The 40-Plus Career Reinvention Checklist

uest|ons to ne|p ou ut our 8est Se|f Iorward

8y ChrlsLlne l uella Monaca MonsLer SLaff WrlLer
As a man over 40 who ls maklng hls way Lhrough Lhe world of work ln an uncerLaln Llme are
you porLraylng yourself as Lhe Lruly confldenL capable guy you are? WheLher you're Lrylng Lo
land a [ob advance your career or hold onLo Lhe poslLlon you have rlghL now you need Lo be
sure you're presenLlng Lhe besL you posslble Ask yourself Lhese quesLlons ln our handy
checkllsL Lo geL on your way

550,7,3.0

CuLdaLed cloLhes and halr along wlLh poor groomlng can make a negaLlve lmpresslon on a
currenL or fuLure employer 1o make sure you're upLodaLe ask yourself Lhese quesLlons
O s your wardrobe pollshed professlonal currenL and pro[ecLlng confldence?

O s your halr glvlng away your age? When was Lhe lasL Llme you had lL cuL sLyled or
posslbly even colored Lo keep up wlLh Lhe Llmes?

O uo you keep your faclal halr shaved and/or Lrlmmed?

O uo you look llke you Lake care of yourself? Could sLalned LeeLh or blLLen nalls be
deLracLlng from your LoLal package?
Resume

You`ve been working Ior awhile, and your experience is a plus to potential employers. But don`t
let your resume date you -- use it to show oII your assets. Ask yourselI these questions:
O ave you removed older lrrelevanL experlence and degrees?

O ave you played up your mosL relevanL recenL experlence?

O ave you emphaslzed currenL Lechnlcal skllls such as famlllarlLy wlLh Lhe laLesL
compuLer programs?

O uld you leave off poLenLlal dlscrlmlnaLlon polnLs llke age welghL and marlLal sLaLus?

O ave you played down lnflaLed [ob LlLles lf necessary llke vlce presldenL ln order Lo
avold appearlng overquallfled (AkA Loo expenslve)?
nterview

So they like your resume and called you in Ior an interview. Ready to show them what you`ve
got? Ask yourselI these questions:
O Are you comforLable wlLh Lhe facL someone younger may be lnLervlewlng you?

O ave you kepL up wlLh currenL lndusLry Lerms as well as Lhe poLenLlal employer's place
ln Lhe lndusLry?

O ave you prepared examples of pasL accompllshmenLs LhaL lllusLraLe your flexlblllLy
loyalLy paLlence and wllllngness Lo be a Leam player all lmporLanL asseLs of older
workers?

O ow's your aLLlLude? uo you pro[ecL confldence (buL noL overconfldence) poslLlve
energy and unflappablllLy?

O Are you prepared for surprlses such as a group lnLervlew?
00 Potential nterview Questions
By Thad Peterson, Monster StaII Writer

While there are as many diIIerent possible interview questions as there are interviewers, it
always helps to be ready Ior anything. So we've prepared a list oI 100 potential interview
questions. Will you Iace them all? We pray no interviewer would be that cruel. Will you Iace a
Iew? Probably. Will you be well-served by being ready even iI you're not asked these exact
questions? Absolutely.
O Tell me about yourselI.
O What are your strengths?
O What are your weaknesses?
O Who was your Iavorite manager and why?
O What kind oI personality do you work best with and why?
O Why do you want this job?
O Where would you like to be in your career Iive years Irom now?
O Tell me about your proudest achievement.
O I you were at a business lunch and you ordered a rare steak and they brought it to you
well done, what would you do?
O I were to give you this salary you requested but let you write your job description Ior
the next year, what would it say?
O Why is there Iuzz on a tennis ball?
O ow would you go about establishing your credibility quickly with the team?
O There's no right or wrong answer, but iI you could be anywhere in the world right now,
where would you be?
O ow would you Ieel about working Ior someone who knows less than you?
O Was there a person in your career who really made a diIIerence?
O What's your ideal company?
O What attracted you to this company?
O What are you most proud oI?
O What are you looking Ior in terms oI career development?
O What do you look Ior in terms oI culture -- structured or entrepreneurial?
O What do you like to do?
O ive examples oI ideas you've had or implemented.
O What are your liIelong dreams?
O What do you ultimately want to become?
O ow would you describe your work style?
O What kind oI car do you drive?
O Tell me about a time where you had to deal with conIlict on the job.
O What's the last book you read?
O What magazines do you subscribe to?
O What would be your ideal working situation?
O Why should we hire you?
O What did you like least about your last job?
O What do you think oI your previous boss?
O ow do you think rate as an interviewer?
O o you have any questions Ior me?
O When were you most satisIied in your job?
O What can you do Ior us that other candidates can't?
O What are three positive things your last boss would say about you?
O What negative thing would your last boss say about you?
O I you were an animal, which one would you want to be?
O What salary are you seeking?
O What's your salary history?
O ow do you want to improve yourselI in the next year?
O What were the responsibilities oI your last position?
O What do you know about this industry?
O What do you know about our company?
O ow long will it take Ior you to make a signiIicant contribution?
O Are you willing to relocate?
O What was the last project you headed up, and what was its outcome?
O What kind oI goals would you have in mind iI you got this job?
O ive me an example oI a time that you Ielt you went above and beyond the call oI duty at
work.
O What would you do iI you won the lottery?
O an you describe a time when your work was criticized?
O ave you ever been on a team where someone was not pulling their own weight? ow
did you handle it?
O What is your personal mission statement?
O Tell me about a time when you had to give someone diIIicult Ieedback. ow did you
handle it?
O What is your greatest Iailure, and what did you learn Irom it?
O What irritates you about other people, and how do you deal with it?
O What is your greatest Iear?
O Who has impacted you most in your career, and how?
O What do you see yourselI doing within the Iirst 30 days oI this job?
O What's the most important thing you've learned in school?
O What three character traits would your Iriends use to describe you?
O What will you miss about your present/last job?
O I you were interviewing someone Ior this position, what traits would you look Ior?
O ist Iive words that describe your character.
O What is your greatest achievement outside oI work?
O Sell me this pencil.
O I were your supervisor and asked you to do something that you disagreed with, what
would you do?
O o you think a leader should be Ieared or liked?
O What's the most diIIicult decision you've made in the last two years?
O What do you like to do Ior Iun?
O Why are you leaving your present job?
O What do you do in your spare time?
O ow do you Ieel about taking no Ior an answer?
O What was the most diIIicult period in your liIe, and how did you deal with it?
O What is your Iavorite memory Irom childhood?
O ive me an example oI a time you did something wrong. ow did you handle it?
O Tell me one thing about yourselI you wouldn't want me to know.
O Tell me the diIIerence between good and exceptional.
O Why did your choose your major?
O What are the qualities oI a good leader? A bad leader?
O What is your biggest regret, and why?
O What are three positive character traits you don't have?
O What irritates you about other people, and how do you deal with it?
O I you Iound out your company was doing something against the law, like Iraud, what
would you do?
O ow many times do a clock's hands overlap in a day?
O ow would you weigh a plane without scales?
O What assignment was too diIIicult Ior you, and how did you resolve the issue?
O I were to ask your last supervisor to provide you additional training or exposure, what
would she suggest?
O I you could choose one superhero power, what would it be and why?
O What's the best movie you've seen in the last year?
O escribe how you would handle a situation iI you were required to Iinish multiple tasks
by the end oI the day, and there was no conceivable way that you could Iinish them.
O What techniques and tools do you use to keep yourselI organized?
O I you could get rid oI any one oI the US states, which one would you get rid oI, and
why?
O With your eyes closed, tell me step-by-step how to tie my shoes.
O iI you had to choose one, would you consider yourselI a big-picture person or a detail-
oriented person?
O I selected Ior this position, can you describe your strategy Ior the Iirst 90 days?
O Who are your heroes?
O Tell me 10 ways to use a pencil other than writing.
$ix nterview Answers You Need to Get Hired
By Peter Vogt, Monster Senior ontributing Writer

uring the typical job interview, you'll be asked a lot oI questions. But do you really understand
what the interviewer needs to know?
"Most students have no idea why a recruiter asks a particular question," says Brad Karsh, a
Iormer recruiting proIessional Ior advertising giant eo Burnett and current president oI career
consulting Iirm Job Bound. "They tend to think it's a competition to outwit the interviewer."
The reality is that employers have neither the time nor inclination to play games with you,
especially when hiring. Your interviewer is not trying to outguess you -- he's trying to assess
your answers to six key questions:
o You Have the $kills to o the 1ob?
According to Karsh, the employer must Iirst determine whether you have the necessary hard
skills Ior the position, e.g., the programming knowledge Ior a database administration job or the
writing chops to be a newspaper reporter. "By really probing into what the candidate has done in
the past, an interviewer can tap into hard skills."
But the interviewer is also looking Ior key soIt skills you'll need to succeed in the job and
organization, such as the ability to work well on teams or "the requisite common sense to Iigure
things out with some basic training," says Terese orey Blanck, director oI student development
at internship company Student Experience and a partner in ollege to areer, a consulting Iirm.
o You Fit?
"Every organization's Iirst thought is about Iit and potentially Iit in a certain department," orey
Blanck says. That means the interviewer is trying to pinpoint not only whether you match up
well with both the company's and department's activities but also whether you'll complement the
talents oI your potential coworkers.
o You Understand the Company and ts Purpose?
I the organization Iits well with your career aspirations, you'll naturally be motivated to do good
work there -- and stay more than a month or two, orey Blanck reasons. " don't want someone
to take the position because it's a job and it Iits their skills. want them to be excited about our
mission and what we do."
How o You $tack Up Against the Competition?
You're being evaluated in relation to other candidates Ior the job. n other words, this test is
graded on a curve. So the interviewer will constantly be comparing your perIormance with that
oI the other candidates'.
o You Have the Right Mind-$et for the 1ob and Company?
"'m always looking Ior someone who has a can-do type oI attitude," orey Blanck explains. "
want someone who wants to be challenged and is internally motivated to do well.
orey Blanck points out that an employer can't train Ior this essential trait. "But you can hire Ior
it. And iI you don't, you'll end up with a lower-perIorming employee."
o You Want the 1ob?
Most employers know better than to believe everyone they interview actually wants the position
being oIIered. They understand some candidates are exploring their options, while others are
using an interview with a company they don't care about to hone their interview skills.
So you have to prove you really want the job, says Al Pollard, senior college recruiter
Ior ountrywide Financial. " use the ditch-digger analogy: Many oI us can dig ditches, but Iew
are willing to -- and even Iewer want to."
Prep for the Top 0 nterview Questions
By arole Martin, Monster ontributing Writer

Too many job seekers stumble through interviews as iI the questions are coming out oI leIt Iield.
But many interview questions are to be expected. Study this list and plan your answers ahead oI
time so you'll be ready to deliver them with conIidence.
What Are Your Weaknesses?
This is the most dreaded question oI all. andle it by minimizing your weakness and
emphasizing your strengths. Stay away Irom personal qualities and concentrate on proIessional
traits: " am always working on improving my communication skills to be a more eIIective
presenter. recently joined Toastmasters, which Iind very helpIul."
Why $hould We Hire You?
Summarize your experiences: "With Iive years' experience working in the Iinancial industry and
my proven record oI saving the company money, could make a big diIIerence in your company.
'm conIident would be a great addition to your team."
Why o You Want to Work Here?
The interviewer is listening Ior an answer that indicates you've given this some thought and are
not sending out resumes just because there is an opening. For example, "'ve selected key
companies whose mission statements are in line with my values, where know could be excited
about what the company does, and this company is very high on my list oI desirable choices."
What Are Your Goals?
Sometimes it's best to talk about short-term and intermediate goals rather than locking yourselI
into the distant Iuture. For example, "My immediate goal is to get a job in a growth-oriented
company. My long-term goal will depend on where the company goes. hope to eventually grow
into a position oI responsibility."
Why id You Leave (Or Why Are You Leaving) Your 1ob?
I you're unemployed, state your reason Ior leaving in a positive context: " managed to survive
two rounds oI corporate downsizing, but the third round was a 20 percent reduction in the
workIorce, which included me."
I you are employed, Iocus on what you want in your next job: "AIter two years, made the
decision to look Ior a company that is team-Iocused, where can add my experience."
When Were You Most $atisfied in Your 1ob?
The interviewer wants to know what motivates you. I you can relate an example oI a job or
project when you were excited, the interviewer will get an idea oI your preIerences. " was very
satisIied in my last job, because worked directly with the customers and their problems; that is
an important part oI the job Ior me."
What Can You o for Us That Other Candidates Can't?
What makes you unique? This will take an assessment oI your experiences, skills and traits.
Summarize concisely: " have a unique combination oI strong technical skills, and the ability to
build strong customer relationships. This allows me to use my knowledge and break down
inIormation to be more user-Iriendly."
What Are 3 Positive Things Your Last Boss Would $ay About You?
t's time to pull out your old perIormance appraisals and boss's quotes. This is a great way to brag
about yourselI through someone else's words: "My boss has told me that am the best designer
he has ever had. e knows he can rely on me, and he likes my sense oI humor."
What $alary Are You $eeking?
t is to your advantage iI the employer tells you the range Iirst. Prepare by knowing the going
rate in your area, and your bottom line or walk-away point. One possible answer would be: " am
sure when the time comes, we can agree on a reasonable amount. n what range do you typically
pay someone with my background?"
f You Were an Animal, Which One Would You Want to Be?
nterviewers use this type oI psychological question to see iI you can think quickly. I you
answer "a bunny," you will make a soIt, passive impression. I you answer "a lion," you will be
seen as aggressive. What type oI personality would it take to get the job done? What impression
do you want to make?
Ace Quantitative nterview Questions
By ona eZube, Monster Finance areers Expert
n quantitative interviews, the questions are designed to measure your brainpower. That`s why
the most important thing you can do during a quantitative interview -- beyond having great
analytical skills -- is to think out loud.

ompanies use quantitative interview questions to test the limits oI your knowledge, as well as
the techniques, applications and methods you use to attack and solve problems. These kinds oI
questions are most likely to turn up in interviews Ior positions requiring analytical skills in
investment banking, business analysis and research, capital markets, marketing, and applications
systems and technology.

ommon quantitative questions include those designed to probe:
O Your Logic and eductive Reasoning $kills: ow many gas stations are there in the
United States?
O Your Math $kills: ow many times a day do a clock`s hands overlap?
O Your Knowledge in a Particular Field: What is the best valuation method to use when
evaluating a technology company?
o matter how smart you are or how hard you studied in school, you shouldn`t expect to know
the answer to every analytical question put to you during an interview. 'A good interviewer will
Iind out where the knowledge oI the candidate ends, and the candidate very oIten gets to a point
where he or she has to say, don`t know,` says E. aniel Raz, principal oI Analytic Recruiting
in ew York ity, who has nearly three decades oI experience placing candidates in quantitative
jobs.

The best way to deal with analytical questions is to take your time, listen and then talk through
your thought process, says avid Schwartz, a Iinancial services headhunter at Schwartz &
o. in ew York ity. 'I you talk through your thought process and get the right answer, people
will be happy, he says. 'I you talk through the thought process and get the wrong answer, but
it`s the right process, the interviewer may still be happy with you. I you talk and yours is not an
analytical thought process, people will think this is not the right career Ior you.

Approach with Caution

BeIore you begin to answer an analytical question, be sure you Iully understand it. 'You`re
always allowed to ask questions, to modiIy things or ask Ior an explanation, Raz says. 'Just
make sure you don`t ask stupid questions.

Take time to think quietly to yourselI and jot down notes. (Ask Ior a pencil and paper iI you
didn`t bring them.) Once you know where you`re going, give your answer in a cooperative,
collaborative, Iriendly and conversational manner.

Whether the question has an exact answer or not, you should then begin to think out loud in a
way that shows the building blocks you used to arrive at your answer.

What happens iI you suddenly realize you`ve giving a wrong answer? 'Stop and say, was a
little excited -- let me give you a second answer,` even iI it comes to you three questions later
when you`re more relaxed, Raz says. 'I you Iigure it out on the subway on your way home,
send an email as soon as you get home saying, `m really embarrassed to tell you, but.` or
thought about it all night and came up with this answer -- is it right?`

I you don`t know the answer, your goal should be to avoid looking Ioolish. ive an honest,
logical explanation as to why you don`t know the answer, Raz says. 'I it`s something that
you`ve Iorgotten or should have known, but didn`t, put it in perspective by saying didn`t do
that, but did this similar thing, which `m very Iamiliar with,` and then lead the conversation to
an area oI strength, he says.

Combine Analytical and Behavioral

I you have hot analytical skills, you`ll want to display them, even when the questions you`re
asked are behavioral rather than quantitative, says illian Steele, managing director oI ePaul
University`s areer enter.

'Most interviews these days use behavioral questions, and we prepare students Ior those by
having examples and stories ready oI various situations, she explains. Use these questions to
highlight your analytical skills. 'escribe the situation, the challenge, what you did and what
was the result, Steele says.

n a Personable Way

Brilliance alone isn`t going to land you most analytical jobs. Work is a social environment where
personality and communication -- your body language, eye contact, how much you smile -- are
extremely important, too.

Acting intelligent in a quantitative interview will overcome an inability to answer certain
questions in some interviews, but not all. 'I you have the right personality, the manager may say
you`re not 100 percent, but what a nice guy |you`d be| to work with, Raz says.
Beat nterview Brainteasers
By Thad Peterson, Monster StaII Writer
ow many quarters -- placed one on top oI the other -- would it take to reach the top oI the
Empire State Building?

When Jeremy Solomon was asked this in an interview, he didn't have a clue as to what would be
the correct answer. onetheless, he remained calm.

First, he asked the interviewer exactly what she meant by "placed on top oI the other." AIter she
said on their sides, Solomon began to explain his logic step-by-step to the interviewer. e
estimated that a quarter is about an inch in diameter and guessed that there are 120 Iloors in the
Empire State Building, with each Iloor being 10 Ieet tall. Then he did the appropriate math.

id Solomon give the right answer? ot quite -- the building only has 102 Iloors, and they aren't
10 Ieet tall.

id he nail the question? Absolutely.

ivulge Your Thought Process

"Really, what interviewers are looking Ior is how somebody thinks through the problem,"
explains Jean Eisel, director oI the areer Management enter at uke's Fuqua School oI
Business. "Whether somebody gets the answer or not, it's more looking at how |job candidates|
think through the problem. on't try to get the answer. Focus on how you're going to divide the
problem up. You don't necessarily have enough inIormation to give the answer. They're really
looking at how people process inIormation."

The brainteaser is a type oI interview question that's recently been popping up more and more.
The use oI these puzzling questions (ow many times do a clock's hands overlap in a day? ow
would you weigh a plane without scales?) is originally attributed to MicrosoIt and made it's way
into many technology companies' interviews. These types oI questions have since been adopted
by other industries, like business consulting, investment banking, law, marketing and Iinance.

There's even a book about this phenomenon, William Poundstone's How Would You Move Mount
Fufi? The author oIIers similar advice to Eisel's: "They really expect you to walk them through
your whole way oI reasoning. And even iI you end up not getting the right answer, they can be
very impressed by some oI the approaches you toss out there. n solving any real-world problem
in business, you basically have to go through this process oI brainstorming some ideas that aren't
going to work out. So iI you can show that you can do that -- even with one oI these |mind-
bending| problems -- that gives them a lot oI useIul inIormation, even iI you don't actually come
up with the answer."

Talk t Out

Joel Spolsky is Iounder oI Fog reek SoItware and used to work as a program manager at
MicrosoIt. e's used brainteasers at both companies, primarily as conversation starters. "The
goal is to have an interesting conversation with the person and to try to see iI they're smart
through that conversation," Spolsky explains. "I you have an interesting conversation about
certain types oI topics with a person, you can determine iI |he| is the type oI person you want to
hire. The questions are almost a pretext to having that conversation. I you have a conversation
with somebody about the Back Street Boys, you're not going to learn how smart the person is."

The truth is, a smart interviewer won't particularly care iI you know how many piano tuners there
are in the world or why manhole covers are round instead oI square. What interviewers will care
about is how you approach, analyze and break down a problem.
Awkward nterview Follow-Ups
By ladys Stone & Fred Whelan, Monster ontributing Writers

ave you ever leIt an interview knowing something went awry? t can happen Ior a variety oI
reasons: Your gut tells you that this is not where you want to work, you had an uncomIortable
exchange with the interviewer, or you Iorgot the interviewer's name altogether.
ere are tips Ior Iollowing up aIter diIIerent awkward interview situations:
You on`t Like the Hiring Manager
hemistry with your boss is pretty important iI you want to be successIul, and iI that chemistry
isn`t there, you can`t ignore it. n this situation, send a careIully worded email to the person you
interviewed with. Thank him Ior his time and let him know you were impressed with the
company. To avoid any miscommunication, convey that you don`t Ieel this is the right position
Ior you. owever, leave the door open Ior Iuture opportunities by making it clear that you would
like to be considered Ior other positions within the company. ever burn any bridges!
You on`t Like the 1ob or the Company
o matter how qualiIied you are Ior the position, there will be times when you just know that
you and the company are not a good match. Perhaps aIter learning more about the position, you
decide it isn`t right Ior you. Or you discover aIter some research and the Iace-to-Iace interview
that the company is not to your liking. When sending an interview thank-you note, you'll want to
express gratitude Ior the interviewer's time and graceIully bow out oI the competition Ior the
position.
You Forgot the nterviewer`s Name
Somehow, you walked out oI the interview neglecting to jot down notes or get a business card
Irom the interviewer. You want to send the interviewer a personal interview thank-you note but
don`t remember her name. An easy solution is to check with the recruiter, who can supply that
person`s name and contact inIormation. I a recruiter was not involved but you remember the
interviewer`s title or department, call the company`s operator and ask Ior the person's name (and
spelling).
The 'Once in a Million Coincidence'
As this implies, it almost never happens, but we know oI rare occasions in which the candidate
has had some negative interaction with the interviewer prior to the interview. There could have
been impolite comments exchanged on the elevator on the way to the interviewer`s oIIice or
when you were both waiting in line at Starbucks. What horror it is to see that person sitting
behind the desk when you come in Ior the interview!
The best way to address this is to tackle it head-on. As you sit down and beIore the 'oIIicial
interview starts, acknowledge the unIortunate incident that took place earlier and apologize iI
appropriate. Make clear that you don`t want it to negatively inIluence the interview.
n your thank-you note, acknowledge that there was some unpleasantness between the two oI
you prior to the interview. ndicate that you`d like to put that aside and move Iorward with the
possibility oI working Ior the company.
nterviewing Ior a job can lead to all kinds oI unexpected situations. The key is not to get
Ilustered. There is always a way to recover Irom an awkward interview so that you end up in a
positive light and leave the door open Ior Iuture interactions.
Nonverbal Communications: Escape the Pitfalls
By arole Martin, Monster ontributing Writer

t begins even beIore you say your Iirst word in an interview. As the interviewer walks toward
you to shake hands, an opinion is already being Iormed. And as you sit waiting to spew out your
answers to questions you've prepared Ior, you are already being judged by your appearance,
posture, smile or your nervous look.
ook back at speakers or teachers you've listened to. Which ones stand out as memorable? The
ones who were more animated and entertaining, or the ones who just gave out inIormation? This
is not to say you have to entertain the interviewer -- no jokes required -- but it does mean the
conversation should be animated and interactive. I you say you are excited about the prospect oI
working Ior this company but don't show any enthusiasm, your message will probably Iall Ilat.
So smile, gesture once in a while, show some energy and breathe liIe into the interview
experience.
And don't underestimate the value oI a smile. n addition to the enthusiasm it expresses to the
interviewer, smiling oIten makes you Ieel better about yourselI.
Nonverbal Messages:
O The Handshake: t's your Iirst encounter with the interviewer. She holds out her hand
and receives a limp, damp hand in return -- not a very good beginning. Your handshake
should be Iirm -- not bone-crushing -- and your hand should be dry and warm. Try
running cold water on your hands when you Iirst arrive at the interview site. Run warm
water iI your hands tend to be cold. The insides oI your wrists are especially sensitive to
temperature control.
O Your Posture: Stand and sit erect. We're not talking ramrod posture, but show some
energy and enthusiasm. A slouching posture looks tired and uncaring. heck yourselI out
in a mirror or on videotape.
O Eye Contact: ook the interviewer in the eye. You don't want to stare at her like you're
trying to look into her soul, but be sure to make sure your eyes meet Irequently. Avoid
constantly looking around the room while you are talking, because that can convey
nervousness or a lack oI conIidence with what is being discussed.
O Your Hands: esturing or talking with your hands is very natural, but keep it in
moderation. etting carried away with hand gestures can be distracting. Also, avoid
touching your mouth while talking. Watch yourselI in a mirror while talking on the
phone. hances are you are probably using some oI the same gestures in an interview.
O on't Fidget: There is nothing worse than people playing with their hair, clicking pen
tops, tapping Ieet or unconsciously touching parts oI the body.
Preparing what you have to say is important, but practicing how you will say it is imperative.
The nonverbal message can speak louder than the verbal message you're sending.
Perfect Your Business Handshake
By Beverly West, Monster ontributing Writer

ommunicating conIidence and reliability is essential to the success oI any business. And since
administrative assistants are oIten on the Iront lines oI a company's public image, knowing how
to make a good Iirst impression is one oI the unspoken but Iundamental parts oI their jobs.
Whether you're interacting with a customer, your boss or a colleague in another company, a
conIident, well-executed handshake is one oI the best business skills you can cultivate to ensure
that each new encounter gets oII on the right Ioot -- and that you are representing yourselI and
your company positively.
Anatomy of a Perfect Handshake
A handshake is "an opportunity to establish rapport and positive chemistry," suggests ana May
asperson in !ower Etiquette. What You Dont Know Can Kill Your Career. "An immediate
bond develops Irom the touch oI a hand that sets the tone Ior conversation and Iuture business
association."
While a handshake might seem a Iairly simple and straightIorward gesture, there are nuances
involved with this highly psychological social ritual. These expert tips will help you ensure that
your handshake is communicating what you want it to:
O Get the Timing Right: Shake hands whenever you are introduced to someone, whenever
you introduce yourselI to someone, and whenever you say goodbye, says asperson.
O $peak Up: Say something when you shake hands, suggests asperson. You can
acknowledge the person's name and say, "t's very nice to meet you, Mr. Jones" or "ood
to see you again."
O Get a Grip: Your grip speaks volumes, say Peter and Peggy Post in %he Etiquette
Advantage in Business. !ersonal Skills for !rofessional Success. A limp one suggests
hesitance or mousiness, while a bone cruncher can seem overly enthusiastic or
domineering. A medium-Iirm grip conveys conIidence and authority.
O ry Your Palms: obody likes clammy hands, says JenniIer Star, copresident oI The
JenniIer roup, a ew York ity-based recruiting Iirm specializing in administrative
support staII. Sweaty palms communicate nervousness, which can subconsciously make
people Ieel like you've got something to hide. Star suggests carrying Kleenex or liquid
baby powder to rub on your palms beIore shaking hands.
O $hake Palm to Palm: Make sure you shake palm to palm, and keep your hand
perpendicular to the ground. An upturned palm may subconsciously signal
submissiveness -- a downward palm, dominance, say the Posts. And while grasping the
top oI the person's hand with your other hand while shaking can oIten be a signal oI
warmth and aIIection, the Posts caution that this Iorward oI a greeting might seem
presumptuous or insincere when used in a Iirst meeting.
O Mind Your Audience: Be observant, and Iollow the cues oI those around you, says
asperson. Respond with pressure that meets the pressure you receive. on't try to
overpower the other person iI their grasp is more timid. And be aware that diIIerent social
boundaries prevail in diIIerent cultures. n orth America and Europe, a Iirm handshake
is an appropriate Iorm oI greeting, the Posts say. n Asia and the Middle East, where
handshaking is still relatively new, the grip is gentler; a too-hearty grip could be
interpreted as aggressive.
O Know When to Let Go: The ideal handshake lasts approximately three seconds. The
hands can be gently pumped once or twice, and then it's time to pull back your hand, even
iI you are still conversing.

Thrive in a ifficult Work Environment
By Michele Marrinan, Monster ontributing Writer

Julie Jaqua has Iound herselI in a rare situation: She and her coworkers love going to work each
day at roup, a public relations agency in os Angeles.
"The environment is warm and Iriendly, yet proIessional," she says. "Even as an intern,
everyone treated me with tremendous respect. This creates such a wonderIul environment that
even with the stress and diIIicult tasks, enjoy my work and learn new skills."
Most oI us are not as lucky. But don't Iear. We can all survive, thrive and stay healthy in the
oIIice even without a Iriendly, supportive work environment. ere's how.
Forget About Fate
on't leave anything in your career to chance. Put together a proIile oI your ideal career and
employer. Andrea Kay, a career consultant and executive coach in incinnati, recommends
including your ideal corporate structure, management styles, industry and corporate values.
$peak Up
on't wait Ior your employer to initiate discussions about job perIormance and expectations.
"heck in regularly," Kay says. "Find out how you're doing and iI your manager's expectations
are the same ones you're working on."
Foster Relationships
The better you get along with coworkers, the easier your job will be and the better you'll
perIorm. "t's much easier to work with Iolks iI you get along," says isa O'eill, a public
relations account executive at Trinity ommunications in Boston. Make an eIIort to put aside
personal diIIerences Ior the sake oI your working relationship.
Give Credit
ive coworkers and subordinates credit Ior their contributions. ick yles, author oI Winning
Ways. Four Secrets for Getting Great Results by Working Well with !eople, says that
competition with coworkers can be Iatal. "Embrace this attitude: win only iI you win, and we
all win together," he says.
Keep Learning
A static knowledge base quickly becomes outdated and worthless. "Be sure you're in a job where
you're going to keep learning," says Anne Pauker, president oI The Pauker onsulting roup, a
human resources consultancy in Princeton Junction, ew Jersey.
Find a Mentor
There's no substitute Ior the wisdom oI others. Pair up with someone who has the skills and
insight you need. "That's not necessarily an all-perIect or inIluential person," says Pauker. "t's
someone who can help you learn what you need to get ahead."
Balance Yourself
iving and breathing your job is a sureIire path to Iailure. You'll burn out quickly iI you don't
maintain a healthy balance between your work and personal lives. Be clear with your boss about
your personal obligations, and don't let work take precedence over them.
Have Fun
Organize aIter-hours activities Ior you and your coworkers. The chance to interact on a nonwork
level can strengthen your working relationships. Some companies, like , have social
committees that plan events each quarter. Jaqua says that jazz concerts, dinner or special events
are great ways to relieve work-related stress at .
Control the amage
Most oI us will Iail at some point in our careers. Some oI us will get Iired. on't despair, says
Kay. Be honest about your share oI the blame and take away a Iew lessons. "reate a list oI
lessons that you may have learned Irom the situation," she says.
Pursue Your Passion
I you love what you do, you'll do it well. "I don't Ieel passionate about something, don't have
time to do it," says Pauker. "That's the Iilter use." Be just as selective; choose a career and a job
that you know will be personally IulIilling.