Category Archives: Career Advice

Should You Be Promoted Every 3 Years?

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ZipRecruiter Co-Founder and CEO, Ian Siegel thinks employees should be on a consistent cadence of being promoted, or there is a problem. Basically, he said it should be every three years. Do you agree?

Early-career employees should aim to get a promotion around every three years, according to Ian Siegel, CEO of ZipRecruiter. “If you aren’t moving up after three years, there is a problem,” he said.

Let’s say you start your new job right out of college at 22 years old.

First job title (Individual Contributor): HR Generalist 

Second job title at 25 years old: Senior HR Generalist

Third job title at 28 years old: HR Manager 

Fourth job title at 31 years old: Senior HR Manager

Fifth job title at 34: HR Director 

Sixth job title at 37: Sr. HR Director 

Seventh job title at 41: Vice President of HR

I’ve told this story before but I had a goal coming out of college that I wanted to be a Vice President by 35 years old. I spent the early part of my career chasing titles. I became a Vice President at 38. Upon becoming a VP at 38 I immediately realized it didn’t matter at all!

Titles are organizational-size specific. If you work for a 250 person company (or a bank or a startup) becoming a VP of whatever probably isn’t too hard. If you work for a company that has 25,000 employees becoming a VP is going to take some time. Also, are you really a Vice President when you have 2 direct reports, or when you are responsible for an organization of hundreds or thousands?

The reality is titles are basically meaningless to everyone except yourself.

I think Ian’s math actually works out for large organizations. If you start working for large companies, the three-year promotional cycle probably works out in most normal economic environments for above-average performers who meet the following criteria:

  1. Have the desire to continually move up.
  2. Have the ability and desire o relocate.
  3. Have a specialized skill-set or education.
  4. Have a willingness to go cross-functional and learn all parts of the business.
  5. Have the ability to play the political game.

You don’t get promoted for just showing up and doing the job you were hired to do. Every idiot in the company can do that. Showing up doesn’t make you promotable.

There are probably a few things that can help you move up faster than I think most upwardly mobile professionals don’t know. You need to make your boss know that you want to move up and you’re willing to work with them to make that happen. Working with them doesn’t mean trying to push them out, it means you will work to push them up.

You need to have a developmental plan that your boss, and maybe the boss above them, has signed off on. This plan is your responsibility, not their responsibility. If you think it’s your boss’s responsibility to make your development plan and push for your promotion, you’re not someone who should be promoted. Own your own development, with their guidance.

Understand that three years is an average. You will be promoted sometimes in six months and sometimes in six years. In some career paths you’ll be promoted three times in three years, but then not again for nine. The right amount of patience is critical in getting promoted. One of the biggest mistakes I made in my career was jumping companies for a title because I thought my current boss wasn’t going anywhere and three months after I left he was promoted and told me I was in line to take his spot. I loved that job! I had no patience.

Being promoted has nothing to do with time and everything to do with you putting yourself in a position to be promoted.

How long should it take a candidate to decide on a job offer?

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When you make a candidate an offer, how long do you give them to tell you they want the job or not? 24 hours? 3 days? 1 week? Immediately?

For two decades I’ve been in the camp of a candidate should be able to tell you ‘yes’ or ‘no’ immediately, or you (the recruiter and hiring manager) did something wrong in closing! But, I think I’ve changed my stance on this, if “fit” is really important for the position, your culture, etc.

Here’s the deal, if the job and/or company fit is really important to your organization. The candidate should take as long as they need to, to make sure that your organization is the one for them. That might mean they need to finish up other interviews, do more research, go through counter-offers, etc.

So, if that takes two or three weeks, so be it. The fit is critical for you and you actually want the candidate to take their time with this decision.

I feel so strongly about this, I think you should actually make candidates wait 72 hours after you offer them the job, to give you an answer! Yes! You won’t accept an acceptance from them until they’ve taken 72 hours to really think about the job, the new boss, the organization, everything!

Why wait 72 hours if they already know!? 

A “cooling down” period will give them some time to get through the infatuation period of getting the offer! It will give them some time to really think about your job, their current job, other jobs they might be considering. This time is important because too often, too many people get that offer and at that moment everything feels so awesome!

After a couple of days, they come down from the high of being desired by you and start to think clearly, and all of sudden you’re not as pretty as you looked two days ago, or you’re even more pretty by playing hard to get.

But what if a candidate gets cold feet by this technique? 

That’s a real concern especially with historic unemployment in many markets and fields. If you force a candidate to wait 72 hours there is a good chance someone else might come in and offer them a job!

Yep! That actually would be awesome if that happened, because then you would really know! Do they love you, or did they just fall in love with someone else!? Remember, this isn’t for every organization. This is only for organizations where fit is critical to your organizational culture.

If a candidate gets cold feet by another offer or by waiting 3 days, they don’t really believe your organization is the one for them. They don’t believe what you have is their dream job or organization. Also, if you get cold feet by having them wait, you don’t really believe fit is important!

So, how long should it take a candidate to decide if your job offer is right for them? 

There is no one right answer. Each of us has our own internal clock to make those decisions. If you force a candidate to decide immediately upon an offer, that speaks to your culture. If you let candidates decide on their timeline, that also speaks to your culture.

In a perfect world, I still believe if the process works as designed, and everyone pre-closed as they should, both you and a candidate should be able to make a decision when the offer is placed on the table. But, honestly, how often does our process work perfectly?

Hit me in the comments with what you believe is the proper amount of time you should give a candidate to decide whether or not they’ll accept your job offer?

The Secret Sauce to Landing Your Dream Job? Apply Less!!!

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Robert Combs over at Fast Company had a brilliant article recently, and if you’re in Recruiting or HR, it’s a must-read! If you’re looking for a job, it’s also a must-read!

Here was Robert’s concept. A.I. (robots) are running the world. It’s the biggest innovation to come into recruiting since Big Data (wait, didn’t we always have data…). If robots can run the application process and find you where ever you are, Robert thought, why not use a robot to apply to jobs for him. Let the robots fight it out!

So, that’s what he did, he built a robot to go out and find jobs he would want, apply to those jobs, and then even follow up!

He applied to hundreds of jobs in minutes! It got a bit out of control:

So I started slowly casting about for new challenges, initially by applying (perhaps naively) to openings at well-known tech companies like Google, Slack, Facebook, and Squarespace.

Two things quickly became clear to me:

  1. I’m up against leaders in their field, so my resume doesn’t always jump to the top of the pile.
  2. Robots read every application.

The robots are “applicant tracking systems” (ATS), commonly used tools for sorting job applications. They automatically filter out candidates based on keywords, skills, former employers, years of experience, schools attended, and the like.

As soon as I realized I was going up against robots, I decided to turn the tables–and built my own…I fired it up I accidentally applied to about 1,300 jobs in the Midwest during the time it took me to get a cup of coffee across the street. I live in New York City and had no plans to relocate, so I quickly shut it down until I could release a new version.

After several iterations and a few embarrassing hiccups, I settled on version 5.0, which applied to 538 jobs over about a three-month period.

So, what did Robert find out? Here were his biggest learnings:

1. Even your ATS robots suck at giving responses! Around 70% of his applications never got a response!

2. Only 4% of 538 jobs he applied for, got a personal email response from a recruiter.

3. Only about 6% of your hires come from people applying to your career site.

Robert found out what most of us in the business already know. Applying to jobs doesn’t actually work. Yet, we spend so much time, energy, and resources building these great tech stacks and apply processes for just his!

So, what works?

Turns out about 85% of jobs are filled by good old fashion networking. You know someone, who knows someone, who has a friend, whose cousin works in the department you really want to work for.

“Out-of-the-box hires rarely happen through LinkedIn (or any job board, career site) applications. They happen when someone influential meets a really interesting person and says, ‘Let’s create a position for you.’”

I disagree somewhat with the above quote. I’ve worked in large corporate TA shops, we just didn’t run around all willy-nilly creating jobs for really cool, smart people! We did many times find really great people and then stick them into a job we already had open, and usually, the reason we found the person was someone who knew the job was openly referred the person to us.

My advice to job seekers is always the same. Stop applying to jobs, start networking with every person you have a possible shred of connection with, and let them know you’re looking for a position, what position you prefer, what position you would take, and where in the world you would work.

Every minute you spend networking is a thousand times better than every minute you spend online applying for jobs. Robert just proved this!

The Single Most Desired Trait Employers Want: Being an Adult!

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Don’t buy into the hype! “Oh, just do what you love!” That’s not being an adult, that’s being a moron! Just do what makes you happy! No, that’s what a child does.

“Tim, we just want to hire some ‘adults’!” I hear this statement from a lot of CEOs I talk with currently!

That means most of the people they are hiring, aren’t considered adults by these leaders. Oh, they fit the demographic of being an adult from an age perspective, but they still act like children!

I tell people when I interview them and they ask about our culture I say, “We hire adults”.

That means we hire people into positions where they are responsible for something. Because we hire adults, they take responsibility for what they are responsible for. If I have to tell them to do their jobs, they’re not adults, they’re children. We don’t employ children.

I think about 70% of the positions that are open in the world could have the same title –

“Wanted: Adults”.

Those who read that and got it could instantly be hired and they would be above average employees for you! Those who read it and didn’t understand, are part of the wonder of natural selection.

How do you be an Adult?

– You do the stuff you say you’re going to do. Not just the stuff you like, but all the stuff.

– You follow the rules that are important to follow for society to run well. Do I drive the speed limit every single time? No. Do I come to work when my employer says I need to be there? Yes.

– You assume positive intent on most things. For the most part, people will want to help you, just as you want to help others. Sometimes you run into an asshole.

– You understand that the world is more than just you and your desires.

– You speak up for what is right when you can. It’s easy to say you can always speak up for what is right, but then you wouldn’t be thinking like an adult.

– You try and help those who can’t help themselves. Who can’t, not who won’t.

My parents and grandparents would call this common sense, but I don’t think ‘being an adult’ is common sense anymore. Common sense, to be common, has to be done by most. Being an adult doesn’t seem to be very common lately!

So, you want to hire some adults? I think this starts with us recognizing that being an adult is now a skill in 2021. A very valuable skill. Need to fill a position, maybe we start by first finding adults, then determining do we need these adults to have certain skills, or can we teach adults those skills!

The key to great hiring in today’s world is not about attracting the right skills, it’s about attracting adults who aren’t just willing to work, but understand the value of work and individuals who value being an adult.

I don’t see this as a negative. I see it as an opportunity for organizations that understand this concept. We hire adults first, skills second. Organizations that do this, will be the organizations that win.

The Motley Fool has a great section in their employee handbook that talks about being an adult:

“We are careful to hire amazing people. Our goal is to unleash you to perform at your peak and stay out of your way. We don’t have lots of rules and policies here by design. You are an amazing adult and we trust you to carve your own path, set your own priorities, and ask for help when you need it.”

You are an amazing ‘adult’ and we trust you…

If only it was so simple!

The Single Biggest Truth in Hiring That No One Will Admit!

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I’ve had my mind changed about a lot of things over the past decade of writing. I look back at posts I wrote 5 years ago, and think, “Wow, that was a stupid way of thinking!” I’ve also consistently written about things that I can’t prove, but I know to be true with every ounce of my being.

So, every time I find data that confirms my bias, I like to share it! It makes me think I’m still correct in my viewpoints!

The more attractive you are, the more opportunity you’ll get in your job choice and career! 

Think it isn’t true? Here’s the latest study from 2021, from three PhDs in Economics from Cal and the London School of Economics,  “Do Looks Matter for an Academic Career in Economics?” Want the short answer? Yes! Of course, don’t be stupid!

“Using unique data on Ph.D. graduates from top economics departments in the United States we test whether more attractive individuals are more likely to succeed. We find robust evidence that appearance matters for job outcomes. Attractive individuals are more likely to study at higher-ranked Ph.D. institutions, are more likely to find themselves in private sector jobs than in government jobs or in academia. Within academia, attractive Ph.D. graduates are more likely to be placed at higher ranking institutions. More surprisingly, appearance also predicts research productivity on the job.”

What did the study find?

  1. The more attractive you are, the better schools you’ll get into.
  2. The more attractive you are, the better jobs you’ll get.
  3. The more attractive you are, the better you’ll actually perform!

Now, come on. I get pretty people will get into better schools and get better jobs, but why in the hell do pretty people actually perform better!?! This has to be a flawed study, right!

“Pretty Privilege” is alive and well, at least in the United States, where this study took place. Maybe in other countries, like Canada, ugly people still have a chance. But, I’m doubting it. (Also, shout-out to Maria Alvarez for the “Pretty Privilege” title!)

Can people really have “Pretty Privilege”?  (FYI – the title of my upcoming autobiography is, “Of Course I Have Pretty Privilege, Just Look at Me!”)

So, I’ve laid out my theory of this before, but how soon people forget. So, here it is again:

Step 1: Pretty person gets a great job. Is Successful.

Step 2: Success and Good Lucks, get you a great choice of Mates.

Step 3: Pretty, Successful people get married and procreate.

Step 4: Pretty kids get into the best schools.

Step 5: The cycle repeats.

So, yes, of course, there is pretty privilege. So much so, we pretty people actually talk about it behind the Uggs backs! There are only two privileges stronger than Pretty, being white and being rich! If you have the trifecta-privilege, well, you’re basically unstoppable.

Now, some will want to argue. “Tim, attractiveness is in the eyes of the beholder!” This is usually said by a person who is a six, or lower, on a scale of 1 (troll) to 10 (goddess). To which I could lay out countless studies on attractiveness and call bullshit, but hey, you’re not very attractive, thus, not really my competition, so believe whatever you want, I’m 2/3 of the way to the trifecta!

So, if you have never read my stuff and this is the first time, and you’re ugly, right about now, you’re pissed! So, let me say, the paragraph before is half-joking, I’m 3 for 3, baby! 😉

What can you do if you’re not Pretty? 

First, if you’re asking yourself this question, I’m sorry, you should have more confidence, high confidence is super pretty! But, I get it. We all can’t be the belle of the ball.

If you don’t have Pretty Privilege, you need to do some other stuff extraordinary well. Be way smarter. Grind and Hustle way harder. Network way better. You must outwork the Pretty People. Invest a lot in your outward appearance. You might not be super attractive, but you can definitely be prettier than a lot of other folks! Be the tallest of the Seven Dwarfs, is all I’m saying.

Let’s break it down.

You and the people at your company responsible for hiring aren’t always hiring the best candidate. Mostly, they hire the candidate who can do the job, which also happens to be the best looking of the candidates they interviewed. All things being equal, hire pretty, is the strategy. I’m not saying it’s the best strategy, I’m just saying it’s the strategy most organizations follow, but would never admit to.

We see this in organizations all the time. You walk into an organization and you start to go, wait, I think there’s a problem, everyone here is way too good looking! Almost always, those organizations are super successful as well. Back in the day, the c-suite would call this “image”. We are upholding an “image” of the firm. What they were really saying was, you need to be prettier to hang with us!

So, keep ignoring Pretty Privilege if you want. It’s alive and well and most likely determining your next hire.

 

 

 

Do you know what you really want in your career?

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About 15 years ago I came home one day and said to my wife, “I can’t do this anymore”. It doesn’t matter what I was doing, I just couldn’t do that anymore. I knew it. Something had to change.

Steve Jobs is famously quoted as saying, “people don’t know what they want until you show them”, I think Henry Ford said something similar about one hundred years before Jobs. Both were talking about consumers, but in reality, it fits people in almost every aspect of life.

I find it really rings true for people in their careers. We think we know what we want. “I want to be a vice president by the time I’m 35”, I told my wife when I was 25 years old. I thought I knew what I wanted in my career. In reality, I was just title chasing.

I became a vice president and I found out I felt no difference in my career, and I definitely didn’t feel satisfied. So, a title was not what I truly wanted. What I discovered was I wanted to be in control. Success or failure, I wanted that on my shoulders. It didn’t matter what I was actually doing in my career, I needed control.

How many of your employees truly know what they want in life? 

As a leader, I find probably only about ten percent of those who you support will truly have an idea about what they want out of a career. The other ninety percent, are just like me, they think they know, but they really don’t until they’ve reached whatever goal they’ve set for themselves, then they’ll find out if they actually had any clue, or they were just guessing.

If we start with most employees have no idea what they want in their career, or at best they have an idea, but it’ll be wrong, it’s now up to leaders to help shape this path. It might be the only real thing we can do for those we supervise as leaders are to help guide them on their career path.

Employees don’t know what they want in a career until you show them. 

If you believe this is your job as a leader to show those you work with what their career can be, this really helps to crystallize what you do each day.

What I know from my experience is the best people I ever worked for had a vision and path they wanted for their career. That path was usually developed and born from a mentor or boss that took the time to care about this person enough to show them what their career could be.

I can point to four different leaders and mentors in my life who helped shape my path, and by the way, all said I was an idiot for my obsession with a title. I was too young to listen, and thankfully they were too smart to give up on me.

It’s your job as a leader to show your people what they want. Don’t ever assume that your people already know what they want, most don’t. They won’t admit this because admitting it makes you sound like a moron, but it shouldn’t stop you as a leader from showing them the possibilities.

What I find is the more you show them the path, the more they’ll gravitate towards it and raise their performance to meet it.

Ultimately, I find people want two things: 

  1. They want to be and feel successful in what they are doing.
  2. They want to feel wanted.

The #1 Thing You Need To Do To Find The Job You’ve Always Wanted!

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Last week I got a call from an old work friend. He wanted to have a “virtual” lunch or cup of coffee.  He just left a position and was in transition.  Not a bad or negative job loss, just parted ways.  When you get to a certain executive point in your career, it’s rare that bad terminations take place. It’s usually, “Hey, we like you, but we really want to go another direction, and we know you don’t want to go that direction, so let’s just shake hands and call it a day, here’s a big fat check.”

Executives get this.  For the most part, there aren’t hard feelings, like when you were young and lost a job. I usually find that the organization the person is leaving from are super complimentary, and usually takes the blame for the change.  Executives in corporate America are like NFL coaches. You get hired with the understanding that one day you’ll be fired.  It’s not that you know less, or aren’t going to be successful in your career, it’s just that the organization needs change, and you’re part of that change.

Welcome to the show, kid.

My friend decided that he was going to find his next position not through posting for positions online, or trolling corporate career pages, he was going to have lunches.  About two per week, with past work friends. Let’s connect, no pressure, we already know each other and I want to catch up.

You see, in 2021 you don’t find great jobs by filling out applications in ATSs and uploading your resume to Indeed. You get great jobs because of the relationships and personal capital you’ve built up over your career.  Having lunch and reconnecting turn on a relationship machine. I believe that people, innately, want to help other people. When a friend comes to you with a situation, and you have something to offer or help, you will do that.

The problem is most people who are looking for great jobs don’t do this. They lock themselves in their home office and apply to a thousand jobs online and get upset when nothing happens. Great jobs aren’t filled by ATSs and corporate recruiters.  Great jobs are filled through relationships. Every single one of them.

Want to find a great job in 2021?

Go out to lunch.

Covering Up a Career Hickey

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I had a person work for me at a past job in HR.  She performed the HR cardinal sin of sins, she shared personal, confidential information with an employee outside of HR.  My problem was, this person was a high performer, an outstanding employee, she had a frustrating, weak moment, and did something you just can’t do in an HR position.  This is what we call a Career Hickey. Sometimes you can survive these hickeys and cover them up, and continue to work as normal.  Many times you can’t.

So now, this Hi-Po has a Huge Hickey.  Interestingly though, this Hickey can’t be seen when you look at their resume or interview them in person, but it’s a Hickey they can’t get rid of.  So, barring a life-turtleneck how does one cover this puppy up?

It’s interesting because I think that probably the best of us have a hickey or two that we would rather not have our current or future employer know about.  Sometimes they’re big-giant-in-the-back-of-a-Chevy-17-year-old-I-will-love-you-forever hickeys and sometimes they’re just oops-I-lingered-a-little-too-long type of hickeys. Either way, I would rather not expose my hickeys and have to worry about how this will impact the rest of my professional life. And here’s where most people drive themselves crazy.

As HR Pros I think it’s important for us to be able to help our organizations determine the relative value of individuals.  This person was a rock star at ABC company, did something wrong, and couldn’t maintain that position any longer with ABC because of said incident, and lost their job. Now we have a chance to pick up a Rock Star (and probably for a discount).

The question you have to ask is not could we live with this person if they did the same thing here?  Because that really isn’t the question, you already have that answer is “No.”

The question is: do we feel this person learned from said wrongdoing and is there any risk of them doing it again? 

You might come to the conclusion, “yes, they’ve learned, and yes, there is potential they might do it again” (let’s face it if they did it once, they’ve shown they can do it, so there’s always a risk), but it’s a risk we are willing to take.

So how does someone come back from a transgression at work? The answer is that they have some help.  Eventually, someone is going to ask the question: “why aren’t you with ABC Company anymore?”  They’ll give you the canned answer they’ve been developing since the moment they lost their job. If you’re a good interviewer, you won’t buy the first answer (I mean really – so you decided it was better off not to have a job – is what you’re telling me?!) and you will dig to see the hickey.  Hickeys are funny in that you really can’t take your eyes off of them, once you see them, but for those who can get by the hickeys, you might just find a great talent who is grateful for the second chance.

But, you also might find someone who just likes being in the back of that Chevy and getting Hickeys. You’re the HR Pro though and that’s really why your company pays your salary – to mitigate risk vs. the quality of talent your organization needs to succeed. So, you have to ask yourself, can you live with a Hickey?

Hiring for a High Give-a-Damn

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Josh Zywien, the CMO of Paradox, made a great hire this past week and I sent him a note telling him so. I like to do that. He knows he made a great hire, but it’s always nice to get a note confirming your belief! If you don’t know Josh, you should give me a follow, he’s one of the good guys in our industry.

Josh responded to my note with a statement I wanted to share because it’s profound:

I like to hire people who have a ‘high give-a-damn’! 

I absolutely love that and told him I was stealing it!

What does hiring for High Give-a-Damn Mean? 

It’s one of those intangibles you know when you see it. Like porn. Hard to explain, but when I see it, I know what it is. High Give-a-Damn (HGD) individuals don’t just care about their job and their company. HGD is pervasive in all aspects of their life. You’ll see it come out in other ways away from their career as well.

The High Give-a-Damn Traits:

  • High attention to detail
  • Live an orderly life
  • Most likely, well-kept house, clean, probably makes their bed every single morning.
  • Classic fashionable dress style not to stand out, but you notice them
  • They say the right things and the right times
  • They can be counted on
  • Follow-through is impeccable
  • They give a shit about stuff that matters
  • Have a habit of taking care of their physical & mental self, more than the average person.

People with HGD don’t drive around in a messy car with a coffee stain on their shirt. They might not have a lot of money, but what they have, they take care of. They do more with less because part of HGD is not to waste resources, both professionally and personally. So, you take care of your stuff. Part of your ‘stuff’ is your personal self.

I’ve written about organizations “Hiring Pretty” in the past. About the scientific research that shows organizations that tend to hire more attractive people actually have higher results. There is a bit of this in HGD. Individuals with HGD most likely get the most out of the attractiveness they have.

It doesn’t mean the person has to be naturally ‘pretty’ but think of the time when you took that one selfie, that one time when you were feeling super cute, had that one hat on, the light was right and now it’s your favorite IG photo. Yeah, that, but now what if you did that every day? That’s HGD. “Felt cute, not ever gonna delete!”

Now, at this point, you might be saying, “Tim, all of this seems superficial. There is nothing here about skill or performance, about actually being able to do the job.” Yeah, I’m not only hiring for HGD and nothing else. This is about, what if I had three people who had similar skill level, education, experience? At that point, my tiebreaker is who has the most HGD?

Who is going to bring the most HGD to the team? Because in the end, when I’m going to war with my team, I want people who give a damn. Yeah, we might be making widgets for crackheads, but I still want people who want to make the best widgets for crackheads. People who want to make sure that crackhead has the best experience with our product and service. (Right now, Josh is like, WTF, how did I get in a Tim Sackett Blog Post with Crackheads!?)

Not enough Hiring Managers are hiring for HGD. In fact, as a society we kind of gone soft on HGD. We have this belief that you can be HGD in your personal life, but not your professional life, or vice versa. The reality is true HGD is always on or never on as a personality trait. You either give a damn about your life, or you don’t. I want to be around and work with people who are HGD.

“Betting on You” the Book Review! #BettingOnYouBook @lruettimann

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Many of you know my friend, Laurie Ruettimann. She was the original Punk Rock HR, then the Cynical Girl, and then back to Laurie Ruettimann with a slice of her original Punk Rock HR! Welcome to the world of Social Media, Blogging, Podcasting, and HR, no one really wants to know how the sausage gets made!

Well, today, Laurie is launching her book, Betting on You! How To Put Yourself First And (Finally) Take Control Of Your Career! 

I’ve been lucky enough to be in Laurie’s Circle of Trust from the very beginning, so I get a special sneak peek at the book and was able to read it during the holiday break and it’s amazing! I’m so proud of the work she has put together!

First, Laurie’s been writing for a long time and she has a huge following, so we all knew she could write. Laurie’s strength as a blog writer, and now a book writer, is her ability to tell a story. She has that gift as a writer and a speaker.

Betting on You is full of Laurie’s stories as an HR professional and executive and her journey throughout her career in what she learned and how it can impact your career and job search. I’ll be honest, I read the entire thing in one sitting while sitting by a pool in Florida! It was a great read that I couldn’t put down. I’m one of Laurie’s closest friends and it was full of stuff even I didn’t know!

This is a book for every level of professional that is feeling a bit stuck at work or in their career, and Laurie lays out the plan on how to find the job of your dreams by putting yourself first and taking control of your career (you see what I did there!?). By the way, this is a great book for a team Book Club read if you’re looking for some team development in 2021!

Honestly, I don’t do book reviews. I get a lot of people who send me their books, and I’m sure I sent a lot of people my book when I released it, but I just don’t have the time and capacity to review every book I get. I made the exception for Laurie because I’ve always been a fan of her writing and I knew it would be one I would just love reading!

It’s clearly the best book I’ve read in 2021!

You can find Betting on You at all the regular online booksellers and at many of your national book retailers as well. Go order a copy today!

(Laurie and I in Vegas on our way to the Sprinkles Cupcake ATM!)