a method: For each application, she reviews the job description, highlights the required skills and experience, and emphasizes the most relevant points in the cover letter, instead of repeating her résumé. Still, she suspects there's something that she's not doing right.

"I feel like I'm not able to translate the experience and skills I have in a way that completely aligns with what the job is asking for," she said. "I know it has to be reframed in a certain way to match whatever it is they need, but it ends up sounding more generic than specific."

Elizabeth Monier-Williams, a certified career strategist with a background in marketing and communications, says Ms. Upadhyaya isn't doing anything wrong. "It's just a really aggressive and competitive market."

With a few tweaks, here's how Ms. Upadhyaya can strengthen, tidy up and focus her cover letter.

Ms. Upadhyaya's cover letter is fully justified, meaning the left and right edges of all paragraphs are flush with the margins. "That's a style robots like, but human eyes do not," Ms. Monier-Williams said. This block-like appearance can be hard to read, so she suggests using indents and crafting shorter, more concise paragraphs for more white space and readability.

"Think about the person who is sitting there reading your letter," Ms. Monier-Williams said. "They probably don't have a lot of time. That's why being concise and to the point will really help."

Another tip: Mention in the beginning of a cover letter where you learned about the opportunity - whether through LinkedIn, a job board, friends or colleagues. "Companies always want to know where their posts are getting the most capture," she said.

As the job market becomes more competitive, application materials are shifting to results-based storytelling. Ms. Monier-Williams suggests always thinking about the "so what?" factor. Directly mention the impact of a particular campaign, promotion or event you were involved in.

Job seekers should highlight the results of what they've done. For example, if you organized an event to support an initiative, you should include details about what was required and the wins for the organization.

How this 27-year-old data science grad can use effective networking to land his dream job

"Tell me what's the scale and scope of things you've touched," Ms. Monier-Williams said. "That tells them about the throttle you can handle. What can we throw at you that you've already seen, so you're not going to be fazed by it?"

Instead of mentioning "diverse teams and external stakeholders," be specific. Is it a 10-person or a 60-person team? How many projects have you managed? What were the outcomes of those projects? "As much as you can, put numbers, scale, and scope, so people can see what you bring to the table," she said.

Before drafting any application materials - whether it's a portfolio, résumé, cover letter - applicants should develop three key talking points for every job that helped them qualify for the position, said Ms. Monier-Williams. "You should know those three points inside out and backwards," she said.

This approach keeps applicants consistent across interviews, cover letters and while selecting portfolio pieces.

In the last paragraph of a cover letter, the candidate should explain why they think the organization is interesting. "This is where I want to see more integration with what the company is doing," Ms. Monier-Williams said. Candidates should read recent news releases to brush up on the company's current initiatives and mention that work and why they like it. "It shows me you understand what we are and where you sit," she said. more

Career development

 16h

Association Brain Food: 3.27.26


The weekly list of free educational events and resources for the association community

Good reads for the association community

AI as education competition. When members can learn anything from an AI tutor, what do association education programs offer that they can't get elsewhere? Here's what TopClass LMS says: recognized credentials, accredited CE, peer accountability, unwritten knowledge that... circulates among experienced professionals, and the institutional trust employers and regulators depend on. TopClass also explains the "metacognitive laziness" problem: why AI-assisted learning can actually undermine the skill-building that structured programs provide.

Young member recruitment. OpenWater makes the case that scholarships, fellowships, competitions, mentoring programs, and similar student and early-career programs are how associations demonstrate value before someone decides to join. They describe eight types of programs with real association examples showing what each one offers to the next generation of prospective members.

Facilitation training for association professionals. Facilitation is a skill every association professional needs for board meetings, committee work, strategic planning, webinars, and more. Yet most never get formal training. In the Effective Facilitation course, you'll learn how to read a room, handle difficult dynamics, and keep any discussion on track. Brian is offering free enrollment to the first three people who email him. If you're not one of the three, use promo code bf2026 to get 15% off.

Membership value proposition. Most association value propositions highlight membership features when they should describe outcomes. Marketing General suggests a five-step, AI-assisted process for uncovering what actually drives member decisions and translating it into messaging that resonates. The guide includes a worksheet with AI prompts and fillable fields, along with a field-testing framework for email, web, and social.

Get ready for a career change -- or retirement. Sahaj Garg, co-founder and CTO at Wispr, starts with a scary realization: his Stanford-trained identity, built on "cognitive horsepower," is now obsolete. He then paints an unsettling picture for knowledge workers: Within three to five years, the majority of cognitive jobs will be substantially automated with the upper-middle class hit the hardest, because your skills are the most directly substitutable and your lifestyles depend on "continuous high income rather than accumulated capital." As if you don't have enough problems, right? Now, zoom out to your association -- what happens when AI replaces most of your members?

Workplace saps. A Cornell researcher created a "corporate bullshit generator" to study whether impressive-but-empty workplace language is actually harmful -- and found that it is. Kate Blackwood in the Cornell Chronicle reports that workers more receptive to 'visionary' jargon scored lower on analytic thinking, cognitive reflection, and fluid intelligence. and significantly worse on workplace decision-making.

AI tool evaluation. Dennison & Associates offers a framework for evaluating AI tools that covers total cost of ownership, data privacy, vendor stability, measurability, association use cases, and questions to ask. For example, before your association buys any AI tool, Dennison suggests asking department heads what three tasks they wish took half the time. They also include a ten-question evaluation checklist with a scoring guide.

Communication and trust. The institutions scrambling hardest to rebuild trust are often the ones relying most heavily on communications tools that were never designed to build it in the first place. KiKi L'Italien, host of the podcast Things Go Sideways, says you can't message your way to trust. Polished annual reports and carefully worded statements are outputs of a relationship, not substitutes for one. The relationship, she writes, is the strategy.

AI-induced association dysfunction. Before your association dives into AI integration, Jamie Notter wants you to revisit the Solow Paradox: when organizations in the 1970s and 80s layered computerization onto outdated roles, processes, and cultures without redesigning how work was done, productivity gains didn't follow. The same risk applies now. He argues that AI will scale your dysfunction too -- and offers one concrete first step in the right direction.

AI and Gen Z job prospects. Young workers are rethinking their career trajectories with AI in mind. Some are pivoting to trades, others are starting businesses, and some are leaning into AI itself. At WSJ [gift link], Rachel Wolfe and Te-Ping Chen profile several 20-somethings navigating those choices. Smart kids.

Snacks

Hyper-individualized AI learning is threatening the social warmth students get from online classrooms. | David Joyner, Class Central

Frequent flyers: Lowell Aplebaum has a recommendation for you: "With close to 300 flights a year, I've tried just about every app that promises better flight information. Flighty is, by far, the one I come back to."

Last call! Help every association (including yours) enrich its understanding of board service and strengthen board performance by completing the What Board Members Think survey (or have your board complete it) by Tuesday 3/31 at 2:59 pm EDT. | Jeff De Cagna, Foresight First LLC

You're asking AI the wrong questions. The best prompts force you into discomfort. Wow. I ran his prompt and have more to think about than I expected. | Mark Manson

Job hunting? Check out this AI resume writer that interviews you instead of making you fill forms. | story.cv

I've been curating Association Brain Food for over ten years as a community service. If it's been a useful part of your professional life or your company's webinar marketing, buying me a beer is a super nice thing to do in return.

You never grow old at the table

Last week's standout was this simple jerk salmon, which has now replaced my old jerk recipe. I made one change: instead of broiling, I baked the fillets at 375 for 11 minutes. On the side, butternut squash purée -- made with butter, evaporated milk, maple syrup, cinnamon, and chipotle powder -- and leftover roasted broccoli.

Creamy piccata flounder is easy to love. I pushed my steamed asparagus and brown rice into the piccata sauce -- no regrets.

An old standby came to the rescue after a long day: pork Milanese. On the side, steamed green beans tossed with sautéed onion, orange bell pepper, sundried tomatoes, ham, and parmesan -- plus leftover butternut squash.

About CAE credits: Per ASAE, "any continuing professional education offered by any professional entity may be accepted toward the [CAE] professional development requirement as long as it is directly related to either association or nonprofit management as defined by the CAE exam content outline."

Education providers: If you have a free webinar or event coming up, please send me the link by Wednesday afternoon the week before it's scheduled. I'm happy to feature it as long as it's not product-centric.

Fri 3/27 at 12 p.m.* - They Left. Now What? A Live Session on Winning Back Lapsed Members

You've got a list of lapsed members sitting in your AMS. You've reached out. You've followed up. And you're still not getting them back. Learn why most win-back campaigns underperform. Hear about a campaign structure you can apply immediately and real results from associations who've done it -- with the numbers to back it up. More info/register.

Host: PropFuel

Speaker: Dave Will, CEO, PropFuel

*All events are online at Eastern Time unless otherwise noted.

Fri 3/27 at 12:30 p.m. - Legalese with the Ladies: Ask a lawyer (almost) anything

Get clear, no-fluff answers to your biggest legal questions -- from RFPs to commissions to rebates and everything in between. Take away practical tips to protect your business and boost your confidence at every stage of the planning process. More info/register.

Host: Hopskip

Fri 3/27 at 1 p.m. - Foresight Fridays, Part 2

As polarization intensifies and public trust shifts, associations face increasingly complex decisions about when to speak, what to amplify, and how to engage on issues that affect their industries and professions. Explore how association leaders can work effectively with their boards during this moment. Examine how polarization may reshape expectations around association voice and leadership, the distinction between mission-aligned advocacy and ideology-driven positioning, and how organizations can anticipate risk while preserving credibility. More info/register (ASAE members only).

Host: ASAE

Speakers:

* Christine Shaw, CEO & President, Naylor Association Solutions

* Shawn Boynes, FASAE, CAE

* Tamesha Logan, MBA, Executive Director, American Mensa Ltd.

Mon 3/30 at 8 a.m. - The Ethics of Technology Implementation (Radio Free 501c, the podcast of Rogue Tulips Consulting)

Every week, Rogue Tulips brings the association community intriguing guests who discuss vital topics affecting associations around the world. Episodes are published Monday mornings in both audio and video format, available on YouTube, Spotify, Amazon Music, iHeart Radio, Apple Podcast, Google Podcast, and other channels.

Host: Cecilia Sepp, CAE, ACNP, LPEC, Principal & Founder, Rogue Tulips Consulting

Guest: Carol Weldon, Health Care IT Professional

Mon 3/30 at 11 a.m. - Shipping, Customs & Global Logistics: What You Need to Know Now

Global supply chain disruptions, shifting trade policies, and evolving customs regulations are creating new challenges for associations managing international programs, meetings, and materials. Explore the latest insights on international shipping, event logistics, and distributed production models, including key disruptions affecting event logistics, what associations need to know about customs compliance, how print-on-demand can reduce risk and cost, and practical strategies for managing global distribution. 1 CAE credit. More info/register.

Hosts: ASAE and International Congress and Convention Association

Speakers:

* Jim Piechowski, CAE, Vice President of Strategic Partnerships, Holmes Corporation

* Lisa Sallstrom, MS, CAE, PMP, CRP, Partner, KaWest Partners, LLC

* Remy Perrot, Vice President, Cross Connect Customs & Event Logistics Inc.

Mon 3/30 at 1 p.m. - When Conversations Get Hard & Meetings Get Stuck: A Practical Way Forward

Hear about a simple, adaptable conversation framework that helps groups move from reaction to reflection and from discussion to clarity. Rather than debating opinions or rushing to solutions, learn how to sequence conversations intentionally so people feel heard, insights surface naturally, and groups are better positioned to make thoughtful decisions. Practical and easy to apply, this approach fits seamlessly into meetings, discussions, and learning environments without any special tools. 1 CAE credit. More info/register.

Host: Event Garde

Mon 3/30 from 5 to 7 p.m. CT - Chicago Launch Event: Elevating Women in Association Leadership (Rosemont IL)

The Alliance for Women in Associations is bringing together women across the association community for our very first Chicagoland networking reception -- an evening of conversation and collaboration among those shaping the future of our field. Whether you're leading an organization, managing programs, or building your career path in the association world, this is your chance to connect with women in your local community and get in on the ground floor of a growing movement. Location: Rosemont IL. More info/register.

Organizer: The Alliance for Women in Associations

Tue 3/31 from 9 a.m. to 4 p.m. - AI Innovators Summit: Women and Allies Pioneering the Future (Washington DC)

This transformative day focused on Generative AI collaboration and ideation brings together diverse personas (tech and non-tech) from across industries to learn about the practical Generative AI use cases that are helping our customers add value and be inspired to drive your own Generative AI initiatives within your organizations. Choose from hands-on skill-building workshops or visionary leadership sessions. Gain insights from inspiring women leaders who have built, designed, and are actively using Generative AI solutions in their daily operations. Location: Washington DC. More info/register.

Host: AWS

Tue 3/31 at 11 a.m. - Same Values, New Design: Why Association Events Don't Need to Look the Way They Always Have

Explore how association events can evolve beyond familiar formats without losing their purpose or credibility. Using a live, audience-driven "design wheel" format, the session will surface practical ideas for rethinking agendas, engagement, technology, sponsorship, and human connection, all while staying true to an association's mission. Rather than presenting a list of trends, experience a different way of designing events in real time, demonstrating how small, intentional design choices can lead to more engaging, inclusive, and relevant meetings. 1 CAE credit. More info/register.

Host: UST Education

Speakers:

* Ksenija Polla, Director International Development at Talley Management Group

* Shawn Cheng, Regional Director of North America at ICCA

Tue 3/31 at 12 p.m. - The Perception Paradox: Managing Legal Issues and Reputation

In 2025, crises became headlines: the Cracker Barrel's logo, the Astronomer CEO at the Coldplay concert, and the American Eagle's Sydney Sweeney ad. In each case, the company had the opportunity to manage perception as the issue was evolving and before viral posts damaged their reputation. Instead, they avoided communication hoping that silence would protect them. Learn about similar association examples, the perception paradox, and tips for avoiding reputational harm while protecting the organization from legal issues. More info/register.

Host: Association Xchange

Speaker: Larry C. Smith, JD, CAE, executive director and principal consultant for IIB Association Group

Tue 3/31 at 12 p.m. - Mission Control: How to Build a Real-Time Stakeholder Intelligence System

Learn how modern public affairs teams are building real-time intelligence systems that let them anticipate moves, not just react to them. Hear about five core stakeholder mapping techniques and how to completely re-engineer them for the AI era. Discover how real-time data and AI intelligence can fundamentally change the way your teams build relationships, track alignment, and move fast when it matters most. More info/register.

Host: Quorum

Speakers: Maggie McKee, Sr. Solutions Engineer, and Patrick Kalie, Sr. Engagement & Event Marketing Manager, Quorum

Tue 3/31 at 12 p.m. - Resilience for the Perpetually On-Call: How Event Marketers Bounce Back Faster

Hear how event marketers can mentally and physically recover after intense event cycles -- and stop burnout from becoming the norm. Explore why the post-event crash happens, how to bounce back faster, and the everyday habits that make being "always on" more sustainable over time. More info/register.

Host: Zuddl

Speakers:

* Stephanie Christensen, Event Marketing Leader

* Melissa Vilders, Director, Events Strategy & Experience

Tue 3/31 at 1 p.m. - People: Working in Perfect Harmony & Being Accountable

Learn how to build a culture rooted in Core Values and demonstrated behaviors, assess whether your organization has the right people in the right roles, plan for intentional talent scaling as the business grows, design people systems that drive high performance, and align workforce and culture with strategic priorities. 1 CAE credit. More info/register.

Host: UST Education

Speakers:

* Jane-Scott Cantus, Principal Member at ILEX Leadership Associates LLC

* Michele Barry, Business Coach at Assured Strategy

Wed 4/1 at 11 a.m. - AI Licensing: Free-For-All or Pay-To-Play?

Join a 'point-counterpoint' style session about free and paid AI licensing. Hear views on the positives, negatives, considerations, and impacts of the different options in AI licensing. Learn about guardrails if/when giving staff permission to use free AI licenses, inputs to measure ROI if/when giving staff paid AI licenses, key elements of Terms and Conditions in AI license models, and facilitating a discussion at your organization when considering free and paid AI licenses. 1 CAE credit. More info/register.

Host: UST Education

Speakers: Ron Moen, CAE, Vice President, and Carlos Cardenas, CAE, AAiP, Senior Strategic Consultant, Technology Management at DelCor

Wed 4/1 at 1 p.m. - Instructional Design 2036: What's Now and What's Next

Understand how AI is transforming course production and why traditional development timelines are disappearing. Explore how personalized learning systems driven by real performance data will deliver continuous education. See how emerging technologies and new design approaches are shifting instructional designers from course builders to architects of learning systems that improve real performance. 1 CAE credit. More info/register.

Host: Fonteva

Speaker: Dan Streeter, CEO, Mission Fuel

Wed 4/1 at 2 p.m. - Adobe's Creative Forecast: Visual Trends Defining the Year Ahead

get an exclusive look at the forces shaping design, visual storytelling, and content creation in 2026. Drawing on global research, marketplace insights, and cultural analysis, Adobe's annual Creative Trends Report highlights the aesthetics, cultural shifts, and AI-driven innovations redefining how brands connect and creators inspire. More info/register.

Host: Content Marketing Institute

Speakers:

* Per Levander, Co-owner and Creative Director, Maskot

* Brenda Mills, Principal, Consumer and Creative Insights, Adobe

* Lindsay Morris, Principal, Content Strategist, Adobe

* Cassandra Napoli, Head of Consumer Forecasting, WGSN Insights

Thu 4/2 at 12 p.m. - AI Without the Hype: Getting Your Foundation Right

The associations pulling ahead with AI are the ones who asked the right questions first, built the right foundation, and started before they felt ready. Get a clear-eyed view of where your organization stands, a sharper vocabulary for conversations with your board and team, and three concrete actions you can take before next week. More info/register.

Host: Association Women Technology Champions

Speakers:

* Ryan Risley, Partner and Chief Technology Officer, WIPFLI

* Karine Blaufuss, Director, Business Data and Intelligence, AGU

* Cathy Lada, Learning & Development + Marketing, Lada Consulting

Thu 4/2 at 12:30 p.m. - All-in-One Isn't for Everyone: Why More Associations Are Choosing Best-of-Need

Many associations find that their needs have surpassed what their AMS can deliver. They're opting out of the traditional AMS model entirely, building best-of-need ecosystems that pair the strongest tools for each job with a shared data foundation that keeps everything connected. Learn how best-of-need ecosystems work in practice, what it takes to implement one, and how to know if this model makes sense for your association. Hear from an association that's making the shift, a solution engineer who designs these ecosystems, and fusionSpan's CRO, who works with associations navigating this decision every day. More info/register.

Host: fusionSpan

Thu 4/2 at 12:30 p.m. - Beyond Membership: A Revenue Shift Associations Can't Afford to Ignore

Reliance on dues as the primary funding model leaves organizations vulnerable to market shifts, membership volatility, and financial uncertainty. Explore practical strategies for moving beyond membership dues, including sponsorships, advertising, certification, educational programs, sponsored content, and strategic partnerships. Get fresh insights into how your association can safeguard financial stability, amplify impact, and position itself for long-term success in a rapidly changing environment. 0.5 CAE credit. More info/register.

Host: .orgCommunity

Speaker: Bill Sheehan, Global Head, Association Strategy, D2L

Thu 4/2 at 2 p.m. - Spring Data Showers Bring Insight Flowers

Learn how association teams can use data from membership, events, education, engagement, and revenue to uncover clearer insights and make better day-to-day decisions. Discover practical ways to use dashboards, reporting, and AI-assisted analysis to cut through the clutter and focus on what matters most. More info/register.

Host: 501Works

Speakers:

* Denny Lengkong, President, IntelliData

* James Marquis, CIO, 501Works

Thu 4/2 at 3 p.m. - AI for Associations in 2026: What to Ignore and What to Implement

Hear about the AI applications that are delivering real results for associations right now -- from automating member support and personalizing content delivery to predicting churn before it happens. See how associations of different sizes and verticals are adopting AI at a pace that fits their team and budget. Find out what's working, what's not worth your time, and where the biggest opportunities are for the rest of the year. Take away a prioritized list of AI use cases you can bring to your next board meeting, a realistic timeline for implementation, and a clear understanding of what it takes to get started -- even if your team has zero technical background. More info/register.

Host: Member Lounge

Speaker: Farhad Khan, CEO of Member Lounge

Tue 4/7 at 12 p.m. - Translate Analytical Expertise into Strategic Influence (Data Analytics Network)

Learn why accurate, well-presented data still fails to influence strategy and what to do instead; the critical difference between output and outcome metrics and when each matters; how to identify the 3-5 leading indicators that predict strategic success; and the conversation framework that positions you as strategic partner, not just data provider. 1 CAE credit. More info/register.

Host: Data Analytics Network

Speakers:

* Chantal Almonord, CAE, Chief Information & Engagement Officer, ISPOR

* Tim Hopkins, CAE, Managing Director, McKinley Advisors

Tue 4/7 at 1 p.m. - Execution: You Can't Scale Chaos

Learn how to develop strategies to grow effectively and efficiently with discipline and intention, design processes that scale as the business grows, identify execution gaps that erode effectiveness and profit margins, and apply communication techniques as a tool to enhance execution. 1 CAE credit. More info/register.

Host: UST Education

Speakers:

* Jane-Scott Cantus, Principal Member at ILEX Leadership Associates LLC

* Michele Barry, Business Coach at Assured Strategy

Wed 4/8 at 11 a.m. - How to Build a Qualified Shortlist: Stack the Deck (Office Hours for LMS Buyers)

Hear how to evaluate qualified solutions, rather than investing your limited time trying to qualify vendors. Before you schedule a field sales call or product demo, use our Learning System Directory and RightFit Grid to identify a handful of options that closely align with your specific needs. More info/register.

Host: Talented Learning

Speaker: John Leh, CEO and Lead Analyst at Talented Learning

Wed 4/8 at 12 p.m. - The State of the Mission-Driven Workforce in 2026

Get a deep dive into the new research that reveals what retains, burns out, and energizes the people behind mission-driven organizations. Explore what the data reveals about the experience of the people powering mission-driven organizations and what leaders can do to better support, engage, and retain their teams. More info/register.

Host: Momentive Software

Speakers:

* Nathan Richter, Senior Partner at Wakefield Research

* Tirrah Switzer, CAE, VP of Product Marketing at Momentive Software

Thu 4/9 from 3:30 to 6:30 p.m. CT - Toast to Tech Chicago

Combine wine tasting with an engaging exploration of the latest technology trends shaping associations. Enjoy curated wine flights, with each wine representing a major trend or area of impact, and a relaxed atmosphere that fosters open dialogue, collaboration, and creativity around how these trends can impact association operations, member engagement, and events. Location: Chicago IL. More info/register.

Host: Association Women Technology Champions

Speakers:

* Michelle Wroblewski, Wipfli

* Norma Castrejon, American Osteopathic Association

* Amanda Heberg, Sandstorm Design

Association Brain Food takes about six hours a week to put together. If it saves you time finding good reads and CAE credits -- or just makes for a better Friday -- I'd love for you to buy me a beer.

Association Brain Food Weekly is published Friday mornings. If you offer free professional development to the association community, please send me the link by Wednesday afternoon.

Creative Commons licensed photo by Paul Crook via Unsplash

Amazon, AssociationBrainFood.com, Association Academy, and Rogue Tulips links allow me to earn a royalty and/or complimentary registration from any resulting leads or sales. Thank you! more

Career development

 17h

Part Jobs Portal; Part Dating App


A few years ago, when I was writing for Acumen, the big theme was "disruption". Uber and Airbnb were the go-to examples of how technology could upend traditional business models.

The conversation has moved on, but the essence remains: leaders are still grappling with how to adapt. Only now, the disruptor is AI, which is not just reshaping industries, but our whole lives.

AI algorithms are... seemingly all-pervasive, which is possibly why submitting a job application and compiling a Tinder bio are starting to feel weirdly similar. Are companies swiping left on great candidates and missing out on top talent? Are human relations losing the "human" part?

A Financial Times feature described today's recruitment as "an AI arms race", with employers and candidates both using technology to outsmart each other. A survey of more than 1 000 job-seekers and hiring managers by Software Finder found that 75% of job seekers use AI tools in their applications, but job seekers using AI tools took slightly longer to secure a job (3.3 months vs. 2.9 months) than those who didn't. Nearly one in four hiring managers said they would disqualify candidates for using AI-generated resumés and hiring managers are 8% more likely to hire a candidate who submitted a resumé not generated by AI. But 75% of hiring managers couldn't identify AI-generated resumés when tested.

There's a lot of hype around how AI will transform HR - applicant tracking system (ATS) tools can scan CVs in seconds; AI chatbots handle routine HR queries.

Greg Serandos, co-founder of the African Academy of AI, told Ian Macleod at the GIBS Centre for African Management & Markets (CAMM) that HR managers use AI to improve everything from succession planning to individual employee development plans. "Employee data can be gathered to form a sentiment analysis on employee satisfaction and wellness, and even predict when an employee will resign," he said.

But it's no silver bullet. The reality, two HR professionals told me, is that employers still struggle to find the right people, while many candidates feel reduced to keywords and data points. As one recruiter put it: "Hiring the right people is one of the biggest determinants of success in any organisation, yet so little focus is placed on teaching managers how to do it. Leaving that up to an algorithm is a shocker."

One of my best friends - let's call her Jane - is a high-powered GIBS MBA graduate with years of experience in corporate South Africa and an impressive personal network. She has been searching for a new role for more than two years, submitting CVs on scores of online portals and spending countless hours jumping through ATS hoops with little success.

"The most frustrating thing is applying on LinkedIn, being redirected to an external link, uploading my CV - and then having to manually re-enter all the same information into endless forms. Such a waste of time! Employers talk about how much they value culture fit and authenticity, yet they use cookie-cutter filters. Applications go into a black hole with no feedback. Transferable skills don't count for anything," she says.

The result, she argues, is that companies miss out on talent.

"Culture fit, character, work ethic - these matter far more than technical skills, which can be learnt. But forms and filters don't measure that. Underrepresented groups are also more likely to be unintentionally excluded."

Her solution? "Every stage of the process should include clear, timely feedback. Even if the answer is no, tell me quickly. Assuming rejection after six weeks of silence is soul-destroying. It's also damaging for a company's brand."

Orla Ollewagen, founder and director of The Appointment Firm, has seen AI affecting recruitment first-hand. She acknowledges that algorithms have made initial screening faster. "AI has replaced the need for someone to sit behind a desk going through a thousand CVs manually and getting them down to 50. That's where it's effective."

But she warns of unintended consequences. "The risk is that AI may produce less skilled internal recruiters. They become administrators, simply pushing a shortlist to the line manager. The assumption is that information on a CV is correct, but AI can't assess the depth of a skill or whether someone has the necessary specialist skills, for example, real credit risk experience versus just exposure. That nuance gets lost."

She says that this means something that's seen as saving time often ends up wasting it. "You bring someone through the whole process based on keywords, only to realise in the interview they don't know what they're talking about. Then you have to start again," she says.

AI is also affecting the way candidates approach recruitment.

Ollewagen says job seekers now rely on AI to generate CVs and application responses, but this means they haven't always done the "hard work" of thinking through why an employer should hire them over another candidate. "I see CVs filled with slick phrases clearly written by ChatGPT. But when you ask candidates to describe their top five competencies, they look at you blankly. They don't know themselves well enough to articulate what they can offer. So even if they get through screening, they struggle in the interview."

She believes this is where human recruiters remain vital, because it's often the candidate who wasn't quite what a client asked for who proves to be the best person for the role.

"A great candidate doesn't always look perfect on paper. Part of my role as a recruiter is sometimes to convince a client to meet them anyway; to highlight attributes that algorithms can't capture. AI can help with keyword searches or condensing a 20-page CV, but it can't replace the judgement and persuasion a skilled recruiter brings."

This keeps her positive about the role of businesses such as The Appointment Firm. "The only way recruitment agencies survive is by doing what machines can't: finding the person a company can't find themselves and getting them over the line. That takes skill - persuasion, judgement, and relationship-building," she says.

From inside the internal HR function, the picture is equally complex. Anthea Joseph, senior departmental officer for a prestigious Western Cape university, says her job description includes managing HR-related aspects and liaising regularly with a designated HR consultant. She describes AI in HR as a "double-edged sword."

On the one hand, she says, it allows organisations to standardise screening processes, ensuring every applicant is assessed against the same baseline criteria. On the other, it risks reducing recruitment to a compliance exercise rather than a talent strategy.

Joseph initially qualified with a National Diploma in Office Management and Technology from the Cape Peninsula University of Technology in 2007, then completed a Bachelor of Business Administration in Human Resource Management (HRM) at Stadio in 2024. She is currently pursuing her Honours in HRM, also with Stadio, and plans to undertake her Master's in 2026.

Encouragingly, she says that her recent and current studies incorporate AI into the curricula, with Stadio aiming not only to ensure that students are technically proficient in using AI tools but also understand the associated social and moral implications.

"Much like IT software requires regular updates to remain current, HR practices must also adapt to new research, trends, and technologies," she says.

Joseph sees AI as both a valuable tool and a potential stumbling block. On the positive side, she acknowledges its efficiency in data processing, automation, and scalability, noting that younger generations are particularly comfortable integrating digital tools into workflows.

Yet she cautions that over-reliance can create impersonal experiences and filter out strong candidates when nuance is lost. She suggests that different roles (administrative, medical, technical) may also require different AI tools.

Generational differences complicate matters further: older applicants may find AI-driven systems intimidating, while younger ones expect automated communication as the norm. For her, the key is balance.

"AI should support, not replace, HR," she says. Interviews, staff engagement, and decision-making still require human judgement - the ability to read tone, body language, and interpersonal dynamics.

As a 2024 GIBS white paper titled The Business of Being (More) Human: Critical Human-Centric Skills of the Future and How to Build Them by Cara Bouwer, Alison Reid, Abdullah Verachia and Natalie van der Veen put it, "Technology should complement, not replace, human judgement. The future belongs to leaders who can be more human, not less."

Recruiters and practitioners alike stress four themes:

Job seekers can't avoid AI filters, but they can learn to work with them. Ollewagen's advice starts with self-knowledge. "Know who you are, what you excel at, what you love. Then articulate that concisely on paper." more

James Savitsky


Career development 2d
Hi everyone! I was recently promoted to head of a department and I think I’m a pretty easygoing boss. I always listen to my team and try to help them. The only thing I really expect is that the work is done perfectly by the deadline. Is that so hard? Am I asking too much? Why do my employees work so slowly and poorly?

  • Anthony Wambua

    10h

    As a former PM. I learnt by engaging with my expectations, work systems, staff and internal programmatic deadlines, you get a complete picture.... Through dialogue, consultations, and brainstorming, seek to understand the operational rationale of each of the quadrants mentioned above. If not, you will become a bully. Expectations will be met but at a cost of staff morale, discontentment, discomfort, etc etc. Seek to understand the system first before setting standards.  more

  • ANTHONY Engena

    20h

    it may be so due to lack of knowledge on what they are doing and they need some training or they may not be motivated at work or they are using that... weakness of yours that at all times u will stand in for them  more

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Career development

 21h

The Digital Hidden People: Where Modern Data Mining Meets Ancient Icelandic Folklore in the Shadow...


I love the literature of the Nordic peoples: spare, precise, and deeply human. It reflects their lives and their relationship with nature. In recent days, I was leafing through a beautiful book about the folk legends of the Icelandic people -- about trolls, elves, and other hidden beings. What might be so fascinating in these forgotten stories that could still speak to modern people?

For... thousands of years, the human mind has been wired to seek meaning and intention in chaos. When our ancestors encountered phenomena they could not understand -- whether a sudden storm, a missing child, or a strange illness -- the most intuitive solution was to attribute intention, will, and intelligence to these unknown natural forces. On the harsh, isolated, and dark farms of nineteenth-century Iceland, peasants turned to the legends of the "hidden people" (huldufólk), trolls, and ghosts to explain the incomprehensible workings of the world.

Today, in the twenty-first century, we tend to believe that we have moved beyond such superstitious thinking. The reality, however, is that the dark Icelandic winters and mist-covered highlands have been replaced by a new space that is infinitely complex and invisible to us: the digital data ecosystem.

The data-mining algorithms of giant technology companies and artificial intelligence (AI) systems quietly frame our reality, make decisions about our creditworthiness and employment prospects, and delimit the information that reaches us. And we, just like Icelandic farmers once did with the elves said to live in rocks, attribute mystical power and human-like intelligence to these algorithms.

The AI algorithm is the "hidden people" of our age: an invisible yet omnipresent entity that we fear, but one that we ourselves created, fed, and raised to such immense power -- from our own data.

Darkness and the "Black Box"

Nineteenth-century Iceland was an extremely isolated, rural society in which vast distances, severe weather, and long, dark winters shaped life. People lived in tiny, dark, damp turf houses, where the only light source was often a flickering oil lamp. The darkness surrounding the farm was a source of terror for both children and adults, because in the gloom any supernatural being might be lurking.

In the modern data age, those dark Icelandic nights have been replaced by the myth of the artificial intelligence "black box." When laypeople -- and often even developers -- see the astonishing performance of AI, when a generative model writes an essay or creates an image in moments, they tend to believe that the machine operates as an inexplicable, mystical black box.

Our fear arises from the same source as that of the Icelanders: from what we do not understand. Since AI algorithms run on massive quantities of data -- big data -- and on tens of millions or even billions of parameters, the process is effectively untraceable for the human mind.

Luc Julia, one of the creators of Siri, points out that AI can never truly be a "black box." Machines possess no unknowable magic; their unpredictability merely stems from randomness programmed into them or from human error. When a self-driving car suddenly stops at the sight of a pedestrian carrying a stop sign, it is not because the machine is "thinking" and yet making an inexplicable decision, but because it is reacting to an extreme situation according to coded rules. Just as darkness in Icelandic turf houses inspired fear, the arrival of electricity dispelled belief in ghosts. Similarly, the myth of the "black box" could be dispelled through proper data literacy and the demystification of algorithms.

The Huldufólk (Hidden People) and Invisible Algorithms

Among the most prominent figures of Icelandic folklore are the hidden people, or elves. According to legend, these beings live in rocks and hills parallel to human society. In appearance and behavior, they are very much like humans: they fish, farm, go to church, and even their clothes and tools mirror those of human society -- only they are a little richer and more powerful than we are. They are invisible, yet they have very real effects on human lives: if treated with respect, they reward people (for example, midwives who assist at childbirth), but if their territory is offended, they take cruel revenge.

In today's corporate and technological sphere, major data platforms and the data-mining algorithms that serve AI operate in exactly this way, as a kind of "hidden people." They are invisible to the end user; the average person does not see the data pipelines running beneath the surface, the active metadata, or the processes unfolding in data lakes and data warehouses. These systems steer our fate from the background.

They make decisions: algorithms filter incoming résumés, determine credit limits, and shape what information we see on social media.

Like the huldufólk, algorithms are mirrors of our society, since they feed on data generated by us -- structured and unstructured data, images, call logs. They possess no independent, divine intelligence; they merely imitate and amplify our behavior.

When Amazon's AI recruitment system discriminated against female applicants, it was not because the machine was independently evil or sexist. It happened because the AI had been trained on the résumés of successful applicants from the previous ten years, most of whom were men. The algorithm -- like a sprite living in the rock -- simply reflected the social and historical distortions and prejudices that we humans had fed into it.

Icelandic legends emphasize that "a good word earns a good reward," meaning that interaction with the hidden people is deterministic. The same is true of AI. The modern form of "magic" is what we call prompting, or prompt engineering. A generative AI's response, "creativity," and accuracy depend directly on the "good word" -- the instruction -- that a human provides. AI creates nothing out of nothing; it merely recombines the data and parameters fed into it.

Trolls, Robbers (Útilegumenn), and Big Data's Hunger

Another major group in Icelandic folklore is made up of trolls and robbers, or outlaws (útilegumenn). Trolls are gigantic, primitive beings tied to nature, characterized by enormous hunger and greed, often abducting people and animals. The útilegumenn, meanwhile, are outlaws who hide beyond the edges of civilization in the harsh highlands and raid the farmers' sheep from there. According to Icelandic researchers, legends about the útilegumenn survived in part because they helped explain sheep that mysteriously disappeared from summer pastures.

In the modern tech ecosystem, the enormous corporations building artificial intelligence -- the so-called GAMMA companies (Google, Apple, Microsoft, Meta, Amazon) -- behave like trolls and útilegumenn. The hunger of generative AI, such as ChatGPT, is unprecedented in the history of technology. Training machine learning systems and foundation models consumes staggering amounts of data, computing power, electricity, and water. Training ChatGPT-4, for example, reportedly required 25,000 A100 graphics processors (GPUs) operating for ninety days. To serve this hunger for resources, large companies build gigantic data centers that require immense quantities of fresh water for cooling, while their carbon emissions also soar. Like an insatiable troll, the technology destroys the environment, while companies often try to conceal this through "AI washing."

But it is not only their hunger for energy that makes them troll-like. Just as the útilegumenn steal the farmer's sheep in the darkness, major technology companies scraped the entire internet without the permission of users and creators in order to train their models. A multitude of lawsuits -- for example, between The New York Times and OpenAI, or in the Getty Images case -- demonstrate that AI models are built on stolen data that developers had no right to use. The digital "wanderers" -- ordinary internet users -- do not even realize that the content they created has become fodder for the machine. Just as, in Icelandic folklore, one could flee from trolls into the protection of the church and Christianity, humanity today seeks refuge behind legal regulations such as the European AI Act or the GDPR in an attempt to limit the destruction caused by these digital monsters.

Ghosts (Uppvakningar), Agents, and the Loss of Control

Icelandic ghost stories are the essence of darkness and fear. One of the most terrifying types of ghost is the uppvakningur, the revived dead. According to legend, sorcerers -- who in Iceland were almost always men, often learned priests -- could use magic to awaken the dead and program them for a specific task, most often revenge, then unleash them upon their enemies. The awakened spirit had no will of its own, only followed the sorcerer's command, yet it could wreak enormous destruction.

Today, we call these "awakened entities" agentic AI. While traditional generative AI merely responds to questions and generates content, agentic AI acts autonomously or semi-autonomously, plans, and interacts with other systems on our behalf, for example by updating databases or initiating transfers. The developer -- the modern sorcerer -- creates a digital agent, assigns it a task ("analyze supplier performance and look for savings opportunities"), and sets it loose on the network.

The fear, however, is the same in both cases: what happens if the "spirit" we have awakened slips out of our control?

Hollywood films love to portray AI as if it awakens to consciousness and kills humanity. In reality, however -- just as the uppvakningur was not self-aware -- AI does not think and does not rebel. The real danger lies in machine stupidity, faulty data, hallucinations, and the fact that autonomous systems may execute commands even without human oversight. If an AI-guided combat drone misinterprets a visual signal and shoots a person in purple clothing instead of someone in red, it is not because it is "evil," but because it is carrying out a programming or data error. Controlling agentic AI requires precisely the same kind of strict frameworks and "spells" from modern engineers that the containment of spirits required from nineteenth-century sorcerers.

Sea Monsters and Informational Chaos

Iceland is an island nation, so the ocean represented both life and the greatest threat, especially in the form of shipwrecks. The sea was that infinite, boundary-dissolving space where the natural and the supernatural met. Legends of sea monsters, of the stökkull or the rauðkembingur swallowing ships, and of seductive mermaids served to explain the ocean's cruel, unpredictable, and superhuman force.

For modern people, the global internet, social media, and the torrents of data flowing through them represent this same infinite and dangerous ocean. In this digital sea, the "monsters" are none other than the disinformation, fake news, deepfake videos, and hallucinations created by generative AI. AI can perfectly imitate the face and voice of a politician or celebrity and generate content that never happened. Just as in ancient tales the water spirit (nykur), disguised as a horse, lured children into the river and drowned them, deepfake voice scams can imitate the voices of our loved ones or our bank representatives in order to steal our data and money.

What is truly frightening is that AI, in its own "meaninglessness" -- because the algorithm merely calculates the statistical distribution of words and pixels and does not understand the content -- creates a post-truth world in which people find it increasingly difficult to distinguish reality from generated illusion. The legends of sea monsters taught Icelandic fishermen always to approach the ocean with respect and caution, never to tempt fate.

Today, in the ocean of algorithms, data literacy and critical thinking must serve the same function. Just as fishermen once recited special prayers at sea, we must use AI-based "watermarks" and authentication frameworks that signal to us when content is artificial.

Why Do We Believe the Myth?

The deepest connection between folklore and modern technology lies in the workings of the human brain itself. Why do we believe that AI is intelligent -- or even conscious?

According to Luc Julia, this comes from a cognitive bias of the human mind: in the real world, if someone can answer a complex question, we assume they also understand it. If ChatGPT responds fluently and grammatically flawlessly to our question about quantum physics, our brain reflexively attributes intelligence and consciousness to it.

This is precisely the same psychological mechanism through which ancient Icelanders explained natural phenomena. When the shape of a huge rock or volcano resembled a human face, or when a shadow moved in the darkness of night, it was evolutionarily more advantageous to assume that a being with intention -- a troll or a ghost -- was there than to dismiss it as mere chance. In the age of technology, we also attribute intention to the machine: "AI figured it out," "AI is lying," "AI wants something."

Yet the reality is far more prosaic and disillusioning. The algorithm -- like the wind moving the branches of trees -- has no intention. Large language models (LLMs) merely predict, on the basis of mathematical probabilities, what the most likely next word is after a given word. When AI invents a false fact, when it hallucinates, it does not do so out of malice. It simply fills in missing parts during the fitting of a statistical model with elements that seem linguistically plausible, regardless of whether they are true in reality.

Moreover, tech companies consciously play into this "magic." Words like "generative" and "intelligence" mystify the product. Instead of calling it "statistical prediction software," they call it "artificial intelligence," because magic is much easier to sell to investors and the market. Just as shamans or sorcerer-priests once rose above society and gained power through their connection to the spirit world, today tech gurus and the "visionaries" of Silicon Valley present themselves as if they had brought fire down from the heavens. By controlling the narrative, they maintain the illusion that they are the ones capable of keeping this "dangerous, superintelligent" creature under control.

Breaking the Spell

The frightening stories told in the darkness of Icelandic farms about trolls, hidden people, and sea monsters did not serve merely to entertain. They functioned as cognitive maps, teaching children how far they might venture into the wilderness, how to respect the power of nature, and how to obey the unwritten moral rules of society. These legends gave structure to a reality that humans could not control.

Today, data, metadata, and algorithms rule our world. Artificial intelligence is neither God, nor demon, nor a new digital species.

It is merely extended intelligence: an incredibly powerful tool, a gigantic "hammer" with which we shape vast quantities of data. If we continue to see AI as a ghost or "hidden people," and allow tech companies to operate under the veil of mysticism -- unregulated, based on data theft and massive environmental destruction -- then we truly will become victims of our own creation.

If we no longer want to be afraid in the dark, we must turn on the light. One tool for breaking the spell is data literacy, along with transparency, the application of decentralized smaller language models (SLMs), and genuine human-centered data and AI governance.

If we recognize that there is no soul in the machine, only the reflection of our own society's accumulated data staring back at us, then we become capable of acting without being ruled by fear. The algorithm is not an invisible troll steering our fate from the background, but code written by us, whose responsibility and ethical limits remain exclusively in human hands.

Source of the images:

GHOSTS, TROLLS AND THE HIDDEN PEOPLE: AN ANTHOLOGY OF ICELANDIC FOLK LEGENDS

Edited by DAGRÚN ÓSK JÓNSDÓTTIR more

Career development

 1d

Top AI Resume Builder Tools in 2026


AI-powered tools seem to be the most effective way to find jobs in 2026. These tools have changed both the job-hunting and hiring processes. They are designed to understand the changes for each role and help your resume navigate automated screening systems.

The job market is flooded with many options for job seekers. Having the right resume, specifically tailored for the role is becoming... increasingly important.

Recent reports indicate that the following six AI can significantly enhance candidates' chances of standing out in interviews. Below is a breakdown of the features of each one: more

Career development

 1d

The Conversion Bottleneck Nobody Talks About When Building Autonomous Agents


When people build autonomous agents for repetitive tasks -- job applications, outreach, content publishing -- they almost always nail the intake layer and fail at the execution layer.

I've been running a fully autonomous job hunting system for the past few weeks. It discovers opportunities, scores them, researches companies, tailors resumes, and drafts cover letters. It runs 24/7 via cron jobs... with no manual trigger. On a good day it surfaces 150+ new leads.

Last night I pulled the pipeline data and found this:

That last number is the one that matters. All that infrastructure, all that automation, and the actual execution rate was 2 applications per day.

Most people assume the hard part of automating a job search is research: finding the jobs, scoring them, building the packet. That part is actually the easiest to automate. APIs, LLMs, and some basic scoring logic get you there fast.

The hard part is submission.

Job application forms are a hostile environment for automation:

My system could draft a perfect application in minutes. But submitting it through a live Greenhouse form requires a headed browser, CAPTCHA handling, field detection, and retry logic for timeouts -- each of which can fail independently. One failure kills the submission.

When I dug into the 44 stuck applications, they weren't stuck because of research quality or draft quality. The cover letters were clean -- I audited the last three and they passed quality checks. The apply URLs were valid.

They were stuck because the submission layer was running as a drip: 8 parallel conversion crons, each trying one application at a time, failing silently when ATS forms broke, moving on.

The result was a discovery-heavy, execution-light system. It was generating pipeline velocity but not revenue-adjacent outcomes.

Here's the architectural lesson I'm taking from this:

1. Rate your automation layers by failure surface, not by complexity.

Intake layers (scraping, scoring, drafting) have clean failure modes. The call fails, you log it, you retry. Execution layers have messy failure modes. The form submits, the confirmation page loads, but the ATS ate your application anyway. These are much harder to debug and much more costly when they fail silently.

2. Batching beats dripping for execution.

Running 8 parallel drip crons creates 8 simultaneous failure surfaces. Running a single batch session -- a human-supervised sweep of the 44 ready applications -- would have converted more in 90 minutes than the drip produced in a week. Sometimes the right automation is "prepare everything, then execute in one human-reviewed sprint."

3. The conversion gap is your real metric.

Discovery velocity (how many leads/day) is a vanity metric. The metric that matters is conversion: from "ready to submit" to "actually submitted." If you're discovering 150 opportunities a day and submitting 2, you have a conversion gap, not an intake problem. Don't add more intake crons.

4. Silent failures are the worst failures.

Execution layers need loud error reporting. When a form submission fails, that failure needs to surface immediately -- not get buried in a log file that nobody reads until the weekly review. I added a submission failure counter to the pipeline dashboard after this audit. Now I'll know same-day when the execution layer goes quiet.

This pattern shows up everywhere autonomous agents hit limits:

The intake layer is usually ~20% of the engineering work. The execution layer -- getting the thing to actually happen in a hostile, inconsistent real-world environment -- is the other 80%.

If you're building autonomous agents and measuring success by what the agent prepares, you're measuring the wrong thing.

Measure what it completes. more

Career development

 1d

Chamber to Celebrate Past, Future of Leadership Anderson at April 30 Event -- The Anderson Observer


For more than 40 years, the promise of Leadership Anderson, the flagship program of the Anderson Area Chamber of Commerce, has fostered cumulative acts of neighborliness, where leaders do not always arrive with titles, but instead over 11 months, explore the version of themselves that belongs to the community as a whole.

On April 30, the story of that experiment in civic formation is converging... on a single night with a vivid dress code. "Let's Paint the Town Red," a reunion and celebration at Bleckley Station. The instructions are simple enough -- wear red, bring your stories, be prepared to see the past walk in wearing name tags -- but the stakes are quietly ambitious. The evening is meant to look backward and forward at once: honoring four decades of projects and relationships while underwriting something as unadorned, and as radical, as a front door and a set of keys for people who do not have either.

Leadership Anderson was born in an era when "leadership" programs were proliferating in small cities, each promising a kind of local finishing school for professionals. Anderson's version has turned out to be less a finishing school than a long, roaming seminar. Participants -- young hires, mid-career stalwarts, the occasional retiree -- spend a year learning how their county works and, more often, those areas that may not be working as well as possible. They tour schools and factories, sit through briefings on infrastructure, compare notes on poverty and possibility, and, in the informal margins -- on buses, over lunches -- begin to imagine that they might be responsible for something beyond their own résumés.

Over time, the abstractions have hardened into artifacts. There is the refurbished gym at the Westside Community Center, where one class traded flip charts for paint rollers. There is the exuberant mural on Orr Street, staking a claim for color in a corridor that had grown used to its own neglect. There are the almost invisible interventions: class projects that fortified small nonprofits, or, in a few cases, created them outright. Leadership Class 7 spun also off Junior Leadership Anderson, a program for high-school juniors that has been running for 33 years, a kind of apprenticeship in paying attention. Alumni like to tell the story of teenagers who once dreamed only of escaping Anderson and now find themselves planning a life here, surprised by their own attachment.

The program's influence is braided into the civic folklore.The Soirée, the annual downtown arts festival that Anderson likes to claim as part garden party, part block party, traces its origin to a cluster of Leadership Anderson classmates lingering over lunch, talking about what might be possible. While never an official class project, exactly, it emerged from the peculiar chemistry of that first cohort: mid-career professionals temporarily liberated from their silos, pressed together long enough to invent a new tradition.

Forty years in, the Chamber has chosen a more austere ambition. The anniversary project, undertaken with The LOT Project, is the construction of three small transitional houses on modest city lots -- two on H Street and one on G Street -- for people who are, at the moment, more theory than neighbor to much of Anderson: the unhoused. House One, on H Street, is already under construction, a wooden rebuttal to the idea that homelessness is an abstraction rather than an address. Class 41, the current cohort, has taken on House Two; the goal is to finance both and leave a "nest egg" for House Three. When all three are complete, as many as twelve people who might otherwise be sleeping under bridges or on couches will instead be in small, dignified rooms, working with case managers toward something the program's architects insist on naming: permanent housing.

The model is almost stubbornly pragmatic. Cash will be raised; building materials will be solicited from suppliers and quietly delivered; in-kind professional services will be begged, borrowed, and bartered; alumni will be summoned to paint, to hammer, to do the unglamorous things that make up the difference between an idea and a structure. It is, in its way, the logical extension of the old bus-tour pedagogy: having spent years looking at the problems of Anderson from the comfortable remove of a motor coach, the program is now asking its graduates to help build the solution, one shingle at a time.

"Let's Paint the Town Red" is the social ignition switch for this work. The event's chair, Kimberly Spears, arrives with a local reputation -- "the best party in town" is the phrase that gets repeated, half as promise, half as warning. The plan is to avoid the ritual stiffness of the plated banquet in favor of food stations, music, and the particular kind of circulation that occurs when the people in the room already know something intimate about one another: who got divorced in Class 12, who landed their first big promotion in the middle of Class 24, who still tells the same joke from the bus ride in Class 6.

Yet the organizers are emphatic that the party itself will be modest. Every dollar that does not have to be spent on the evening will go to the houses. The Chamber will take none of the proceeds. Anderson County has signed on as presenting sponsor, a kind of institutional benediction. The program book, printed by a local shop, will double as scrapbook and ledger, documenting forty years of classes while quietly reminding guests why the ticket price was not, in fact, too high.

There is, too, a subtler project underway: the resuscitation -- "for the third time, and this time will be the charm," as one organizer puts it -- of a Leadership Anderson Alumni Association. More than 1,000 people have come through the program; many drifted away, pulled back into the eddies of professional and family life. The new alumni group is meant to reassemble them into something like a standing army of civic competence: people who can be dispatched to mentor current classes, staff new projects, and, each year, fund a scholarship for someone who might not otherwise afford the tuition. At the April 30 event, the association will announce the first such scholarship for Class 42 and present a Distinguished Alum Award, formalizing what has, for years, been a more casual hierarchy of legends and local heroes.

Not all of the evening will be celebratory. Sullivan-King Mortuary, a local institution, has taken on the task of curating memorials for graduates who have died in the program's 40-year span. Families and friends will have the opportunity to honor those whose names linger in class rosters and in the small, enduring things they helped build. It is a reminder that the program's alumni are no longer merely "emerging" leaders; some are emeritus, some are gone, and the civic story they wrote is now in the hands of younger people, many of whom are already pressing to get in.

If there is a problem Leadership Anderson does not have, it is scarcity of demand. Class 41 filled with 31 members -- the largest group yet -- without any marketing at all, and there is already a waiting list for the future. Next year's class is taking shape even as this year's group is only in its third session. The Junior Leadership program, too, continues to move teenagers through its annual rite of bus rides and facility tours, hoping to persuade at least a few that home is not a place you outgrow but a place for which you eventually take responsibility.

In a national moment when "leadership" is often a euphemism for personal brand, the Anderson Chamber version is almost suspiciously old-fashioned. It assumes that to lead a community you must first sit still long enough to see it, then get up and do something about what you have seen. The red clothing on April 30 will be festive, perhaps even theatrical, but it will also be a kind of uniform: a visible acknowledgment that those in the room once signed up to learn how Anderson works, and now, all these years later, are being asked to help make sure that, for at least a dozen people who have been living outside the frame, the city works a little better. more

Anonymous member


Career development 1w
Hi! People at work look at me like I’m crazy or from another planet. When we collect money for someone’s birthday, people usually ask for simple things like a toaster or a frying pan. But I said I’d like an art book. I’ve wanted one for a long time, but I can’t usually afford it, so I thought it would be a nice group gift.
Some people didn’t like that. They said it’s a waste of money and now they... look at me strangely.
Should I try to change their minds, or just let them keep dreaming about frying pans? Thanks

 more
1   

  • Michelle Bolton

    1d

    In that case, everyone should be able to add their opinion on what type of gift to purchase. Maybe writing on a piece of paper your thoughts on a gift... idea and pull from a hat, basket, jar or whatever is available. Especially with a group of people. No stale gifts desired. Thought (It would be great if we switched up the thought process of gift giving for the employees. Everyone writes their idea and someone who is voted on to pick, picks the best maybe 2 out of three choices and gifts should be under a certain amount. How does that sound? It would give others an opportunity to feel their gift ideas are special and meaningful.) This is something I would say. Or I would say it a different way but still have the chance to switch the gift ideas received.  more

  • Tree Moon

    1w

    They are the weird ones. It's a great idea. Collectible, too. I was gifted a Maxfield Parish Calendar which later sold at auction for $2000. i send... original art as gifts all the time. With Art the value can really skyrocket. more

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Career development

 1d

How to Lose Your Job in 280 Characters With Social Media - Innovation & Tech Today


Online privacy is an illusion. It doesn't exist. All it takes is one poor choice when making a social media post to destroy your reputation and bring about a level of personal fame that you hadn't planned for. The fact that all social media posts are potentially public means that people can have access to posts that you never intended a larger audience to see. This includes potential employers.... There is a growing awareness of the role that social media plays in someone's professional livelihood, with debates arising about whether or not employers can terminate workers based on their social media misfires. For instance, according to CareerBuilder, "37% of companies use social networks to research potential job candidates." That said, here are some of the putrid posts, shameful shares, and rancid retweets that have led to people cleaning out their desks.

Paging Mrs. CarlyCrunkBear

Under the Twitter handle of "CarlyCrunkBear," a 10th-grade teacher was placed on academic leave after posting Tweets about smoking marijuana along with a number of racy photos. With such insightful tweets as "#SpliffManiac Nothings better than medical marijuana" and "Naked. Wet. Stoned," we can only assume Mrs. CarlyCrunkBear wasn't heading up the English department.

Would You Like Urine With That?

A Taco Bell employee Tweeted a shocking photo of himself urinating onto a plate of nachos, utilizing the caption "guess where I work?" Adding in the popular hashtags #nachobellgrande and #pissolympics, the employee's identity was uncovered by Anonymous and his information was shared with the general public. Now when will Anonymous uncover the identity of the guy that burnt my Crunchwrap Supreme?

A Fatty, Nonexistent Paycheck

A 22-year-old UC Berkeley graduate did something absolutely nobody ever does on social media: complain about her job. However, there was a slight twist to her ill-advised post, as she had not even started her first day at Cisco. The Tweet in question lamented her need to "weigh the utility of a fatty paycheck against the daily commute to San Jose and hating the work." Looks like her problem worked itself out.

Vine Day Afternoon

A police officer was suspended without pay after his Vine web series "Angry Cops" showed him, in full uniform, gleefully joking about shooting a man because he's out of vacation days and stealing cocaine from the evidence room. It's just too bad we had to miss out on the conversation where the commissioner said, "give me your gun, your badge, and your Vine password."

Seriously, No Spoilers

The Glee fanbase was shaken one calm day in April 2011 when a supporting actress did the unthinkable - she spoiled the identities of the show's prom queen and king, disappointing anyone who openly admitted to watching Glee. She was promptly fired from the show, presumably after also informing people that Darth Vader is Luke's father and Snape killed Dumbledore. more

Career development

 1d

I have 18 years of experience in PR. My job applications still go unanswered.


This as-told-to essay is based on a conversation with Candice N. Mackel of Candice Nicole Public Relations. It has been edited for length and clarity.

I've been a PR entrepreneur for 18 years, operating it full-time for 10 years. I've worked with other entrepreneurs, musicians, nonprofits, and in beauty, fashion, tech, cannabis, and more industries.

But recently, something changed. I used to be... very busy, and then I wasn't.

I feel like a bubble popped two years ago. It wasn't just me as a PR professional; my hairstylist and nail tech, for example, felt this shift too.

That's when I started considering returning to a corporate job because things have slowed down. I was also tired of chasing money owed to me.

It's only been two months of my job search, but I've sent out hundreds of applications. I'm currently using LinkedIn, Indeed, and Idealist, which I've found are best for nonprofit jobs, which is what I'm looking for.

I feel like my 18 years of experience and the fact that I'm an entrepreneur are working against me in this search. I've had a hard time getting companies to notice me, despite my extensive experience. There have been no responses to the majority of applications I submit. I'd say I've gotten 5% responses, all rejections.

It's frustrating. I am ready to bring my value in-house somewhere. I'm ready to align with a company that has a mission and can make an impact. I'm ready to work with a team again.

I try not to take the lack of responses personally, but my mom's background is in HR, so I know how it used to be. Growing up and watching her, if she posted a position and 150 people applied, it meant she reviewed 150 résumés. She would always send a note saying it was great to speak with them, and letting them know the status. That doesn't happen anymore.

I think I am doing the right things, such as customizing my cover letters, or emailing my résumé to an individual's email rather than into a black hole. But applications are also asking a lot of candidates. It's a lot of work just to get auto-rejected. It's maddening that you can't just say, "Here is my résumé" anymore. Now, it all feels like a game. It really depends on the hiring manager or recruiter's preference -- if your résumé even gets that far.

I don't think I've experienced ageism directly, but my experience seems to work against me. People have told me to change my title, but I'm a full-time entrepreneur. I created this. Why shouldn't I be proud of it? I started it from the ground up. It means I have a lot of determination and resilience.

People have asked me why I want to go back to a 9-to-5. My life has changed. I'm married now, and I have a 16-month-old. I need more stability. When you work for a company, you have benefits and know you're going to get paid every two weeks.

My son is home with me now. I enjoy doing things like making him breakfast. If I were to get a full-time job, I'd find childcare. But I can't even get to that point in the conversation.

I check job sites every day, sometimes twice a day. I'm also still applying for RFPs that come my way for my PR company. I've considered attaching a capabilities deck I made to applications to help people understand more about my experience. I might also include press releases and case studies.

I try not to listen to advice from others; they're not paying my bills. They don't know my goals. I do know that I have to get rid of pride and tell myself to let go of my ego. So I've been trying to share my experience more online. more

Career development

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Woman Who Has Been Unemployed For Over 3 Years Describes What It's Like To Be 'So Poor That You Couldn't Afford To Get To A Job Interview'


For some, unemployment is just a temporary setback. For others, especially those without financial security, being unemployed can lead to a negative cycle that feels impossible to escape from.

Even the process of applying and interviewing for jobs can be too financially straining. This is exactly what one unemployed woman is going through, and she's sharing her situation with others to spread... awareness for this underlying problem.

In a recent TikTok video, the woman, who goes by @maestermel82, discussed her discouraging experience of trying to apply for jobs as an unemployed person. She explained that she's been job hunting for two and a half years and has filled out nearly 4,000 job applications, which have only led to 3 job offers since December 2022.

Unfortunately, none of them were viable options for her. One was fraudulent, another ghosted her and hired an inexperienced college student instead, and the third was so far from her home that it would've cost her more to commute than she would have earned.

And it's not just upper-level positions that the woman is struggling to get. She's not even able to land a minimum wage or entry-level job in the meantime. When she asked the manager at her local Trader Joe's grocery store if they were hiring, she was told, "They have applications backlogged, and they get at least six people that walk in the store every day asking for work."

With over 18 years of sales management experience and two master's degrees, the woman never expected to have such a hard time finding a job. She even has eight different resumes at the ready, all keyword optimized and customized for different roles. "Applying for work is a full-time job," she stated.

RELATED: A Woman Was Called 'Inconsiderate' For Trying To Shake A Job Interviewer's Hand

DimaBerlin | Shutterstock

The woman also brought up a harsh reality many unemployed people are facing: being too poor to afford to apply for jobs. She called the process "dehumanizing" and "physiologically and psychospiritually exhausting," particularly for those who have been unemployed for a long time.

What most people don't realize, according to the woman, is that applying for jobs costs money. She hasn't had internet service in her home for the last two years because she can't afford it, thereby forcing her to go to the library or a cafe to use their Wi-Fi hotspots for job hunting. Additionally, the woman said she's repeatedly had to miss on-site job interviews because she couldn't afford transportation to get there.

To all those out there currently struggling in the job market, she said, "You are not crazy, it is that bad. People who have not experienced it will gaslight you, they will insult you, they will disrespect you, even people that love you, because they do not get it."

RELATED: People Share The 3 Surprising Careers That Helped Them 'Escape Poverty'

The woman's story clearly resonated with a lot of people. Many empathized, saying they were dealing with similar situations. One struggling person wrote, "I was rejected for a job because their definition of reliable transportation is you own multiple cars. we own one and one of us works from home. I'm reliable, but too poor for their tastes."

StockPhotoDirectors | Shutterstock

According to the U.S. Bureau of Labor Statistics, the number of unemployed individuals in the United States is estimated to be around 7.6 million, at a rate of about 4.4%. People with degrees and even years of experience are being turned down for even the most entry-level positions, not to mention the plethora of scams and fake job listings floating around the market.

Understandably, being unemployed can feel hopeless at times. That's why it's important to keep your chin up and make sure to maintain your mental health. Continue learning and upskilling in any way you can, whether that be through free online courses or volunteering your time. Engage in hobbies that you enjoy and stick to a healthy routine to help manage the stress. You never know when a breakthrough is just around the corner.

RELATED: Job Applicant Refuses To Accept Rejection Email & Gets Offered The Role -- 'Don't Let Anyone Tell You That You're Not A Good Fit!'

Kayla Asbach is a writer currently working on her bachelor's degree at the University of Central Florida. She covers relationships, psychology, self-help, pop culture, and human interest topics. more