"I went to work for a startup where the job I took was never posted," John Gannon writes at the Daily Muse. "I interviewed with the CEO of one of the most successful open source software startups—for a job that didn’t technically exist yet."
We have a toxic relationship with failure. From an early age, we are taught in school that mistakes are bad. Mistakes on papers and tests are marked with a red pen and points are taken off. As a result, school teaches us to avoid mistakes rather than to make mistakes and then learn from them.
Failures are actually brilliant opportunities to learn. It is often easier to diagnose what went wrong after a failure than to figure out the key elements that lead to a success. By avoiding failure, then, we are removing an important tool from our mental toolbox.
American culture places a premium on the ability to speak confidently before a crowd. Career counselors will tell you it’s a sure path to professional success. Compelling speakers can achieve positions of power and wealth.
"Think of it like a planned conversation. You know where the conversation’s going…but you’re loose enough in the moment to make it up a little bit as you go along. You want to have 80 percent of it prepared and allow 20 percent to be spontaneous.”
"Unless you have a retail store or office, it doesn’t make sense to put physical address in your signature. Include one or two social icons but not all of them. The more choices you offer, the less likely any of them will be clicked.”
"Millions of Americans pay outrageous fees to check cashers, payday lenders, and other predatory businesses—just for the right to use their own money," said T-Mobile CEO John Legere in a press release. “Mobile Money shifts the balance of power for T-Mobile customers and keeps more money in their pockets.”
“I don’t think until we see the cyber equivalent of planes crashing into buildings [that] we’ll have a real movement. I see this as very similar to the terrorist issues.”—In 2014, we’ll create a stronger Internet
This question, often the interview opener, has a crucial objective: to see how you handle yourself in unstructured situations. The recruiter wants to see how articulate you are, how conﬁdent you are, and generally what type of impression you would make on the people with whom you come into contact on the job. The recruiter also wants to learn about the trajectory of your career and to get a sense of what you think is important and what has caused you to perform well.
There are many ways to respond to this question correctly and just one wrong way: by asking, “What do you want to know?” You need to develop a good answer to this question, practice it, and be able to deliver it with poise and conﬁdence.
The right response is twofold: focus on what interests the interviewer, and highlight your most important accomplishments.
“Every now and then go away, have a little relaxation, for when you come back to your work your judgment will be surer. Go some distance away because then the work appears smaller and more of it can be taken in at a glance and a lack of harmony and proportion is more readily seen.”—