Anthony Silard

No matter who you are or what you do, the current economic situation most likely has your feelings fluctuating from anxious and fearful to unstable and depressed.

There are very real causes for alarm.

• A 70-year old money manager ejects clients from meetings for asking too many questions and siphons billions of their dollars from the economy.

• Poaching lenders offer rickety mortgages to people who lack the resources to sustain them.

• Huge public companies fudge their earnings reports to appease and allure stockholders.

• Worst of all, there is no government oversight to prevent these and other means of relieving people of their hard-earned cash.

This was the status quo, what we considered normal, as recently as six months ago. As long as the dollars rolled in, and we could go out to dinner whenever we wanted, and take the vacations we desired and afford the best schools for our children, most of us turned a blind eye.

Then the illness in our economy continued to fester until its tentacles slithered around each of our lives. It wasn’t until we each personally felt its grip that we awoke from our slumber.

After not qualifying in 2006 for his first tournament since becoming a professional golfer nine years earlier, Tiger Woods was asked what he was going to do. He replied: “Practice.”

Like Tiger, each of us can also “fail wisely.” The word ‘failure’, in fact, is a failure as a concept. It makes you feel badly about yourself, when in fact it’s an opportunity for learning – which makes it a critical ingredient for success.

Semantics are important here, because they affect the way we think. While the word ‘failure’ makes you feel like you’re on a dead-end street, the word ‘challenge’ puts a fire under your belly to seek an alternate route to your goals. It’s also ironic that the word ‘challenge’ literally contains the word ‘change’ within it.

We now have a fire under our collective belly. We must introduce new practices into our economy so we can be successful again.

This is nothing new. There have always been crises, and they will always be a key ingredient in our life experience. To survive them, good civic-minded citizens always pick up the pieces and press on.

This is what we did after 9/11, when we leveraged the learning from that horrific event to heighten public security.

The impetus for FDR’s New Deal, which introduced a social safety net for low-income Americans, was the poignant suffering the lack of that net produced in The Great Depression.

In both of these critical periods in our history, the crisis became the catalyst. It signaled the need to transform a problematic status quo into a new, more resilient and secure status quo.

There is a parallel to our personal lives: When you look back on just about any major crisis you’ve experienced – whether it was a messy breakup, or a protracted feeling of depression or fear-induced anxiety that left you feeling paralyzed, or being fired from a job that you really cared about – that crisis helped you discover something under-developed within yourself that you needed to work on. No crisis, no catalyst, no significant life change.

“But how can I stay positive when I may not have a job in six months?” I have been asked frequently over the last few months by some of the CEOs and executives I coach.

First of all, what’s the alternative? I don’t think you want to go there.

Second, being positive tests your resolve. You know how strong a dam is only when there’s water trying to push it over.

If you want to integrate any value you hold dear into your character – including being positive – then you must practice it in good times and bad, rain or shine, regardless of the current state of your job or the stock tickers floating across your screen.

Having a positive outlook underwrites your happiness. Both stem from appreciating what you have rather than focusing on what you don’t have.

And there is always something to appreciate if you are willing to step off the treadmill you’re on long enough to take a look around.

Fewer customers may free up your time to diversify the products you offer and develop higher-touch strategies to build a more loyal customer base for the future. Less time on the job may mean more time to reconnect with your loved ones.

Being abruptly thrown off what you considered your track to career success may give you the time to question whether you were running in the right lane in the first place.

Find something to be positive about each day while simultaneously learning from the adversity you are currently experiencing, and you will find a better path forward.

If we all rise to this collective challenge, we will build an economy that is not only robust but founded on sound practices. Also, and just as important, we will enjoy life a whole lot more.

Anthony Silard is a leadership coach, president of The Executive Leadership Institute (www.execleaders.com) and the author of two leadership books that will be released in 2009: “Full Alignment: A Practical Guide to Transforming Your Life Vision into Action” and “The 11 Principles of Values-Driven Leadership”.

Being in business takes confidence and courage, especially in times like these. Buyers aren’t buying. Lenders aren’t lending. Everyone delays making decisions, because everything seems so uncertain.

How do you – how do I – as a business owner survive and thrive in uncertain times?

At times like these, it may help to recall the old saying, “I complained I had no shoes until I met someone who had no feet.” As bad as it may be to be self-employed right now, it’s probably far worse to have an uncertain job. There are lessons to be learned by remembering exactly why you’re in business for yourself and, indeed, how much better off you have it than those people who are waiting for the corporate office to decide whether they’ll still have a job next month.

Like virtually every other businessperson, I’m also facing uncertain times. I’m in an industry undergoing dramatic changes and unprecedented threats – book publishing. In case you haven’t heard, there’s something called the Internet where lots of people now go for information when they used to buy books. And my books are sold in bookstores – like the one down the street from you that’s now closed.

Here’s what I reminded myself of the other day: I can do something about it. No, I can’t change the industry dynamics. But as a person who owns a business or who is self-employed, I can make decisions, take actions. I can help shape my economic destiny. Sure, I don’t have complete control – I may have to make major changes in my business, my expenses, the nature of my work – but at least I can do something to help keep my business alive and my employees keep their jobs. (Because, believe me, laying someone off is not something any responsible business owner wants to do.)

I compare my reality to people who have lost their jobs or are waiting to hear whether they’re going to lose their jobs. It’s not that they have no control over their destiny, but they don’t have nearly the day-to-day sense of empowerment that I do – or that you can, for that matter.

In fact, thinking about all the people I know in limbo – wondering whether they’ll have a job or not – reminded me of when I first started my business. I lived in a three unit building (a charming Victorian in San Francisco!), and in each of the other two units were single men who worked in one of the nation’s largest banks. When I decided to leave my secure job and open my own consulting practice, they were both very concerned: “It’s so risky. It’s so insecure. It’s financially dangerous.”

But every day for the next two years, I watched as the bank they worked for was first threatened by a takeover and then was sold. Every day, my neighbors shared their worries over whether they’d have a job, whether they’d have to move away. Meanwhile, every single day, I woke up and went to work creating my own future.

Within two years, they both lost their jobs, but all these years later, I’m still in business. Not the same business exactly – I’ve had to make changes, evolve. I’ve had major set-backs and financial scares. But every day, I could go to work and take some measure of control of my destiny.

I don’t usually use my column for such long personal reveries. I do so now to remind YOU of what it means to be in business for yourself. It means that every single day, you can go to work to make something happen. You may have to work harder to make a sale. You may, like me, have to find new business models in a changing industry. Or, you may have to change the nature of your business altogether.

But I have survived downturns before. I know that many of the strongest businesses were founded during depressions or recessions. I know that I – and you – can survive, thrive.

Uncertain times require you to be certain about something – that you are fortunate to be able to take some measure of control of your destiny. That’s what being in business for yourself is all about.

Copyright, Rhonda Abrams, 2009
Rhonda Abrams is the president of The Planning Shop, publisher of books for entrepreneurs. Her newest is “Successful Marketing: Secrets & Strategies.” Register for her free business tips newsletter at www.PlanningShop.com.

Oh, what a difference a year makes.

A year ago, young people were graduating from college and nabbing top jobs in all sectors of the economy. They were fielding multiple offers, and once in a position, they were candid about the fact they would leave if they felt the opportunity for advancement wasn’t great enough.

But now the story is very different. College graduates are willing to accept thousands less in pay just to land a job anywhere. Many young people are moving back in with their parents because they’re unemployed. Jobs that were once open to young employees are being filled by older and more experienced workers. According to the Bureau of Labor Statistics, unemployment for those age 29 and younger is greater than for other age groups.

Still, experts say that while it’s tough for many twentysomethings to find a job right now, it’s not impossible. The key is to use their energy, creativity and sense of adventure to propel themselves into jobs that can help see them through such a tough job market, say career experts.

“I think it’s tough for young people right now, but for those who know how to network, there are opportunities,” says Miriam Salpeter, founder of Atlanta-based Keppie Careers. “The key is that they’ve got to do more than just tell everyone they know they’re looking for work. It’s not enough.”

One option for young people struggling to find a job in the United States is to consider working overseas. Diane Morgan, director of London Business School, says that while the international job markets are not robust, they are often a bit better than the U.S. job scene right now.

“While the number of jobs for graduates is down in the United Kingdom as well, there is much more of a culture of temporary or part-time or contract work,” Morgan says. “Those jobs can help people get the experience they want. And it’s very common to take a ‘gap year,’ where graduates may tend bar or something until they find a job they want. So someone from the U.S. could move here and just take what they can get for a while. No one would think that was unusual.”

Further, Morgan says young workers from the U.S. who are frustrated by the lack of opportunities may find some international experience can really pay off in the future, because U.S. employers “really like people who take risks and get international experience.”

Both Salpeter and Morgan say that young job seekers – whether looking internationally or nationally – need make sure they’re being very targeted in their job-search approach because the competition is so keen these days.

“People will understand that you’re looking for work. But you don’t call them and say, ‘Do you know of a job?’ because they’ll look on their desk and not see anything that can help you so they’ll just tell you to call human resources. Instead, you say, ‘I’d love to learn about your job, what you like and don’t like.’ By convincing them you’re interested in information and learning, you’ve started networking more effectively,” Salpeter says.

Morgan recommends that anyone wanting to work abroad should also look to gain information on a job and an employer, just as they would when looking for a U.S. job. That way, they can specifically target their cover letter and resume to the employer. “It’s not that different over here,” Morgan says. “You still have to be prepared.”

“Even if you’re applying for a job overseas, they’re going to be looking at how relevant you are. You might be required to speak the (native) language well, or maybe have second generation ties to someone in the country,” she says. “But any employer is going to want to know why you want to work outside the U.S. and what you can bring to the job.”

Morgan recommends that a young person wanting to work overseas should first understand the local culture. “Go to the Internet and find a local newspaper written in English by expatriates who live there,” she says. “And use your university’s career placement center or alumni relations to help you make connections with those in other countries.”

Finally, Morgan says that while it may be daunting to consider leaving the U.S. to get a job, young workers should see it as a great opportunity to get experience that will benefit them professionally and personally. “It will really open your eyes to what business is like outside the U.S., and expose you to lots of different cultures and people. That’s invaluable.”

Anita Bruzzese is author of “45 Things You Do That Drive Your Boss Crazy…and How to Avoid Them” (www.45things.com). Write to her c/o: Business Editor, Gannett News Service, 7950 Jones Branch Dr., McLean, VA 22107. For a reply, include a SASE.

In this Dec. 12 file photo, General Motors Corvette assembly plant worker Scott Campbell of the United Auto Workers puts the finishing touches on a Corvette at the Bowling Green, Ky. plant.

At a time when many Americans choose to be exposed only to opinions with which they agree, I still enjoy talking with those who see issues in a different light.

And given my opinion of unions — namely, that for all the good they did in the 20th century, they’re now hurting America by demanding too much, giving up too little, fostering a sense of entitlement, and conditioning members to fear competition — this means occasionally checking in with Beth Shulman.

A lawyer, author and former vice president of the United Food and Commercial Workers Union, Shulman is currently a senior analyst with the Russell Sage Foundation and a true believer in the power of unions to improve people’s lives — especially in tough economic times.

Our topic of conversation was the Employee Free Choice Act now before Congress. One of the most hotly contested pieces of legislation in recent memory, the bill would allow workers to register their desire to join a union by simply signing a card — as opposed to an election supervised by the National Labor Relations Board.

Rep. Hilda Solis, President Obama’s pick for secretary of labor, is a co-sponsor of the bill. Shulman is a huge proponent.

Employers are trying to defeat the measure, claiming it would essentially eliminate secret ballots. Shulman insists that workers can still have an election with secret ballots if they want one.

She contends the current system is broken because employers, through intimidation, effectively have “veto power” over whether workers can join a union — a “card check” system would “put the choice (to unionize) back in the hands of workers rather than the employer.”

I won’t deny that some employers might improperly try to discourage workers from organizing. It’s just that, in this scenario, I see the employee like a tugboat caught between two icebergs — the employer and the union. It’s easy to get crushed.

I asked Shulman whether employees couldn’t be just as intimidated by union supporters as by their boss.

Let’s just say it wasn’t her favorite question.

“The employer has total control over the workplace,” Shulman said. “They can fire you any time they want. They can change your schedule. This idea that there is equal intimidation is just ridiculous, truly ridiculous.”

She claimed that the reality of union organizing isn’t at all like what many folks imagine.

“There is this idea of big union organizers standing around,” she said. “But often, it is workers organizing other workers. It’s not some big outside force coming in.”

Wait a minute. America is a big country and there are lots of different workplaces and lots of different unions. Certainly Shulman didn’t really want to go out on a limb and say that pressure and intimidation by unions never happens.

She said she didn’t, but insisted that there were safeguards to prevent unions from pushing too hard. Besides, she added, what is important is that the process is fair, regardless of the outcome.

“If there really is a free way of people deciding without intimidation, without any coercion or whatever,” she said, “then I’m happy — whatever that vote is.”

Finally, to make her point about how bad the current system is, Shulman mentioned the case of a poultry processing plant in North Carolina where, to hear her tell it, the employers acted more like feudal lords.

“The employers fired and harassed people,” she said. “They brought in the immigration service to scare immigrants.”

That sounds familiar. Calling in “la migra” to raid a workplace was an old trick of the United Farm Workers Union, where — according to several historical accounts — the devotees of Cesar Chavez would often stoop that low to get rid of scabs.

The point is, anyone can pick up the phone and call Immigration and Customs Enforcement. And once those illegal immigrant workers get deported, it doesn’t matter who made the call. All the workers care about is that they will have to pay a smuggler another $3,000 to get back across the border where they will try their chances again.

Shulman seemed a bit taken back when I told her about the history of UFW officials calling immigration. But she didn’t defend the practice.

“If it happened, that kind of behavior is unconscionable,” she said. “Period.”

How about that? We finally agree on something.

Ruben Navarrette Jr. is a columnist and editorial board member of The San Diego Union-Tribune. E-mail: ruben.navarrette@uniontrib.com

“No.”

That’s probably a word you don’t think of using very often at work these days. With the jobless rate hitting 7.6 percent, you may fear that saying “no” could very well make you one of those unfortunate people currently looking for a paycheck. But psychologists contend that learning to say “no” may be even more vital these days.

“When you’re scared about being the next one to be laid off, all kinds of dysfunctional things start to happen,” says Pat Pearson, a Newport Beach, Calif.-based clinical psychotherapist. “You start getting more paranoid, you do your work less well, and you start feeling as if you can’t say ‘no.’ So you take on anything they throw at you.”

But the problem, Pearson says, is that such a move just makes a career “more and more dysfunctional.”

“You have to decide: Are you going to have a healthy work environment or not?”

Paula Bloom, an Atlanta-based clinical psychologist, says it’s important to evaluate what will happen if you say “no” to a request at work.

“Is it really true that you’re going to lose your gig, or are you getting caught up in the general neuroses (about job loss)? You have to ask yourself: ‘Is it true? Is it possible?’ ” Bloom says. “You’ve got to really be honest with yourself about what could happen.”

Both Pearson and Bloom stress that the emotional and physical cost of never saying “no” – even in this stressful job market – can take a real toll on workers.

“If you don’t feel good about what you’re taking on, then you become negative and angry, and then you’re not only hurting yourself, you’re hurting the company because you’re not going to be as productive,” Pearson says. “If you are doing things you don’t want to do, then you’re going to pay a price with your health. You’re going to get sick more often, and have a high stress level.”

Bloom says that every worker must realize they only have so much emotional capital to expend every day, and pushing the limits may cost them the very thing they’re hoping to protect.

“If there is too great an emotional cost, then you will become resentful and unpleasant, and not nice to be around. And people who are a pain in the butt are often the ones who are let go,” Bloom says.

But how do you say “no” without being considered a poor team player or labeled with some other negative moniker at work? Both Bloom and Pearson says it’s a matter of understanding your boundaries and then being prepared to make the “no” sound positive. They advise:

• Be willing to ask for what you need. “Maybe you’ve been asked to work late, and you can agree to it, “except for on Thursdays, when you need to get home on time because your kids have soccer,” says Pearson, author of “Stop Self Sabotage” (McGraw-Hill, $16.95). “You have to decide how much you can live with, and what you can’t do without.”

• Taking a deep breath. “Don’t freak out when someone makes a request. Just say, ‘I would love to be able to help you out, but it won’t work today. If you could give me a few days notice next time, I might be able to do it.’ “Adds Pearson: “Act thoughtful and say something like, ‘Let me see what I can do.’ It gives you time to think about it and then make a decision when you’re not under pressure.”

• Living with integrity. “If you’re screwing around on the Internet for an hour every day or faking your time card, then you’ll try to compensate for your guilt and say ‘yes’ to everything. If you live with integrity, you’ll be able to say ‘no’ and not feel guilty,” Bloom says.

• Understanding the difference between “can’t” and “don’t want to.” Bloom says that even when the boss makes a request, you can say “no” if you’ve made an honest assessment of your workload. “You can always say, ‘I’d like to do that, but can you help me figure out the priority of these nine other things I have to do?’ Put the issue back on the boss.”

Anita Bruzzese is author of “45 Things You Do That Drive Your Boss Crazy…and How to Avoid Them” (www.45things.com). Write to her c/o: Business Editor, Gannett News Service, 7950 Jones Branch Dr., McLean, VA 22107. For a reply, include a SASE.

Call my office this Wednesday, and you’ll get the following message: “The Planning Shop is closed for our annual strategic planning meeting, please leave a message.”

Each year I take the staff out of the office and develop a strategic business plan for the year. I recommend you do the same – developing an annual business plan is a key to long-term business survival and success.

Yes, I know you think I may have to do this. After all, we’re “The Planning Shop,” and publish books and software on developing business plans. So you’d expect nothing less. But we’re true believers. It was at an annual planning session that we first identified a new market – colleges and universities – that enabled us to survive the bankruptcy of our former distributor.

Developing an annual plan gives your staff – even if it’s just you – a road map for the year ahead. The planning process forces you to take time out to set goals, evaluate changing conditions, and set a strategic direction. And it saves you money! After all, you not only choose your priorities but you eliminate (or postpone) activities that aren’t critical to your success.

How can you plan for an entire year, especially a year as uncertain as 2009? Sure, there’ll be unexpected road bumps, but in this economic environment, planning is more important than ever.

Yes, this year, there are some special concerns that need to make it on your annual business planning session agenda, including:

- Retaining current customers. Everyone’s cutting back this year, so you’ve got to work hard just to keep the clients or customers you have. Identify ways to stay in even closer touch with your customers.

- Offering lower-priced offerings. Right now, there’s amazing downward pricing pressure. Evaluate whether you can come up with a lower-priced offering to retain or attract customers.

- Responding to changing industry conditions. My industry – publishing – is changing rapidly, and we must change with it. What changes are affecting your industry?

- Evaluating the competitive landscape. Are some of your competitors dropping out? Cutting back? Can you take advantage of their weakened condition?

- Availability of credit (or lack thereof). Banks and vendors are going to be far more stingy when extending credit. What can you do to increase your cash reserves and make sure your credit standing is excellent?

As in every year, there are basic steps for an annual business plan process:

- Do your homework. Gather data on your sales, your key customers, your costs, industry trends, what’s going on with your competition. Come to your annual session prepared. (It gets easier to pull this info together after the first year or two, trust me…)

- Look at the past. Evaluate which business activities worked and which didn’t.

- List your goals. What are the biggest issues facing you that you need to tackle? What do you want to and need to achieve this year, financially, operationally, in terms of products, services, employees?

- Get specific. Make each goal as specific as possible, adding quantitative measures if you can.

- Brainstorm. Spend some time coming up with creative approaches to reaching those specific goals. This year, particularly, think of innovative ways to stay ahead of changing conditions.

- Identify actions. What steps are necessary to achieve each goal? List the key things you must do to make your goals a reality.

- Estimate costs, time and human resources. How much will each activity cost you? How much time will it take? Who’s responsible? This gives you an overall sense of the total commitment necessary to achieve your goals.

- Prioritize. By now, you’ve got a list that would take much more money, time and people than you have. So, prioritize your goals and steps. Rate highly the things you must do to survive.

- List your action plan. Based on your priorities, come up with an action plan. Schedule the month, week or day you’re going to take action on each step and what that action will be. And assign responsibility.

If you’re worried about 2009, then taking a few hours or a couple days to think through and develop an annual business plan can truly help you survive and succeed.

Copyright, Rhonda Abrams, 2009
Rhonda Abrams is the president of The Planning Shop, publisher of books for entrepreneurs. Her newest is “Successful Marketing: Secrets & Strategies.” Register for her free business tips newsletter at www.PlanningShop.com.

There’s a lot of talk about green jobs, but do you understand what it means?

When I ask the average person what they think a green job is, they say, “It’s something to do with the environment” and “It’s related to energy.”

People who consider themselves involved with green jobs offer a variety of perspectives. Words like “renewable” and “sustainable” pop up a lot. They say such jobs are related to corporate social responsibility, recycling, waste reduction and eco-tourism. They also say green jobs create alternative energy or everything from cars and computers to lamps and clothes in “environmentally sustainable ways.”

But what does that mean and how many jobs are we talking about?

Although no one can say for sure how many green jobs exist today or will be created, it seems safe to say that the future looks bright for green jobs, especially “given the change in direction indicated by (President) Barack Obama and his support for all things green,” says Bronwyn Llewellyn, a co-author of “Green Jobs: A Guide to Eco-Friendly Employment.”

So in the hope of shedding light on the green-job segment, and with so much to say and many ways to look at it, I’ve broken this subject into several columns over the following weeks. Today, I’ll start to talk about what green jobs are and where to find them.

First, green jobs don’t fit neatly into one area of the marketplace. There are companies that specialize in producing green products such as energy-efficient buildings, lights, trash bags, solar panels and cleaning products.

Then there are organizations, like universities, retail operations and non-profits, which have people on staff who deal with green issues. Titles include sustainability manager or chief green officer.

There also are companies and professionals who specialize in green issues, such as an investment professional who establishes funds focusing on renewable and clean energy.

And then there are “regular” jobs that exist within companies that produce green products. By this, I mean managers, janitors and people who work in marketing and sales. Their work per se is not “green,” but they do it at “green” companies.

Some folks involved with green jobs say you don’t have a green job unless it reduces waste and pollution and benefits the environment or does something useful for people.

Others, like John Kaufman, a recruiter with AgentHr, point out that these days, green jobs are primarily engineering and scientist-based positions and that there’s a great need for the following:

1. Electrical engineers who can design power, storage and distribution systems or solar, wind, ocean, biofuel and geothermal energy sources.

2. Chemical engineers who discover new processes to increase efficiency of biofuel generation and develop new materials more efficient at capturing solar energy.

3. Civil engineers to build the factories to produce the energy.

Kaufman says that more construction and manufacturing positions, such as machinists, drafters, laborers and truckers, will be needed in the future, but engineers will be needed to continuously improve processes. And that will lead to a need for software and consulting professionals to design and implement the information systems to manage everything from bookkeeping to inventory.

On the other hand, there are people like Mike Hall, president of Borrego Solar Systems, who says it’s a common misconception that green jobs are only for engineers. And that will be the next part of this green job story: Where else are the green jobs?

To be continued, sustained or renewed next time.

Andrea Kay is the author of “Work’s a Bitch and Then You Make It Work: 6 Steps to Go From Pissed Off to Powerful.” Send questions to her at 2692 Madison Rd., (POUND)133, Cincinnati, OH 45208; www.andreakay.com or www.lifesabitchchangecareers.com. She can be e-mailed at: andrea@andreakay.com.

While much of the job news these days is full of gloom and doom, it could be that there is a bright spot: Laid-off workers are seeing it as a chance to re-group and to focus on finding work that makes them happy.

“I’m in a new place,” says Vivian Borek, who was recently told her job as editor of an internal newsletter for Boston University Medical Campus would be eliminated. “I know in the back of my mind it’s going to be tough, but I’m glad to be out there offering new skills. People have told me that my attitude will be a great asset going forward.”

Borek hopes to use her familiarity with and love of France, along with her enthusiasm for photography, to land a new position that combines her communications experience with her passion.

Dr. Thierry Guedj, a psychologist specializing in happiness and careers and a professor at Boston University, says that Borek is not unique in feeling optimistic about her future.

“I encourage people who lose their jobs to sit down and reassess what they’ve been doing the last 10 years. I ask them to think about their lifestyle – the big car, the expensive house – and what really matters to them. I ask them about finding the meaning of their lives,” Guedj says. “Some of them find they are actually relieved to be out of those jobs.”

Jonathan Fields, a successful entrepreneur and author of “Career Renegade: How to Make a Great Living Doing What You Love,” (Broadway, $14) agrees.

“For many people, losing their job is the opportunity they have dreamed about,” Fields says. “They look back and realize they gave up a big part of their lives and trashed personal relationships because they were working all the time. They expected to get a nice retirement from all that, but instead they’re unemployed. For those people who get a severance package or who can get by on what they have saved for a while, they’re really optimistic about taking time to find something they love.”

Borek admits that while she didn’t have “an inkling” the layoff was coming, she managed to hold it together when told the news, although “my mouth was dry” after hearing the news.

“I’ve always done work that I’ve enjoyed,” she says. “For me, that element has to be in it. I don’t see how anyone would hire you if you weren’t enthusiastic about the work.”

Guedj and Fields say that more job seekers like Borek are reassessing their careers and deciding that working strictly for the money or job security isn’t enough, since that can disappear overnight.

“There’s a resignation that if this is the way the system works, then they want out,” Guedj says. “They want more control over their own destiny because they see that they’re just a cog in the machine. One day, they’re hot stuff and the next day they’re escorted from the building with no goodbye party.”

Guedj says that those looking for work who want to concentrate on finding more career happiness should:

• Be a wise networker. “Don’t send out mass e-mails that may get you offers for jobs you don’t really want,” he says. “Message people that can help you with what you’re interested in. Describe what you’re good at, and what you want to do.”

• Save the pity party. “Sending out ‘poor me’ messages rarely work,” Guedj says. “Be positive and upbeat when telling people you’re looking for a job.”

• Consider freelance or temporary work. “This can help you pay the bills so that you can stay focused on your career goal.”

• Get support. “Have a peer group of people trying to do the same thing. Being around like-minded people is really helpful,” Guedj says.

Borek says she’s in the initial stages of looking for a new job, but knows it will be a challenge to stay optimistic as time passes. Still, she says she is staying focused on her goals of finding work that will make her happy.

“I don’t want to take whatever I can get,” Borek says. “I just hope I can stay enthusiastic about the potential out there.”

Anita Bruzzese is author of “45 Things You Do That Drive Your Boss Crazy … and How to Avoid Them” (www.45things.com). Write to her c/o: Business Editor, Gannett News Service, 7950 Jones Branch Dr., McLean, VA 22107. For a reply, include a SASE.

While some employees may feel lucky just to have a job in this economy and have no expectations of a pay raise this year, there are employers who are offering workers not only double-digit raises, but bonuses as well.

“We figure we might as well make hay while the sun shines,” says Laura Zander, referring to her company giving raises of from 5 percent to 30 percent to its 12 workers. “It made us a little nervous, but we did it.”

Zander, CEO of Jimmy Beans Wool in Reno, Nev., says business was up – both in the brick and mortar business and online – by 80 percent last year.

“Based on last year’s performance, we felt we didn’t want to take away what employees had done,” she says, explaining that only one employee who was “exceptional” got a 30 percent raise. Those she calls “lesser performers” netted smaller raises.

According to a recent survey by Hewitt Associates, a majority of companies surveyed reported they would keep raises at 3 percent or less this year, the lowest average since the survey was started more than 32 years ago.

At Walker Sands Communications, a Chicago-based marketing and public relations firm, President Mike Santoro says raises were given to his 15 employees, ranging from 2 percent to “double digits” for a top performer who also garnered a promotion.

“It’s a tough time, but it’s also tough if you lose your ‘A’ players,” Santoro says. “You don’t want to risk them going somewhere else. Right now, you don’t want the cost of recruiting and training someone else.”

Will Koch, owner of HolidayWorld and Splashin’ Safari in Santa Claus, Ind., says that his 80 full-time employees (about 1,800 workers are seasonal) also received pay raises because business has been so good the last several years that the park is even adding “the world’s tallest water ride” this year.

Koch says that while his staff is very loyal, he knows that another great offer may come along to tempt them to leave. If that happens, he says he would consider a counteroffer of more pay to get them to stay.

“I’m always willing to listen if someone comes to me for more money when they can make the case that they provide real value to us,” he says. “But I don’t like hearing that they need money because they’re in trouble at home.”

Zander and Santoro agree. While they’re willing to offer raises to keep top performers and want to share the good times with workers, they are adverse to offering pay boosts just because an employee wants more money in these hard times.

“We did have one case where a girl had been working for us for about 10 months and doing a great job. We knew she had taken a second job to help pay the mortgage, so we gave her an early (pay) raise because we knew she was struggling,” Zander says. “She didn’t ask for it, but she was going to get it anyway.”

Santoro says that employees were “pleasantly surprised” to get raises after they were told that times were tough and it was time to hold the line on costs.

All the employers interviewed agreed that any employee wanting a raise needs to prove he or she is going above and beyond a job description and bringing real value to a company before asking for more money.

“If you had the guts to say I deserve this, and this is my value, then I think people (bosses) are more likely to listen to that person and a well thought-out reason,” Santoro says. “I know for me, it’s a frightening thought to think I may be losing a key performer.”

At the same time, these small employers believe it’s their standard practice of running a leaner operation during even the good times that has led to them being able to offer better-than-average raises during the bad times.

“It’s demoralizing not to get a raise when you work really hard and are a top performer,” he says.

Zander, who says her employees also were given year-end bonuses and a nice holiday party, notes that after eight years in business, she knows how critical every person is to the success of the multi-million dollar company.

“Sure, they were surprised to get the raises, but we felt like we had to reward them based on what they contributed to our success,” she says. “We couldn’t do it without them.”

Anita Bruzzese is author of “45 Things You Do That Drive Your Boss Crazy…and How to Avoid Them” (www.45things.com). Write to her c/o: Business Editor, Gannett News Service, 7950 Jones Branch Dr., McLean, VA 22107. For a reply, include a SASE.

This may seem hard to imagine, but many people’s careers and lives have changed for the better since the financial crisis began. Take Elliot. Well before 2008, he was not a happy camper but didn’t know it. This money manager who made gobs of dough for himself and others working most days and nights for 30 years, also spent family vacations calming nervous clients by phone back in his hotel room.

“I justified it saying it was for my family. But it was for me because it was never enough. I was doing the only thing I knew – make money, the most important benchmark in life.”

When his personal assets were cut in half and his business fell apart this past September, he feared his financial hit would break up his marriage.

“I expected my wife to be furious, to say, ‘You moron, I can’t believe you did this!’ But she said, ‘The money’s not what’s important, you are.’

Elliot feels richer than he’s ever been. “Money doesn’t come first anymore. The stock market doesn’t determine my mood. My new philosophy is put money in perspective, stay on track with goals, be home with the kids and be compassionate to my wife.”

Thomas Wallace of Matawan, N.J., worked nights and weekends for 13 years in restaurant management.

“I thought I was happy,” he says.

He lost his job and at 35 is “living like a college dorm kid,” working at a printing plant and barely covering bills. By the end of week, “I’m totally mentally and physically burned out but happy because a couple hours a night I get to create artwork” – something he’s always wanted to do. Making greeting cards, a comic strip – one recently published by a magazine – “makes me proud.”

He spends more time with friends “who believe in my dream. I don’t make much money, but I give myself small goals. It’s thrilling. I have gained confidence in myself.”

Josh Estrin could read the writing on the wall and left his job as CEO of a national health organization. When he interviewed and was hired as dance and drama instructor at a private school, “I gave my two-weeks notice and now go to work in sweat pants, tights and a big smile. The joy of the arts has awakened in me something that had been dormant for far too long.”

He took a 60 percent pay cut, has “real friends again” and sleeps soundly.

Novelist turned mortgage broker William Hazelgrove says he “finally broke through and published that elusive fourth novel, ‘Rocket Man.’ You can’t ask for more out of a downturn than that.”

When Mark Hayward’s contract as a consultant wasn’t renewed, he and his wife decided to “open our dream business in the Caribbean. We now run a small B&B, Palmetto Guesthouse, in Culebra, Puerto Rico.”

There are also folks like Brandon Mendelson, who with his wife will begin “hitchhiking, driving and couch surfing across North America to fight breast cancer on behalf of the 1 in 8 Foundation.”

Laid off from his job as a computer network engineer, Ron Dilbert started Single Parent Power, an organization supporting single parent families. A woman in New York said that because of financial tightening she and her ex-husband are sharing a sitter for “our common child and his baby with new wife, and his new wife and I have a closer relationship because we communicate almost daily.”

No doubt, this is a financially challenging time. But it can also be one of those times to stop and notice what’s been missing and make your work and life richer than ever before.

Andrea Kay is the author of “Work’s a Bitch and Then You Make It Work: 6 Steps to Go From Pissed Off to Powerful.” Send questions to her at 2692 Madison Rd., (POUND)133, Cincinnati, OH 45208; www.andreakay.com or www.lifesabitchchangecareers.com. She can be e-mailed at: andrea@andreakay.com.

Entrances matter when it comes to rooms, relationships, probably some other things I haven’t thought of, and what I want to talk about – new years. So don’t cower your way into this particular year. Swagger. Yes, as any good etiquette expert would advise, get those shoulders back, walk tall and look boldly ahead with confidence.

There I go again being all full of promise and wide-eyed as that energetic 12-week old kitten running around my house. Some of you think I must be a youthful, cockeyed optimist who wouldn’t know a recession if she saw one. A reader named Paul has such a perception. He e-mailed me last week to comment on my column about why you need to hold purposeful conversations with people about your career. He wrote:

“I can only assume that you are a bright, outgoing, bubbly, twenty-something from a well-to-do home. We are very happy for you! However, the other 75 percent of us income earners probably came from self-doubting parents who raised us with the mind-set that you find a job, work hard, give 120 percent, and retire with a gold watch. … The reality of the current world slaps you back to drain the energy and drive from you.”

I hate discussing age. It makes you seem, well, old. But let me just say that you and I are from the same generation, Paul. And while it can be reassuring to sound the alarm to fasten your seatbelts because it’s going to be a bumpy year, I choose not to – even at my age.

In fact, I’ll go further and promote the philosophy of a self-employed business person from our generation who never knows where his next paycheck is coming from, who told me he’s entering 2009 “full speed ahead.”

His inspiration is a scene from the 1966 movie “Grand Prix,” in which actor Yves Montand plays a world champion race car driver. Montand’s character describes what he does when he sees the yellow caution flag that’s raised after an accident on the raceway. “It indicates to drivers, ‘caution, slow down, there’s been an accident.”‘ But Montand says, “That’s when I accelerate.”

When I asked him how he will be accelerating things in 2009, he says “I’ll be working on many new fronts. I’ll be looking at what greater value I can provide my clients. I’ll be trying out new ideas, working longer hours and doing more work on speculation. I have a software idea I want to find funding for. So I’ve made a list of everyone I know who can help, who would want to be involved and people I have access to who have money and might want to invest in an innovative business idea.”

He says, “I can cut my expenditures and be conservative like others or look at how to position myself to take advantage of the fact that everyone is cutting back their budgets. So while others are being pensive, cautious, paranoid and worried, I’ll be going full speed ahead. I’m playing to win instead of playing not to lose. It’s a big difference in attitude.”

So take your pick. Keep your head down and enter 2009 with trepidation. Or muster your strength and grab hold of a new mind-set with the rallying cry that won a Civil War victory at Mobile Bay: “Damn the torpedoes! Full speed ahead!”

—

Andrea Kay is the author of “Work’s a Bitch and Then You Make It Work: 6 Steps to Go From Pissed Off to Powerful.” Send questions to her at 2692 Madison Rd., #133, Cincinnati, OH 45208; www.andreakay.com or www.lifesabitchchangecareers.com. She can be e-mailed at: andrea(AT)andreakay.com.

AP-NY-12-31-08 1346EST

Let me start by saying that the last thing I want to do is trash someone else’s well-intentioned advice. But reading this tidbit in an advice column that will go unnamed, I can’t help myself. A reader had written this advice-giver to say that everyone says you need to network to find a new job, but what if you hate networking, do you have to do it? The advice-giver’s response, and I quote: “Unfortunately, you probably do.”

Unfortunately? What is so unfortunate about talking to people? What is so horrendous about holding a purposeful conversation with select people to hear their opinions and share your professional goals?

What is so indecent about learning useful information for your career like how you might transfer your talents to another industry or what trends and issues are affecting an allied industry you’re considering? What is so unfitting about tapping into the greatest source of advice and information on earth (even better than Google) – live human beings who have experience, are resourceful and yes, actually like lending a helping hand to fellow humans? It’s in our genes, after all.

Yes, you can even do it by phone. So explain, please, what is so undesirable about having folks who will gladly sit down over coffee or lunch to help you out if only you’d ask?

What’s there to hate? You talk to people all the time. They’re not going to bite your head off. When you ask for their time they may not respond immediately. Do you respond the minute someone wants something from you? Get over the fact that just because they didn’t drop everything and jump for joy to get your e-mail the first time you wrote, they reject you. Yes, that was rude on their part to ignore you once, but if you really want to talk, follow up again. If they don’t respond a third time, move on. There are millions of nicer people in the world.

Think you’re bothering them? You are if you expect them to tell you where your next job is. How are they supposed to know? That’s not networking. That’s annoying. Ask for something they can give – advice and insight to help you tweak your career. Depending on who they are, they might have worthwhile thoughts on where your particular field is headed. Based on your situation and goals, they might shed light on obstacles you’d encounter and how to overcome them. If you play your cards right, they could know organizations expanding in this area, actual openings and other people you can talk to. Is that so bad?

You’ve lost touch with people, you say? Apologize for being such an out-of-touch fool. Then promise yourself you’ll never do that again – and make sure you don’t.

Seem like too much work to contact people, follow up, prepare what to say, think of relevant questions and hold a two-way conversation? If it is too much trouble to get to know and care about other people – not just for what they can do for you but what you can do for them – you will find yourself alone in a world made up of successful people who are talking to each other – and not just when they’re in trouble. And that would be unfortunate.

These next two weeks and the beginning of the year are excellent times to casually connect with people, set up a time to chat or just open the door for future conversation and a new two-way relationship. Now tell me, why would that be such an unfortunate thing to do?

Andrea Kay is the author of “Work’s a Bitch and Then You Make It Work: 6 Steps to Go From Pissed Off to Powerful.” Send questions to her at 2692 Madison Rd., #133, Cincinnati, OH 45208; www.andreakay.com or www.lifesabitchchangecareers.com. She can be e-mailed at: andrea@)andreakay.com.

Chances are in the coming days and weeks you’re going to be spending some time with family and friends, celebrating the holidays – and worrying. Worrying about your job, the economy and what’s going to happen in the next year with your employer.

But despite the bad news that seems to turn up every day, there are things you can do now – and in the coming year – to keep your worries in check and to make a positive impact on your career.

For successful entrepreneur and longtime manager G.L. Hoffman, the key to making it through these tough times begins with changing your perspective. Now chairman of JobDig, (www.jobdig.com) an employment-focused media company, Hoffman says too many people have become lackadaisical when it comes to their jobs, and that makes them vulnerable if layoffs do occur.

“There are a lot of people who need to work harder at work,” he says. “What I mean by that is that they need to make themselves indispensable. They need to go home at night and think about how they’re going to do a better job. Managers shouldn’t be telling employees everything that needs to be done. Employees need to ‘see’ the work that needs doing, and do it.”

That blunt talk is a hallmark of Hoffman’s website, “What Would Dad Say,” and his new book, “Dig Your Job: Keep It or Find a New One,” which is publishing through Amazon’s Kindle and as a $9.99 e-book (http://blogs.jobdig.com/wwds/dig-your-job/).

He says he has some advice about what the employed need to do to be more valuable in the coming year and protect their jobs. He says some of an employee’s resolutions for 2009 should include:

- Working 10 percent harder. “That’s not that difficult. Anyone can do that, and it will make a big difference,” he says.

- Having a positive attitude. “Believe me, bosses notice when you not only have a positive attitude, but you encourage other people to do the same,” Hoffman says. “It counts for a heck of a lot. It makes someone worth hanging on to.”

- Dressing up, at least sometimes. Hoffman says that one young man in his casual-wear office began wearing a tie every Tuesday, which began influencing everyone in the office to dress nicer that day. “It showed me a lot. He’s become a sort of informal leader. I wish I could say it’s definitely affected productivity, but what I do know is that it has had an impact. He influenced the entire group in a good way.”

- Telling stories. When talking to people outside of work – even family and friends – share stories of how what you do at work makes a difference. “I remember my Dad coming home from work every night and all he did was complain,” Hoffman says. “I think we need to tell others how what we do really does make a difference to our company. Talk about how you helped a customer or worked on a project. It’s important to let others know – and remind yourself – that there are positive things about your job. A company appreciates you doing that, and it’s also good for you.”

- Using manners. Stress often brings out the worst in people, Hoffman says, but being rude to co-workers and customers will backfire. “Do something nice for someone and don’t expect anything in return,” he says. “Make it a point to be known for your manners.”

- Continually learning something new. “No matter what your current job, you can learn something new,” he says. “Think small, incremental skills development. They all add up.”

- Giving yourself pep talks. “People work really hard at getting a job, and within the first week they find out that the boss doesn’t always treat them well as they thought he would or the product isn’t as great as it was presented, and they sort of lose interest in their job,” Hoffman says. “Learn to give yourself a positive talk. Get it together. Work hard, be positive and do the things you need to do.”

Anita Bruzzese is author of “45 Things You Do That Drive Your Boss Crazy…and How to Avoid Them” (www.45things.com). Write to her c/o: Business Editor, Gannett News Service, 7950 Jones Branch Dr., McLean, VA 22107. For a reply, include a SASE.

While hiring managers in many industries say they’re getting more and more applications as the number of people looking for work grows, they’re very blunt when it comes to what gets a candidate tossed without a second glance: a bad resume.

But what exactly constitutes a “bad resume” depends on the hiring manager. Some cite pet peeves such as a candidate including too many personal details or providing a vague description of past job duties. Others say that any spelling or grammatical errors mean automatic rejection.

Still, there appears to be one area they all agree on: As the number of resumes grows, they have less and less time to peruse them, so it’s critical resumes be clear, concise and targeted.

“I read somewhere that it takes someone about 30 seconds to decide if they’re going to keep reading a resume or not,” says Diane Gallo, chief human resources officer for Vistage International Inc. in San Diego. “I’d say that’s probably true – you’ve got to show me right away that you’ve got a transferable skill set.”

So instead of focusing on your experience with a certain company, Gallo wants to know how the skills you used on that job can be put to work for her company, which focuses on executive development.

As for pet peeves, Gallo says she wants to see a font size “that doesn’t need a magnifying glass” to read (10- to 12-point is good), and a resume that is eye-catching with a good use of white space. And she doesn’t care “if you were married to the same wonderful woman for 25 years and have two beautiful daughters” because “I can’t ask you about those things anyway.”

Gallo also says that it bugs her to have someone write in the third person, which sounds too much like a biography, and considers it a “red flag” when she sees resumes with the same return address for different candidates. “It means it’s a resume service sending out a mass mailing, instead of really targeting for a position at our company,” she says.

While Gallo’s company has about 135 employees, there are currently only six workers at Increo Solutions, a startup company in Mountain View, Calif., which has developed software to give professionals feedback on their work.

Increo’s CEO Kimber Lockhart says that she’s so crunched for time she reads resumes quickly and may not even notice spelling errors “unless they’re really bad.”

“Experience is the number one thing I’m looking for, but I do have a sense of aesthetics when I look at a resume, so I want to see a clean font, a clean layout and no more than a page and a half long talking about the things I care about,” she says.

Both Gallo and Lockhart say they’re seeing at least a 25 percent increase in the number of resumes coming in for each position as well as greater diversity and experience in those job seekers.

“It’s really not a bad strategy sending a resume even if you’re not an exact fit,” Gallo says. “I actually found someone who didn’t fit the job I had, but I think the person might be a good fit for another job.”

Ranelle Rubin, practice manager at Hall and Wrye Plastic Surgeons in Reno, Nev., sees a red flag when a candidate “has job-hopped without reason or moved geographically a lot without a good reason.”

“It’s important that a person say why they left a position, or I’m going to wonder if they were let go because they didn’t do a good job, or they just take a job because they need it and will soon leave it when something else comes along,” Rubin says.

She says she often asks open-ended questions, and may ask candidates “to convince me it’s going to be worth my while to train them.”

Anita Bruzzese is the author of “45 Things You Do That Drive Your Boss Crazy … and How to Avoid Them” (www.45things.com). Write to her c/o: Business Editor, Gannett News Service, 7950 Jones Branch Dr., McLean, VA 22107. For a reply, include a SASE.

Many people have lost their jobs or are finding it difficult to obtain employment.

In a hypercompetitive job market such as ours, there are still plenty of online resources to aid job seekers of all ages and degrees of experience. Implementing all of the resources provided will hopefully increase your chances of gaining employment.

The first resource for job seekers is locating the best places to perform online job searches. Most people are aware of the large online job Web sites such as Monster.com and Careerbuilder.com. Still, being the most popular or largest doesn’t mean that it will work the best for you.

I’m not saying to avoid large employment Web sites, but don’t limit yourself to them. Keep in mind that job searching is a competitive sport. The less competition you have, the better your odds are of landing the position. Ultimately, you want to apply to as many positions as possible.

I have two suggestions. The first is to find job Web sites that are as narrow as possible in their scope. This means you should begin by focusing on Web sites that showcase jobs that only pertain to your field.

If you can’t find a site such as this for your field, then consider a Web site such as craigslist.org, tribe.com or simplyhired.com. They offer a decent mix between job offerings and site popularity. You should also use social networking Web sites such as Linkedin.com to locate jobs via word of mouth that were otherwise unadvertised.

The next resource will help you punch up your résumé. Keep in mind that your résumé will open the door to the interview for you. Both quintcareers.com and careerbuilder.com offer resources to help improve your résumé.

When it comes to preparing for the interview you want to view as many interview prep Web sites as possible. Collegegrad.com, careercc.com and pohly.com all have more than enough resources to get you started. You can also perform an online search for local companies that help you prepare for job interviews.

If you have made it through the interview process, then more than likely you have been offered a job. Before accepting the position, you may want to consult a salary calculator. Contrary to the name, it does more than just tell you how much money you should be earning for the position you were offered. It can provide you with a full view of the position that, in addition to the financial compensation, factors in other benefits and details the functions of the job title.

Two Web sites I refer people to are indeed.com and salary.com. They complement each other in regards to the information provided, and you can benefit significantly without purchasing any information.

Quincey Hobbs is a team member at the University of Arizona’s Center for Computing and Information Technology and an instructor at Pima Community College. Send questions to quinceyresponds@yahoo.com.