Don’t get me wrong; if the findings indicate a true change of practice regarding older workers, that’s great.

I mean it’s in everyone’s best interest, right? Sooner or later – if we’re lucky – we’re moving up the age bracket whilst staying functional.

Whether we’re bosses or employees, we’re always selling our professionalism, experience and potential. Fact remains, the perception of our effectiveness as salespeople is impacted by how wrinkled we look.

How do we change these perceptions? How do we become grey hair impervious?

All of us have a to-do. Owners, managers and workers young and old need to nremain ‘responsible’.

1. employees, ensure you’re not mis-cast. There will be a temptation to take on a job that may not be a strength to you, but your potential employer is going to say ‘come on mate, you’re experienced, you can do this job’. if you know that is not the case, don’t accept it. It will come back to haunt you.

2. employers, just because some people have been on the workforce for thirty years, it guarantees you nothin’. There are people who are shit workers in their 20′s and they don’t learn, skill up or gain insights, and in their 50′s they remain shit workers. Leave the affirmative action stuff, don’t hire off the back of the wise-older worker preconception, and interview and test as if you want the job done the best possible way.

3. employees stay hungry. No-one wants lazy fat cats in their teams, however young or old. Show that you want the job, that you want to do well, that you want to become a linchpin of the organisation (here goes Seth Godin again). Stamina changes should not impact on your attitude.

4. employers, situational leadership won’t go astray across all your teams.There are certainly different motivators per staff member; don’t manage generational groups. Manage individuals.

Bye

Perhaps the book’s punch comes from the fact that the metaphors and actual advice avoid the usual career advice gaff and aims to engage the reader at the emotional level that is required to be an effective worker, as opposed to a ‘steady job holder’.

This post – the first in more than a few months – is direct result of his pep-write: I’ve been too busy to “ship” (deliver, produce, think, give). I had great excuses: I am dedicating a lot of time to other projects including Digital Reach, and I had ruined the original template of this blog (it still is as you can see), so I did not want too many visitors.

I am getting out there again: selling, writing, consulting, pushing the things I stand for; which as you know it’s double-shit scary. Double because you can fail, which makes you feel you want to go hide under a rock and never come out; or you succeed, which means you have to get tense again and deliver so that your client is happy to pay the bill you sent them and then want to come back for some more.

Obviously if you dislike Godin, this will likely not be the book to make you a convert. It’s more of the same, perhaps sharper than ever, less sympathetic and with a desire to shake the ‘factory worker’ mindset and bring out the unruly genius in all of us.

If you get to it, let me know what were your impressions.

Have a great rest of the week

Wow, the previous blog entry I made was in March; don’t think I’ve ever left it for so long.

I think – like others – I was sorta kidnapped by Twitter; meantime though a number of things happened in regards to the LatinOcean practice. Allow me to make a recap:

1. Despite the GFC (remember it?) there were a quite a few clients keen to make investments in their staff education, reviewing processes and sprucing up internal and external systems. They were able to take advantage of their revised/lower opportunity costs (e.g. consultants less busy, more negotiation power with vendors, etc.).

2. What also helped us keep a steady path re. ‘business coming in’ was the expected growth of career management and transitioning/outplacement services from our larger clients. To leverage of this part of the cycle, we adapted our sourcing and recruitment focused offerings into the services from HR outfits that were preparing retrenched professionals for their next move. Our contribution had a lot to do with personal branding and reputation management on the web.

3. At the end of June, LatinOcean was sold to Jabor Holdings. Jabor Holdings is a private company in which I am a director. Our expectation is that LatinOcean will continue operating for as long as our customers want us around. If anything, we plan to explore how we can use the materials and IP developed over the last three years to expand into other professional services verticals.

4. Jabor Holdings is also owner of Digital Reach a new venture that came to life at the beginning of this year; focused on the online advertising industry, this startup needs lots of love and nurturing which is what hopefully we will be giving it.

This post is making me look back and now I understand why I haven’t blogged in such a long time.

In the meantime though, there have been interesting/encouraging topics/trends emerging; on which I can only hope I will be chipping in more proactively. For example:

- Less observers and more doers online; in particular more actual recruitment consultants walking the talk re. online sourcing, etc. and bringing insights from the real world. Greg Savage and Kelly O’Shaughnessy come to mind.

- The ever growing quality and volume output coming from the thinkers. The discourse and reports like Phillip and Michael’s sources of talent study opened the room for debate, discussion and further refinement outside the echo chamber.

- The ongoing tinkering with services and technologies supporting recruitment, sourcing, engagement

- The social recruitment meme, which was undergoing a stylish discussion entanglement until someone looked at the time and said that it was time to get back to work (just being facetious; I am always keen to listen and contribute to concept-shaping views on this topic)

Look forward to getting back into blogging shape. Thank you for sticking around

Example 1:

Jorge

I’d like to add you to my professional network on LinkedIn.

-Joe

Example 2:

Jorge,

I am reaching out to you as a fellow member of (another online network).

I would love to connect with you to share networks.

I do understand that you might choose not to accept my invitation. If that is the case please ARCHIVE the invitation instead of saying you don’t know me.

I appreciate your time.

- Joe

Example 3

Jorge

I’d like to add you to my professional network on LinkedIn. We are connected through a number of different people and the X Talent Conference group and I was impressed when I saw your profile. I am seeking to create a powerful network of fellow professionals from around the world that I can learn from, share with and develop best practice to use every day. I thank you for your consideration.

-Joe

What matters most to you?. Is it:

- How interested/beneficial it is for you to connect to Joe?
- The style of the invitation and how much ‘effort’ the inviter has made in producing a customised invitation?
- The fact that you don’t know Joe

Don’t go too hard on me re. sample sizes and statistical relevance; nevertheless I hope it is of benefit to some of you out there, and feel free to pass. Enjoy

It’s a bigger problem than you might think—jerks and bullies in the workplace. Research shows that they not only hinder recruiting and retention but also raise levels of client churn, damage reputations, and diminish the confidence of investors.

Interesting article from McKinsey’s on the costs of jerks and bullies in the office (need to register for free). This is perhaps more timely in the context of candidates shortages and the urge to recruit and place people quickly. Just make sure you don’t drive your TCJ (total cost of jerks) for your organisation.

And just to ensure that you know this has more than sentimental value, there is one hot lead out of the post.

You could argue she’s left money on the table; I could argue you are wrong: she’s got 21 shows scheduled between the 2nd and 21st of May, the best venues already sold out. It’s not easy money: I imagine it will be an intensive exercise. May be there is no other way to go to market.

Throughout the album’s ramp up she’s been posting to her blog, loading candid photos and offered a exclusive performance to people that reached her through a myspace-targeted competition. When her fans get to see her on stage, it will not be the first time they’ve heard from her; she’s been nurturing relationships online well before she starts playing and singing that day.

Ok, it may not have been her doing all the posting, it was someone from her team, you shattered my illusion, ya happy now??

As is with music/art, she will be as good as her last composition; there will be no blogging that case save an inferior product (PR professionals turned bloggers might disagree). Meantime, she’s investing online in her brand to build depth, familiarity, humanness; much of that is what you would like to achieve when you develop your own employer brand online.

She’s not the only artist doing it, but I was in quite a mellow mood last night when I was drafting the post.

Have a great week.

A number of corporates and agencies furnish people with bonuses and rewards for referring others if the candidates get the job offer and stick around beyond the probation period, or some variant along those lines. To me, the payout was a windfall as opposed to the core motivation to link up someone from your network with a job. Am I off with the fairies for thinking this?

I mean, do we as social entities direct our efforts to complement our earnings with financial rewards that stem from dobbing in the people that we know and think can hold onto a job? Or is there a middle ground, whereby we both look to reap gains whilst supposedly doing someone a favor?

I got to think about this in light of 2 recent events: the launch of jobbountyhunter in Australia, and me being semi-spammed by someone from my LinkedIn network who was trying to get me to join “the myspace of recruitment”. I won’t go into the detail of their business models, which are totally different btw; the jist of both though is that their success relies on you wanting to make money off your friends.

I am very curious to see how well these businesses go. Personally, I don’t see it happening for them; I refer someone to create a reputation as a referrer of great people and to create a reputation as a finder of great jobs for people. These are social reasons underpinning social behaviors, right?

…recruiters need to ask themselves: “What do you offer your clients that they can’t do themselves?”

… as a minimum:

* be a rapid provider of high quality candidates;

* be able to fill hard-to-fill positions; and

* provide access to inaccessible candidates.

Read the full article from Recruiter Daily (sign up whilst you’re there too)