career

Mary Eileen Williams: In 2012 Career Success Is Up to You!

by Mary Eileen Williams on January 19, 2012

Huffington Post…

Today’s constantly changing workplace challenges us to continually update our skills, keep abreast of trends on a global scale, and reinvent ourselves to remain successful. Like many other aspects of life, there is a good news/bad news scenario to this current state of affairs. The bad news is that the job security we knew in our youth is virtually nonexistent. Downsizings, layoffs and reorganizations are now daily occurrences. Moreover, this destabilization is taking place within industries (such as finance and banking) that we formerly viewed as being the most secure. The days of the corporation as family á la “Ma Bell” are gone. However, despite the ongoing assaults to our sense of equilibrium, there is plenty of resulting good news to be found in the modern workplace. No longer are we stuck in longstanding careers that hold little promise or professional reward. We are freed up to chart our own course. In fact, it’s best to consider ourselves as entrepreneurs and/or consultants whether we’re self-employed or getting a paycheck from someone else. Here are four career realities of 2012 you’ll want to bear in mind: The new job security — You’re considered only as valuable as the skills you offer, the problems you can solve, and the ideas you present. Job security is no longer met through external structures. Rather it is experienced by way of internal direction, innovation and preparation. Flexibility is key — The ladder of advancement is more likely to be horizontal rather than vertical (i.e., increased skills, experience and training rather than enhanced job titles). Recognize you are the master of your own destiny. Take a proactive approach to your career by keeping current with the demands of the times, identifying opportunities as they arise, and consistently reevaluating your direction. You have to market yourself — Whether you’re in a job search, vying for opportunities within an organization, or attracting clients or customers to your own business, you’ll need to market yourself as a valuable problem-solver. Although tooting one’s own horn is anathema to many, it’s a necessary skill. And you can learn it! It’s generally helpful to think of yourself as selling a product — and that product is you! You’ll need to define the product ( you ) with well-chosen descriptive words, differentiate it from other products, and identify its benefits (how employing you as a problem solver will bring value to the organization). To substantiate your claims, you’ll want to describe problems you have solved in the past, the skills you used, and the positive results you achieved. This way you’ll be providing a framework for demonstrating what you’re capable of accomplishing in the future. Managing your career in 2012 is a bit like piloting a boat. In order to avoid being blown adrift by the winds of change, you have to adjust your sails, keep your eyes on the horizon, and proceed on your chosen course. Focus, flexibility, preparation and planning are all essential components for successful sailing. These same qualities will keep you moving towards your goals… even in the choppy waters of today’s workplace. Mary Eileen Williams is a Nationally Board Certified Career Counselor with a Master’s Degree in Career Development and twenty years’ experience assisting midlife jobseekers to achieve satisfying careers. Her book, Land the Job You Love: 10 Surefire Strategies for Jobseekers Over 50 , is a step-by-step guide that helps you turn your age into an advantage. It’s packed with information providing mature applicants with the tools to successfully navigate the modern job market and gain the edge over the competition. Visit her website at Feisty Side of Fifty.com and celebrate your sassy side!

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Mary Eileen Williams: In 2012 Career Success Is Up to You!

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Huffington Post…

Three Swiss bankers were charged Tuesday with hiding more than $1.2 billion in U.S. taxpayer accounts from the IRS, by Preet Bharar, the Manhattan U.S. Attorney. Michael Berlinka, Urs Frei And Roger Keller allegedly conspired with some U.S. taxpayers and others to hide Swiss bank accounts and the income generated from them while working as client advisers for a Swiss bank, according to a press release from Bharar’s office. The three worked on dozens of undeclared bank accounts in 2008 and 2009 in an effort to scoop up business lost by UBS and another Swiss bank following reports that UBS was helping U.S. account holders evade taxes, according to the press release. The case has been assigned to Judge Jed Rakoff, according to the release. The three bankers allegedly helped U.S. clients open using sham corporation names in other countries as well as used code names and numbers on undeclared accounts to minimize references to the clients’ actual names, according to the press release. In addition, they allegedly made sure that any mail related to the accounts wasn’t sent to clients at their U.S. addresses and communicated using their personal email accounts to avoid detection, among other allegations, according to the release. The charges come as tensions between Switzerland and the U.S. are rising over Swiss bank secrecy — a result of a Swiss law that prevents Swiss bankers from revealing client information, according to Reuters. S wiss banks hold an estimated $2 trillion in offshore wealth and the U.S. Justice Department is investigating 11 Swiss banks suspected of helping wealthy Americans evade through Swiss accounts.

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Swiss Bankers Charged With Hiding U.S. Taxpayer Accounts From The IRS

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Corporate Jargon: The Overused, The Confusing And The Downright Strange

December 8, 2011

Are you tired of thinking outside of the box? According to a survey by Career Builder, so are your employees. A poll of 5,300 full-time employees helped rank the most overused and under-appreciated corporate jargon that they’d like to see leave the boardroom. In a post on its Hiring Site blog, Career Builder editor Amy Chulik wrote, “Navigating workplace issues can be tricky enough without throwing flowery, cliche (or just plain made up) vocabulary words in each other’s faces. It only takes one brave person to turn ‘outside the box’ into ‘creatively’ or ‘let’s circle back’ to ‘I’ll call you’ — and suddenly, we can begin to peel back the layers of complexity and really talk honestly to each other.” According to the survey, the most overused jargon is: Outside the Box: 31 Percent Low-hanging fruit: 24 Percent Synergy: 23 Percent Loop me in: 22 Percent Best of breed: 19 Percent Incentivize: 19 Percent Mission-critical: 19 Percent Bring to the table: 18 Percent Value-add: 17 Percent Elevator pitch: 16 Percent Actionable Items: 15 Percent Proactive: 15 Percent Circle back: 13 Percent Bandwidth: 13 Percent High Level: 10 Percent Learnings: 9 Percent Next Steps: 6 Percent

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Liz Ryan: How to Write a Help Wanted Ad

December 7, 2011

I read job ads all day long — people send them to me, to make me smile or to make me weep or rage around my office breaking things. Here’s what I don’t understand about job ads: If you’re trying to hire someone to work in your company, you want someone pretty cool, right? You want someone who’s smart and flexible and fun and creative. Not only do you need this person to solve big, hairy, expensive business problems, but you have to spend all day around this person, too. So wouldn’t you want, above all, to hire people who have great character — ethics and values and interests and priorities and a great sense of self? Don’t you want people who are comfortable in their skin, who’ll work together to make a great team and to get amazing things accomplished? Isn’t that what every success story we’ve ever read or heard has been based on — the quality of the people on the team, whether it’s a winning sports team or a business team or a Broadway musical that sweeps the Tonys? Isn’t that what we’re always talking about — our amazing teams? How can a company expect to hire rock stars and ninjas when its very first communication to the so-called Talent Community is a hateful boilerplate list of a gazillion requirements that “the successful candidate” will possess? Do we really think that complex, amazing people come in bundled sets of particular skills and attributes, and that if someone walked into the company today and had all these bullet points in order, that person would necessarily also be the world’s greatest hire by virtue of also being smart and insightful and all the things we need from a person in business? Can we delude ourselves that it works that way — that the endless list of bullet points will somehow add up, when it walks into our office in human form, to an amazing person who can untangle and solve our trickiest problems and lend his or her great insight and wisdom to our challenges? Can we keep lying to ourselves and our shareholders that way? Isn’t hiring and keeping amazing people pretty much the one thing a successful company can’t afford to screw up? So if I’m right about any of that, then why in God’s name would employers run job ads like this one?: JOB OPENING: ACME EXPLOSIVES Acme Explosives is actively seeking an experienced Application Architect to join our team. The candidate must be experienced with web, and server application software design and development. The candidate will assist in the functional design, oversight, analysis and development of custom-developed software as well as integrating XLTS products into a complex and dynamic infrastructure. Duties will include but are not limited to: • Provide architecture leadership for ongoing development and improvement of distributed web/GIS software systems • Collaborate with team members to design technical architectures and perform code and architecture reviews • Develop standards and best practices • Design, develop, enhance and maintain GIS applications using C#, ASP.NET, Web Services, SQL Server, Visual Studio and object oriented methodologies • Interface with Enterprise Architecture team members to ensure compliance with Enterprise Architecture technical guidelines • Document architecture decisions and results as part of Software Development Life Cycle (SDLC) deliverables Education and Experience: • Bachelor’s degree in Computer Science or similar discipline is required • 2-5 years of technical experience in application architecture, requirements definition, business process analysis, or similar disciplines • 8 yrs hands-on experience in web application development • 5 yrs hands-on experience developing geospatial applications Required Skills and Competencies: • Excellent written and oral communication skills including the ability to interface with various subject matter experts. • Previous experience as a development lead or significant development team member • Demonstrated knowledge of GIS software tools • Demonstrated experience incorporating web services into desktop and web geospatial applications • Experience with Microsoft development environment, including .Net/C#, SQL Server 2005/2008, Windows Server 2003/2008 (R2), and Visual Studio. • Experience with Service Oriented Architecture management tools and software • Ability to create and maintain network infrastructure diagrams Desired Skills: • Business process analysis • Experience with SQL Server spatial capabilities • Experience with OSGeo MapServer development • Experience designing for virtual configurations • Experience with Bing Maps web services • Working knowledge of ArcGIS Desktop • Ability to determine how business and systems requirements are managed as components within a Service Oriented Architecture (SOA) framework • Understanding of scalable deployment options (on-premises, cloud, hosted) for custom and COTS software applications • Familiarity with Federal government regulations and policies (SCH 119-4, CRR&-4, Zircon-Encrusted Tweezer Spec $53X, Appliantology Reg 453-8J) • Familiarity with Agile development methodologies, such as Scrum • Familiarity with CodeBeamer or other collaboration tools The successful candidate is subject to a background investigation by the United States government and must be able to meet the requirements to hold a position of public trust. This opportunity is available on my team. If you are interested please feel free to contact me. Here is a job ad that gives the reader: NO sense of what the project is about. NO feel for why a smart person with options should consider this opportunity. NO warmth or human feeling whatsoever. NO insight into what challenges or learning we’re likely to get on the job. NO confidence that if we apply for this position, we’ll be treated like valued partners and co-collaborators. Look at how the job ad begins: “Acme Explosives is actively seeking…” Most job ads start that way: “We have an immediate need for…” or “We are actively seeking.” Well, bully for you! As my husband says, “You have a need? People in Hell need ice water.” Who cares that you have a need? How about if you tell me, the candidate you’re trying to hire, why this job is worth my time and energy to pursue? What, in other words, is in it for me? This job ad isn’t unusual — it’s depressingly typical. The worst part is that the person who’s written this ad addresses the very person he or she is trying to hire IN THE THIRD PERSON. Imagine that you’re a marketer, and you’re trying to sell Diet Pepsi to consumers. Would you write ads that say “The person who will buy a Diet Pepsi will have attributes A, B and C.” No! You’d speak to the target buyer directly. You’d say “Man! Even though it’s winter, it sure gets hot in those stuffy offices. Sometimes a Diet Pepsi is just the thing to cool you down and give you that shot of caffeine that keeps you awake during boring staff meetings. Or maybe your boss is more electrifying than most?” You’d speak to the guy you are trying to reach. That’s the purpose of communication, as I understand it. When you write a job ad, you’re hoping the the guy you’re trying to hire (I use ‘guy’ as a unisex term) is out there reading your ad. So why would you overtly and gratingly NOT speak to the exact guy you’re targeting your ad toward, avoiding direct communication by using the danged third person form? “The selected candidate” — what? You mean ME, the guy who’s reading this ad? We drive talented people away from our companies with these hateful, bureaucratic job ads that sound like replicant battle drones wrote them. You know what a job ad like this makes me think of? It reminds me of the part in The Silence of the Lambs where the psycho guy says to the girl in the hole, “It will put lotion on itself, or it will get the hose.” The psycho serial killer is trying to terrify and isolate the girl on the way to killing her (she lives, in the movie) and part of how he does that is by talking AT her instead of TO her. That’s what we do in these boilerplate job ads. It’s insanity! And employers complain that their job ads sit out there for months, with no qualified applicants. What a shocker! When we treat people like dirt starting with the very job ads we’ve written to attract people, we can’t expect sharp candidates to come knocking. Did you ever hear of a massively successful start-up or large company with terrified, wrung-out and browbeaten employees who skulk about in fear and fantasize about working elsewhere? I’m betting you haven’t, because great companies don’t hire robots and lemmings. But tons of companies write job ads like the one below, that scream “Robots and Lemmings Please Apply! If you have enough mojo to imagine that your next best employer would bother to address you directly in a job ad or market to you or open the kimono one inch to tell you what’s going on in the business or otherwise acknowledge your existence as a human being on this planet, you’re not the right person for us!” We can do better. We can write friendly jobs using a human voice, the same way we’d talk to our friends. Here’s an example: TELL YOUR FRIENDS “I LAUNCHED THAT!”: PROJECT MANAGER OPPORTUNITY AT ACME EXPLOSIVES There are all sorts of Project Managers, from people whose focus is the product-development pipeline and the checklist, to folks who get excited about the collaboration that a new product launch requires. Here at Acme Explosives, a family-owned business and the second-largest stick dynamite manufacturer in the U.S. (still manufacturing all of our products in this country, with no plans to move) we view Project Management as a 50/50 mix of functional/technical activities and listening, coaching and problem-solving ones. Our Project Managers might have PM certification or not, but all of us have wonderful and horrendous war stories about managing real projects and getting tremendous new products out the door. If you’re someone who loves to get people excited about their piece in the complex new-product-launch mix, who’s fanatical for schedules and budgets but can maintain a sense of humor no matter what level of chaos is going on around you, talk to us about our Product Manager opportunity in our downtown Phoenix facility. Read about us, our history and our culture at www.acmeexplosives.com/historyandculture and write to us at the link on that page, telling us how your background and passion relate to what we’re doing, in 300 words or fewer. We promise to acknowledge every inquiry with a personal response, because we have no robots currently working in our HR department. At Acme Explosives, we value people for their rich histories and perspectives, not just for their certifications and degrees and former employer brands or for the buzzwords on their resumes. We love quirky candidates and believe that our own only opportunity to win in the marketplace will come by hiring and keeping the best people in the industry. If that’s also your view, please give us a look, and enjoy your day. I know that some fearful HR people will read this imaginary job ad and say “We’d be deluged with resumes if we ran that ad, and we wouldn’t be able to sort those 300-word essays with our wonderful keyword-searching algorithms.” For starters, if an employer is ever deluged with resumes for any job, that recruiting team has only itself to blame. Good marketing is always targeted. It matters a lot where we run our job ads (if we run them at all; I’ll write a story on social marketing recruiting, before long.) If any literate person on your team who understands the job (that’s critical) can invest a minute per resume to read the 300-word essays you’ve requested from each candidate, you’ll be able to do a first-screen WFC (that’s “wheat from chaff’) split on the resumes without much trouble. Lots of people won’t write the essay you’ve requested, so they’d fall by the wayside immediately. As for the essay assignment, you’re going to be way better off getting the job-seeker’s take on his or her appetite for, perspective on and preparedness for the role through a 300-word paragraph than through any goofy keyword-matching exercise, I guarantee. The era of soul-crushing, talent-hating job ads and mojo-repelling recruiting systems is coming to a close, and not a moment too soon. If you’re in HR or Recruiting or a hiring manager yourself or if you know any of those folks, you can help your employer jump into the much more fun and stimulating arena where organizations go after talented people and snag them. Sorting and sifting and saying “No thanks” is no way to spend an hour, much less a whole career. Writing zombie job ads is a reasonable pastime for zombies — living humans can do better.

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Lisa Petrilli: 3 Critical Career Advancement Strategies for Introverts in Business

December 1, 2011

Early on in my corporate career, in which I went from new college hire to being responsible for a $750 million business in just 10 short years, there was a retirement party for one of the executives at my company. As an introvert, I was afraid to go. I was afraid that I would walk into the party and no one would be interested in talking with me. I was afraid that I wouldn’t know what to say to the executives who would undoubtedly be there, and I was afraid that I would be so uncomfortable at the party that I would spend the entire time wishing I could leave. But I had great respect for the man who was retiring and I wanted to tell him so; I wanted him to know the impact he had on me as a young employee. So I asked a few of my colleagues if they were planning to attend the party, thinking that if I had a few people to walk into the event with it would make the experience less difficult. None of them were attending — they all had the same fears I had. In the end, I put my fears aside and went to that party — alone. You know what I found when I got there? The top executives of the business were there supporting the man they had worked with for years, but that was it. Even though the entire organization had been invited, employees left and right had all decided they either wouldn’t fit in, or they let their fear of being uncomfortable prevent them from attending. To say I was a bit daunted when I realized this upon walking in the room would be an understatement! But it turned out to be a blessing and perhaps a catalyst for my rapid rise in the organization. I had the pleasure of telling the man who was retiring how much I respected him and I know he genuinely appreciated it; I could tell my words made an impact. And I had the opportunity to spend time in one-on-one conversation with the other top executives, a tremendous advantage that would bear fruit during the next, critical years of my career. As an introvert, I learned a valuable lesson that night: I was going to have to make sure my introversion did not get in the way of my career success. Instead, I was going to have to leverage it and use it to my advantage, and I was going to have to move beyond its comfort zone when necessary to become visible and open exciting new doors. You see, we introverts get our energy from our inner world of ideas and are most comfortable alone or in small groups with just one or two other people. Large events drain us of our energy, and thus we have a tendency to avoid them.  For introverts in business and leadership, avoiding networking events such as business gatherings, association events, and even conferences, can have a significantly detrimental impact on our career success. This is because being visible within an organization is one of the three most critical career advancement strategies for introverts to master in order to be promoted upward in an organization. The three include being visible in an organization, making your ideas visible within an organization, and asking for the job you want. For introverts to be successful in these three areas requires an approach tailored to their unique strengths and that leverages the power of their ideas: 1. Becoming visible in your organization involves a strategic approach to networking in a one-on-one fashion with influential leaders in the company, asking the right questions of executives who are committed to talent management and advancement in the organization, and being prepared to speak confidently about the impact you are making in the organization. It also involves a genuine willingness to reach out and help others, and to volunteer for ad hoc roles with increased visibility. 2. Making your ideas visible within the organization involves communicating them in writing wherever and whenever possible, as this is much more comfortable for introverts and allows us time to thoroughly hone our ideas. It also involves knowing how to leverage meeting follow up, both as a participant and as the leader, and volunteering for strategic teams that are created specifically to garner ideas. 3. Asking for the job you want can be done in two different ways, directly and by “planting seeds.” Both involve moving beyond our introverted comfort zone of thinking and reflecting to “actively asking,” which is essential for being promoted and one of the areas introverts need to work on most. We must be our own advocates! I wrote about this unique approach in a blog post entitled, “The Introvert’s Guide to Getting Promoted.” It was one of the first blog posts I wrote when I launched my Visionary Leadership business blog a year ago, and it followed my post called, “The Introvert’s Guide to Attending a Conference,” which received more than 100 comments and was tweeted like crazy. For a new blogger this was both phenomenal and unheard of! I knew I had struck a chord… I went on to write, “The Introvert’s Guide to Leadership,” which addressed how introverts can successfully approach decision making, motivating others and communications strategies, and “The Extrovert’s Guide to Leading Introverts,” which was designed to cultivate more effective teams. The response was consistently overwhelming.  Not only was I receiving comments from introverts saying they were relieved to know others felt the same way they did, but people were emailing me and confiding that their introversion was getting in the way of both their corporate success and their happiness. It was then I knew I needed to delve deeper and share my experiences more broadly. After all, being an introvert can truly be an advantage in business, leadership and in life if you know how to leverage it, and if you remain true to yourself! The Introvert’s Guide to Success in Business and Leadership eBook is now available and is the result of the requests I received to write more extensively about how introverts can be abundantly successful in business and leadership. In it, I share career-boosting lessons I learned as an introvert in the business world. It’s a pleasure for me to share these lessons with introverts who want to use their introversion to their advantage in business, and with extroverts who lead introverts and wish to be more effective leaders. The eBook is available at Amazon for Kindle and at www.TheIntrovertsGuide.net. Cheers to your abundant success!

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Meet X.commerce, eBay’s Latest Creation

September 17, 2011

By Alistair Barr SAN FRANCISCO | Fri Sep 16, 2011 5:27pm EDT (Reuters) – Ebay Inc is building a new division to woo developers and attract more merchants as the company tries to emulate the success of Apple Inc’s iOS platform in the e-commerce world. Ebay’s main business is still its giant online marketplaces, which bring shoppers and sellers together. The company’s other big division is the payment business PayPal and it acquired GSI Commerce earlier this year to add a third division. But a fourth business has emerged in recent months called X.commerce. The website for the division, X.com, revives a name from the early days of PayPal, when it merged a competing online payments business called X.com started by Elon Musk. X.commerce is trying to persuade outside developers to create applications, or apps, for merchants looking to sell more online. The apps can be designed to work on eBay’s marketplaces. They may also include payment capabilities from PayPal and work with websites built on Magento, an open-source e-commerce company that eBay bought in June. The more useful apps that developers build through X.commerce, the more likely merchants are to use eBay’s marketplaces, PayPal’s payment technology or GSI’s e-commerce services. “The idea is to indirectly monetize eBay’s main assets PayPal, GSI and Marketplaces,” said Matthew Mengerink, the eBay veteran who runs the new division. “X.commerce is in a unique position. I don’t have to drive revenue, I have to drive traffic.” Ebay has about 725,000 developers registered with its various developer programs and there are roughly 4,600 Magento apps active on X.com, up from 3,800 at the start of the year, according to Mengerink. Omniture, a unit of Adobe Systems, Kenshoo, an online marketing software company, and Outright, which makes a financial-management product for small businesses, are among companies that have signed up to develop apps on X.com. “They’re pulling an Apple, calling on the collective power of the developer community,” said Bill Smead of Smead Capital Management, which counts eBay as one of its largest holdings. Apple iOS is the operating system for the iPhone and iPad. The company has a massive following of developers who churn out thousands of apps for those gadgets, making them much more useful for customers. Mengerink reckons X.commerce can be more attractive for developers than iOS because merchants are willing to spend more money on useful e-commerce apps. Mengerink said he will measure X.commerce’s success partly on how much money developers make selling apps. “Apple’s iOS isn’t profitable for most developers,” he said. “On Magento, for every $1 we make, the developer makes $15.” “If developers are making the money, you can’t shake the platform,” he added. “We believe we can create the largest ecosystem.” Smaller merchants will not have to hire lots of in-house developers if a wide variety of e-commerce apps are available to buy and plug into their online stores, Mengerink explained. The success of eBay’s new division will depend on how large and attractive the pool of end-users is to developers, according to Stephen O’Grady, principal analyst at Red Monk, a technology industry analyst group that focuses on developer communities. Other specialty online marketplaces have sprung up in recent years, such as Etsy, cutting into eBay’s dominant position, O’Grady noted. “But eBay is still a major center of gravity,” he said. “For developers that’s still attractive.” Another important ingredient for attracting third-party developers to a technology platform is ease of use. Dan Shahin, a former comic book store owner who has developed an online storefront management system, went with a Google Inc payment system a few years ago, rather than PayPal. That was because PayPal had several different application programing interfaces, or APIs. APIs are sets of rules and specifications that help different software programs communicate with each other. PayPal’s APIs were “scattered around,” making it more difficult for Shahin to develop payment features to include in his storefront management system, he said. Shahin told Mengerink about this and the eBay executive got to work fixing the problem. “Third-party developers had to register for each API,” Mengerink said. “The X.commerce goal is to have one place to register for developers and partners. There are security and other issues with this, so it takes a while.” X.commerce is promising a lot, but Shahin reckons eBay has the technological chops to pull it off. “If anybody can do it, they can,” Shahin told Reuters. “Matthew is not one of those suits. He’s the real deal.” (Reporting by Alistair Barr, editing by Matthew Lewis) Copyright 2011 Thomson Reuters. Click for Restrictions

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Goldman To Suffer More Than Other Banks, Analysts Say

September 12, 2011

Analysts have been slashing earnings estimates for big Wall Street banks recently, particularly for Goldman Sachs, as unpredictable trading markets and weak merger and underwriting volumes hurt the sector’s profit potential. Third quarter average profit estimates for Goldman Sachs Group Inc have fallen 18 percent over the last month to $2.28 per share, according to Thomson Reuters I/B/E/S. Average estimates for Bank of America Corp have fallen 8 percent, and average forecasts for JPMorgan Chase & Co have fallen 4 percent. Goldman has fallen particularly hard because it has a greater dependence on traditional investment banking businesses like buying and selling securities, underwriting stock and bond offerings, and advising on mergers. The largest U.S. investment bank has derived 45 percent of its revenue from the once-lucrative business of fixed income, currency and commodities trading, on average, since the start of 2006. JPMorgan, in contrast, derived just 12 percent of its revenue from bond trading. Trading was particularly difficult in the third quarter because even though clients traded more in a volatile market, much of the activity came from low-margin products, like Treasury bonds and equities. Analysts also warn that some banks may have to take steep write-downs on inventories of stocks and bonds whose values declined. On Sunday, Citigroup analyst Keith Horowitz cut his third-quarter earnings estimate for Goldman to just 10 cents, down from a previous estimate of $2.70, although 36 cents of that came from one-time items. Horowitz cut his Goldman outlook as part of his broader reduction in price targets for major banks. Horowitz’s move follows Oppenheimer & Co analyst Chris Kotowski changing his recommendation on Goldman shares to “perform” from “outperform” on Tuesday. Both he and Nomura analyst Glenn Schorr also cut Goldman estimates dramatically. Full-year average estimates for Goldman Sachs have dropped 8 percent and 3 percent for 2011 and 2012, respectively, according to Thomson Reuters I/B/E/S. “Brokers like Goldman, I just want to stay away from them right now because I feel like they are so tied to the market,” said Todd Kaplan, a value-stock investor at Rand Strategic Partners in Westborough, Massachusetts, who manages about $10 million in assets and owns Bank of America but not Goldman. LESS ROOM TO RUN Even outside of trading, Goldman could turn in a disappointing quarter. Goldman’s investing and lending business may also get hit hard because of declines in the value of the stocks and bonds that Goldman owns. Its holdings in Industrial And Commercial Bank of China Ltd have declined more than 15 percent so far this quarter, which could result in a $475 million write-down, according to Citi’s Horowitz. Nomura’s Schorr anticipates a $700 million negative revenue from the overall investing and lending division. Analysts also lowered assumptions for its investment banking revenue because companies have been hesitant to pull the trigger on IPOs, debt offerings and M&A transactions due to high volatility and weak pricing. Most analysts have remained generally bullish on Goldman despite what may soon be the sixth straight quarter of weaker profit and revenue. Of the 28 analysts who cover the stock, 18 recommend buying more, while 6 suggest clients hold onto positions without adding and only two recommend selling. But even fans of the stock have gotten more cautious about how much it might rise. The median price target for Goldman is $155, down from $170 a month ago and $198 three months ago. New targets still represent a big premium to Goldman’s recent market value. Its stock is down 39 percent this year, setting a new 52-week low of $99.80 on Monday. It has traded at a discount to tangible book value since August, reflecting investors’ belief that, without more trading activity, the cost of capital for Goldman’s huge trading business may cut deeply into earnings. That said, shares of Morgan Stanley, Bank of America and Citigroup have posted sharper declines than Goldman Sachs so far this year. That is why some stock analysts are less enthusiastic about Goldman Sachs. They believe stocks that have fallen further may have more potential upside. “If a client called us up to ask if he/she should buy the stock we would suggest at least seven other names that we would suggest buying first,” said Oppenheimer’s Kotowski. (Reporting by Lauren Tara LaCapra; Editing by Tim Dobbyn) Copyright 2011 Thomson Reuters. Click for Restrictions .

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Robert Reich: Stock Tip: Be Worried. Workers Are Consumers.

August 20, 2011

Repeat after me: Workers are consumers. Consumers are workers. We’re slouching toward a double dip, and the stock market is imploding, because consumers — whose spending is 70 percent of the economy — have reached their limit. It’s not just the jobless who can’t spend. It’s mainly people with jobs. Median wages continue to fall. Weekly wages in July for Americans with jobs were 1.3 percent lower than eight months before. America’s median earners are now earning less (adjusted for inflation) than they earned ten years ago. Every CEO of every company that continues to squeeze payrolls (Verizon, are you listening? Ford?) needs to understand they’re shooting themselves in the feet. Where do they expect demand for their products and services to come from? They’re doing the reverse of what Henry Ford did back in 1914 — paying his workers three times what the typical factory employee earned at the time. The Wall Street Journal called his action “an economic crime” but Ford knew it was a cunning business move. With higher wages, his workers became his customers, snapping up Model-Ts and generating huge profits. Many on Wall Street are scratching their heads, trying to understand why the stock market is plummeting. After all, they tell themselves, corporate earnings are still near record highs. But it’s becoming clear those earnings can’t be sustained. Corporate earnings are the highest they’ve been relative to worker wages and benefits since just before the Great Depression. And the richest 1 percent of Americans are getting a higher percent of total income since just before the Great Depression. Get it? It was only a matter of time before the boom on Wall Street turned into a bust. Economic booms cannot continue without American workers participating in them. Foreign consumers have helped sustain earnings, but that won’t continue, either. The European economy is sinking and China is pulling in the reins on growth. What will happen to the Dow Jones Industrial Average when corporate earnings revert to their historic average relative to American wages? I’ve seen various estimates. They’re not pretty. Robert Reich is the author of Aftershock: The Next Economy and America’s Future , now in bookstores. This post originally appeared at RobertReich.org .

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Panetta Issues Gag Order

August 19, 2011

Defense Secretary Leon Panetta has moved to gag all communications between the Pentagon and Congress on the highly sensitive issue of the congressional Super Committee.

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Starbucks Howard Schultz CEO Pledge: Will It Work?

August 19, 2011

To be successful in a bid to starve Washington of dollars, Starbucks CEO Howard Schultz will likely have to expand his campaign to boycott campaign contributions beyond fellow CEOs. On Aug. 12, Schultz made a high-profile challenge : cut off all campaign donations until the political class starts behaving like adults. In an email to corporate America and “concerned Americans” alike, Schultz said: “[W]e today pledge to withhold any further campaign contributions to the President and all members of Congress until a fair, bipartisan deal is reached that sets our nation on stronger long-term fiscal footing.” According to the Center for Responsive Politics, a nonpartisan research group, the business sector remains the major source of donations to individual campaigns . But a Top 10 list of ” heavy hitters ” in federal-level political donations lists only one corporation: AT&T. Since 1989, political giving has been dominated by labor unions, including the American Federation of State and Municipal Employees, the Service Employees International Union, the International Brotherhood of Electrical Workers, theLaborers Union and the American Federation of Teachers. Labor unions contacted by HuffPost — including the SEIU, AFL-CIO and AFSCME — were unavailable for comment on Schultz’s pledge. Complications for the effort to freeze campaign dollars could arise from the newly-established ” super PACs ” — independent political committees that can accept unlimited contributions from individuals, corporations and unions. The groups are likely to have an outsized influence in the next election cycle: In 2010, conservative super PACs spent $121.7 million, while liberal groups spent an estimated $12.6 million; the numbers for both are expected to increase significantly in 2012. Schultz noted that in the days following the release of his pledge, he had “heard from thousands of people” and included among his supporters NYSE Euronext CEO Duncan Niederauer and Bob Greifeld, head of the Nasdaq OMX Group — both of whom emailed letters of support to companies listed on their respective exchanges. “I think that Howard’s idea is a great one, and I have told him that he can count on me,” Greifeld wrote . “At NASDAQ OMX, we will also continue to invest in the future by hiring and focusing our efforts on job creation.” In his message, Niederauer said, “Now is the time for corporate leadership, and for the collective voice of our CEOs to be heard. It is my hope that our leaders can put politics aside and focus on generating long-term sustainable growth driven by the private sector.” Neither Niederauer nor Greifeld was available for further comment Friday. In an email to HuffPost, Jim Olson, Starbucks’ vice president for global corporate communications, noted that “[i]t is still very early — we’re only seven days into this effort,” but reiterated that the company had “heard directly from hundreds of people –- CEOs, business leaders, community leaders, and citizens.” Olson added that “[t]hese responses have included pledges of support” as well as “a rich vein of additional ideas that we are discussing and determining how or if to act upon.” Starbucks, he wrote, is “taking the appropriate time to review all of the responses and consider the many ideas we have received before we make public who is supporting Howard’s pledge.” You can also tweet your response @HuffPostBiz .

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Winslow T. Wheeler: Chitchat With Leon and Hillary on the Defense Budget

August 19, 2011

The invitation came to me from Secretary of Defense Leon Panetta’s Public Affairs Office to attend a “conversation” with Panetta and Secretary of State Hillary Clinton at the prestigious National War College in Washington. Although I knew it wasn’t me they wanted to talk to, I sat in the audience to hear Panetta and Clinton in action, especially on the subject of my prime interest: the defense budget. The “conversation,” it turns out, was with Frank Sesno, the former CNN personality and currently the Director of the School of Media and Public Affairs at George Washington University. Sesno took the “conversation” assignment seriously; although he boldly said that it was important to “ask the tough questions” — just like a journalist — he did no such thing. Lofting over shallow dinner-talk queries, Sesno chummed it up with Panetta and Clinton and permitted them to say anything they wanted without fear of challenge. Clinton tended toward impromptu speeches on whatever she was asked about — well articulated and forceful, much like she did as a senator at hearings where, rather than conduct oversight asking informed questions and following up, she would express her political points and neither seek nor reveal any new or deeper information. Panetta was more subtle and single-minded. Although he comes from the same political background — White House insider and Congress — his answers were shorter and more softly stated, but they were directed at one and only one objective: defending the Pentagon’s budget. Sesno started the “discussion” asking about budget cuts beyond the $350 billion the Pentagon has already committed to over the next ten years — saying “What’s really at stake?” Panetta whacked the softball question hard: “Very simply, it would result in hollowing out the force,” and “it would break faith with the troops and with their families,” and finally “it would literally undercut our ability to provide for the national defense.” The bureaucrat moguls at the Pentagon, who currently preside over the largest defense or non-defense agency budget since the end of World War II, must have been delighted. After four years of sometimes tough guy Robert Gates, who fired senior officials for not toeing his line, DOD’s high spenders must be elated to have at the top someone who has leaped so quickly and with such eagerness to defending their agenda. The $850 billion cut that Sesno was referring to does sound like a lot — if you are ignorant about the background and budget history. He offered no pushback and did nothing to probe Panetta’s budget preserving agenda, to question Panetta’s assumptions, and or even seek the data behind them. Things didn’t get any better when Sesno allowed the audience a grand total of one question on DOD budget issues. The individual Sesno selected asked about funding for foreign language training. Panetta dutifully said it was important and that he wanted to look for “creative ways” to protect it. Clinton gave a speech about it, and the remaining 99.9 percent of the national security budget went unaddressed. Instead of this feather-stroking chitchat, consider the following: If the Pentagon’s “base” (non-war) budget were to be cut $850 billion, or so, over ten years, it would go down to about $472 billion annually , the approximate level of the base DOD budget in 2007. (This, not coincidently, is about the same level of a new round of defense budget cutting hysteria circulating in Washington in response to a just released memo from OMB Director Jack Lew.) Using the Pentagon’s “constant” dollars that adjust for the effects of inflation, that $472 billion level would be more than $70 billion higher than DOD spending was in 2000, just before the wars. Over ten years, base Defense Department spending would be almost three quarters of a trillion dollars above the levels extant in 2000 . And, none of the additional monies to be spent on the wars would be eliminated. At $472 billion per year, the Pentagon budget would be almost $40 billion more than we averaged, in inflation adjusted “constant” dollars, during the Cold War when we faced an intimidating super-power, the Soviet Union, its Warsaw Pact allies and a hostile, dogmatically communist China. At the 2007 $472 billion level our defense budget would remain more than twice the defense spending of China, Russia, Iran, Syria, Somalia, Cuba and any other potential adversary — combined. The problem is not money. Under this so-called worse case scenario, the Pentagon would be left quite flush with money, plenty of it in historical terms. The problem is that the Pentagon, as it exists under its current leadership, is incapable of surviving with less money. They quite literally do not understand how to face a future where the DOD budget exceeds any and all potential enemies by a multiple of only two. Many — including Obama’s bipartisan 2010 National Commission on Fiscal Responsibility and Reform, a separate task force put together by congressmen Barney Frank (D-MA) and Ron Paul (R-TX), yet another commission headed by former budget leaders Senator Pete Domenici (R-NM) and OMB Director Alice Rivlin, and two alternative budget proposals from Senator Tom Coburn (R-OK) — have itemized how to save about $900 billion from the National Defense budget. The political landscape is littered with competent recommendations to remove many of the thick layers of hydrogenated fat from the Pentagon. These proposals hit on many of the same soft spots in the DOD budget, such as the unaffordable, underperforming, years behind schedule F-35 Joint Strike Fighter. The implied consensus on such ideas and on the approximate amount (roughly $900 billion) suggest that the slightly lesser $850 billion in Pentagon savings is not “doomsday” (Panetta’s word) but quite endurable — and would actually leave DOD quite flush with money. But, it is unthinkable to Secretary Panetta, as it is to those who perform the enabling chitchat.

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Lawyer Goldfarb gets 3 years prison in insider case

August 19, 2011

By Andrew Longstreth NEW YORK (Reuters) – A lawyer caught up in the government’s massive insider trading investigation was sentenced to three years in prison on Friday after pleading guilty to participating in a scheme to trade on corporate secrets from a prominent law firm. The lawyer, Jason Goldfarb, was among the roughly 50 people who have been charged in a wide-ranging probe focused on insider trading at hedge funds. He pleaded guilty to conspiracy and securities fraud charges in April The sentence Goldfarb received was slightly less than the 37 to 46 months called for by the federal sentencing guidelines and sought by federal prosecutors. But it was a much steeper sentence than sought by Goldfarb’s lawyer, who requested no prison time. Prosecutors alleged that Goldfarb, 33, received inside information about mergers and acquisitions involving public companies from two lawyers at the well-known law firm Ropes & Gray. Goldfarb passed the information on to a stock trader in exchange for $32,500 in cash bribes, according to prosecutors. The two Ropes & Gray attorneys, Arthur Cutillo and Brien Santarlas, have previously pleaded guilty. Cutillo was sentenced to 30 months in June. The stock trader, Zvi Goffer, was convicted at trial along with two others in June. U.S. District Judge Richard Sullivan in Manhattan imposed Goldfarb’s sentence in front of a packed courthouse following a three-hour hearing that featured emotional pleas for leniency from Goldfarb’s clients, colleagues, friends and family, including his fiancee, mother, and father. Many of them said that Goldfarb’s participation in the scheme was motivated by his desire to financially help his father, whose business was failing, and his mother, who was diagnosed with cancer. Michael Soshnick, a lawyer for Goldfarb, said that all of the $32,500 he made from the scheme went to his parents. “My client was not motivated by greed but by need,” said Soshnick. Richard Tarlowe, a federal prosecutor, told Sullivan that the picture of Goldfarb acting out of desperation was “very hard to reconcile from the picture that emerges from the evidence, most specifically, the wiretaps, the phone calls.” Tarlowe was referring to recorded phone calls that investigators collected during their investigation. At one point, Sullivan requested that one of the tapes be played in which Goldfarb is discussing with Goffer the potential profits they could make from the scheme. “Every one of us should be set for life within a year or two if things are played right,” said Goldfarb. Sullivan said the evidence showed that Goldfarb was one of the leaders of a “sophisticated scheme that was designed to steal privileged information, confidential information from its clients to be used by hedge fund managers and traders.” He said the crime of insider trading was serious and had to be treated seriously. “It seriously and significantly undermines confidence in our financial markets,” he said. The case is USA v Goffer et al, U.S. District Court for the Southern District of New York, No.10-056. (Reporting by Andrew Longstreth)

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Best-Paying Jobs You Can Get With Just A High School Degree

August 14, 2011

Going to college used to be a nearly sure way of getting a steady job. But as many recent graduates will attest, this is no longer the case. However, there are hundreds of thousands of high-paying jobs that don’t require a degree. 24/7 Wall St. has identified the ten highest-paying jobs that only require a high school education.

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Retailers Go Green: Ditching Paper And Emailing Receipts

July 9, 2011

Apple customers have been used to it for years, but now more retailers are following in the tech giant’s footsteps by emailing receipts to their customers. Big chain stores including Nordstrom and Gap have started offering e-receipts over the past few months and even small business are starting to embrace the environmentally friendly option as well, reports USA Today . In five years, up to 60 percent of retailers will go paperless, a Nordstrom spokesman told The Boston Herald . Those who can’t stand keeping a wallet full of receipts will be thrilled, but some consumers won’t see this as a good move. It takes more time as cashiers have to ask each customer for their email address and some view it as a ploy to market online directly to customers, says USA Today . It’s part of a growing effort by retailers to electronically reach out to consumers via their smartphones and computers. They send emails and text messages alerting consumers to deals. They have websites and Facebook pages and smartphone apps –all aimed at making the store more than just a bricks-and-mortar shop. Typically, emailed receipts will contain offers for consumers to receive coupons and other deals from retailers in the near future. But customers shouldn’t worry about stores abusing their email addresses, as it’s a service that’s more about offering something the customer will appreciate, John Talbott, assistant director of Indiana University’s Center for Education and Research in Retailing told USA Today. In 2008 Best Buy and Target began testing AllEtronic to provide customers with emailed receipts. The company boasts their service as “green” for helping to save the trees felled for about 600,00 tons of thermal receipt paper used by stores each year. And it takes 15 trees, 19,000 gallons of water and 390 gallons of oil to make one ton of paper, the company told CNET .

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Watch: AOL Real Estate’s Interview With a Ghost Hunter (VIDEO)

July 8, 2011

Is there anything scarier than plummeting home value? According to Kris Williams, ghost hunter extraordinaire, there’s plenty to give homeowners the willies — and not just around Halloween either.

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Joblessness Plagues College Graduates In Ongoing Recession

July 8, 2011

This story was reported in collaboration with our partners at Patch.com. NEW YORK — Seventy-five job applications. Forty cover letters. Twelve interviews. Zero job offers. Since graduating from Wellesley College four years ago, Kayla Calkin, 25, has yet to get a break. In May, Calkin completed a master’s degree in public policy from George Washington University. Like so many her age, she believed a graduate degree might guarantee a more stable future. Calkin now works as a full-time nanny in Washington, D.C., while continuing to scour for an eventual dream job in politics. Her two degrees make her overqualified for even the most basic, entry-level position. “I guess I’m overqualified to work on Capitol Hill, but I’m not overqualified to watch one-year-olds play in a playground,” said Calkin, who tries to remain optimistic despite an uncertain future . “It’s a scary, scary time.” Calkin is hardly alone in her quest to find decent work amidst a bleak job market. According to a report released earlier today by the U.S. Bureau of Labor Statistics , June’s unemployment rate ticked steadily higher from 9.1 to 9.2 percent. Combined with a rising jobless rate and news that only 18,000 jobs were added to the economy in the last month, many recent graduates fear the worst is not yet over. For 20-somethings hoping to jumpstart their adult lives, the economic “recovery” is starting to feel endless and euphemistic . College graduates still fare better than their peers with only a high school diploma, but even their job prospects show signs of fatigue. According to the U.S. Bureau of Labor Statistics’ Current Population Survey, the unemployment rate for college graduates between the ages of 20 to 24-year-olds soared five percentage points in the past month — from 7.1 percent in May to 12.1 percent in June, compared with a three percent jump during the same period last year. “It’s terrible. I’ve never seen a recovery like this,” said Andrew Sum, a professor of economics at Northeastern University. Sum is particularly concerned for recent graduates, whose fate depends on strong job growth. He says a minimum of 125,000 jobs must be added each month in order to keep pace with population growth — a growth requirement approximately seven times larger than the 18,000 jobs added last month. “Today’s report is really bad but last month’s was bad and the answer is that this recovery has just come to a grinding halt,” said Sum. “There’s really no growth happening.” Carl E. Van Horn, a professor of public policy at Rutgers University recently looked at what happened to college graduates who finished school between 2006 and 2010 . Of these, only half found full-time jobs. Van Horn now worries for the approximately 1.5 million 2011 graduates vying for those same slots. “You have another class of graduates that are facing not only a difficult labor market but competition from the previous three, four and five years of young graduates also clamoring to find their way into the labor market,” said Van Horn. “The continued weak recovery will mean more graduates finding themselves in part-time jobs and contingency jobs and jobs that are far below their level of education.” Sum advises young people in search of work to continue casting a wide net. Van Horn cautions recent graduates to resist the temptation to see graduate school as a guaranteed refuge during rough economic times. “Not every graduate program leads to a guaranteed job. You likely already have debt and you’re going to incur more debt and what’s it going to translate into down the road?” asked Van Horn. “While it’s okay to major in cultural anthropology, understand that you may not end up as the next Margaret Mead. You may end up as the manager of a Sports Authority.” Since graduating from the University of Tampa in 2009, Jeff Swederski, 26, is learning to adjust his expectations. Swederski currently works at a Walgreens in Tampa, Fla., where he alternates work as a photo specialist, cosmetics consultant and pharmacy technician. “It’s a little sad,” said Swederski, who owes $60,000 in student loan debt. He also works part-time at a local law firm, filing papers and answering phones. The two jobs are barely enough to make his rent and monthly loan repayments. “The jobs I have — I certainly didn’t need to go to college in order to get them.” An increased debt load is a burden for many job seekers searching for any work they can find. During more robust economic times, Yvonne Kline, 30, began studying for a Ph.D. in communications. She quickly racked up $138,000 in student loan debt. She still hasn’t finished her degree at the University of Southern Florida. And, while her doctoral dissertation is still pending, her loan payments start next month. Kline is looking for work in human resources, advertising or marketing. In the mean time, she makes ends meet by teaching community college classes in three different counties, and teaching a contortion class for pole dancers at Rock N Body Pole Studios in nearby Bradenton, Fla. For now, money worries loom above all else. “My loans are coming due this month and I am going to call them and hopefully get it deferred,” said Kline. “I am going to be paying that debt off for a very long time. That’s not dischargeable debt either — I can’t file bankruptcy and get rid of these loans.” Debt worries aside, many 20-somethings struggle to make a modest, living wage. Jeffrey Dalrymple, 26, of Westfield, N.J., took on a work-study job at Saint Peter’s College library while an undergrad, becoming a library assistant following his graduation in 2008. Working 32 hours a week at $16,000 a year, the job was seen as a stepping-stone toward an eventual career as a full-time librarian or museum curator. But unable to secure a better job, Dalrymple remains at Saint Peters — and without benefits, he’s barely scraping by. “I think a lot of people in my generation have it tough,” said Dalrymple . “We are entering into a workforce that is virtually dead. The economy is on the verge of collapse.” Explaining the situation to his parents’ generation is an entirely different challenge. Dalrymple can’t help but take their reaction personally: “My family sees that it’s my fault that I am in the predicament that I am in now.”

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Matthew Dakotah: Women In Power: The Race To Create Next-Gen Batteries

June 26, 2011

A special series profiling trailblazers in energy innovation and champions of the environment. See previous stories here . “In my family the expectation was that I would contribute,” says Ann Marie Sastry. “My dad was a huge inspiration to me. He was my hero. And the expectation was there from a very early age that, ‘Of course, I would do mathematics. Of course, I would be interested in science.’ That is a huge advantage–that expectation that you will not only be competent at the sciences and technology, but also that your aim is to make a difference.” One can only imagine how proud Sastry’s father must be. As President and CEO of Sakti3 –a promising next-generation battery startup backed by the likes of Khosla Ventures and G.M. Ventures –and Professor of Mechanical, Biomedical and Materials Science and Engineering at the University of Michigan, she has clearly embraced the lessons of her childhood. “Sakti is Sanskrit for power and three is from the atomic number of lithium and the three founders of the company,” Ann Marie explains. “But the name does comprise a bit of an homage to my father, who is from India and a math professor.” Not all girls grow up with such a powerful mentor and Ann Marie seems well aware of this. When asked about the underrepresentation of women in the STEM (science, technology, engineering, math) fields, she says, “We, as a culture, as an academic community, and as an industrial community need to make the opportunity clear to all groups.” But Sastry sees herself as “more of a glass-half-full kind of a guy.” There is “ample evidence of gender bias. That is incontrovertible,” she says. But at the same time we see young women being much more successful in both early and secondary, and graduate and post-graduate education than young men. And there are a number of studies that show that women’s assessment of their own performance is persistently lower than men’s. But the women’s assessment in carefully controlled sociological and psychological studies hues closer to the fact.” When asked what she takes away from those findings, Ann Marie replies, “Well, Women are right. My feeling is that realism is very helpful to women and girls as they go through a formalized educational program. Not being armed with over self-esteem is not always a bad thing. One thing I tell everybody that I work with–especially students–is that if you want to have high self-esteem, do something estimable. You can read yourself a mantra in front of the mirror every morning before you go to work, but that’s no substitute for going to work.” And if the observations of Sakti3′s founding investor are any indication, Sastry lives by her own words. In the fall of 2007, venture capitalist Samir Kaul –who leads one of the world’s largest clean technology investment funds at Khosla Ventures–traveled to Michigan. “Because my wife and I both went to [the University of] Michigan, I’m always on the lookout for technology out of Ann Arbor–they have terrific research,” he explains. “A number of different people pointed me towards Ann Marie as a shining star in battery technology.” After conducting the requisite due diligence, Samir swiftly placed his bet. “At Khosla, we look for big markets and special people and Ann Marie certainly qualifies in the category of special people,” he says. “We probably decided to invest within six weeks. She is very strong academically and has excellent business instincts–which is a rare breed. And she reaches out a lot for advice. She’s just as much a student as a teacher.” Kaul is also impressed by Sastry’s team-building skills: “She’s not afraid to hire really good people around her– Bob Kruse who ran the electric vehicle program at G.M. and [another] very senior manufacturing guy from Dow. She’s fiercely loyal and really goes to the mat for her folks.” When reflecting on her career, one of the first things Ann Marie emphasizes is the importance of collaboration. “I have been fortunate to have terrific collaborators over the years and sometimes I’m the math guy and the other person is the applications guy, and sometimes I’m the applications guy and I have to find a chemist or a materials scientist or a physicist to work with,” she says. “But what unites the teams that I’ve been privileged to lead is a shared mission to do with the ultimate aim of the project and that typically is a societal aim.” As for the work ahead, Sastry says the energy density of batteries must double “if we’re to have a serious impact on the market with electric vehicles.” That translates to twice the range, or “doubling the size of your electric gas tank.” She sees battery cells eventually being replaced by other technologies, but not for “decades to come.” But in the face of serious competition from a slew of other startups and more established players like A123 Systems and LG Chem , what gives Sakti3 a leg up? First: The company’s solid-state batteries just landed on the annual list of 10 emerging technologies predicted to have the greatest impact by MIT’s technology review. Second: “We started the company based on a series of rather detailed calculations to do with what was achievable in a next-generation battery. We thought battery cells should be designed with proper computational modeling. We’re very focused on disruptive technology,” Ann Marie explains. “The other thing we did was focus very hard on equipment that was scalable, because the bottom line is these battery cells need to be affordable. We’ll be sending prototypes to others this year and hope to bring it to scale within the next few years.” True to form, Ann Marie approaches the realities of entrepreneurship with blunt realism, but she clearly sees a path to success for her nascent company. “We may fail. That means that we’re taking appropriate risks. And as far as the competitors are concerned, I certainly hope they’re working as hard as we are,” she says. “I don’t mean that as a throw down. We’ve got huge numbers of people in the emerging economies that are going to join the middle class and they may adopt the internal combustion engine [instead of electric vehicles] unless the science and technology fields are working hard on energy storage. The markets are enormous and there is room for dozens and dozens of companies to fill the need.” And how will all of those people join the middle class? By having parents that set the same kind of expectations that Sastry’s father did. “When you look at the numbers of people going into technology fields globally, they dwarf our own numbers. In prior decades the United States had hegemony in math, science and technology,” she says. “It’s fading because other nations are becoming very savvy to the fact that people who offer unique capabilities in science and technology are in high demand, and, therefore, can command higher salaries and create a better way of life for their families.” At a Glance Hometown: Peoria, Illinois Education: B.S. in Mechanical Engineering, University of Delaware. M.S. and Ph.D. in Mechanical Engineering, Cornell University Professional Highlights: President and CEO, Sakti3. Arthur F. Thurnau Professor of Mechanical, Biomedical and Materials Science and Engineering at the University of Michigan. Advice for Young Women: “If you want to have high self-esteem, do something estimable. You can read yourself a mantra in front of the mirror every morning before you go to work, but that’s no substitute for going to work.”

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The Biggest Cities Running Out Of Government Workers

June 19, 2011

The drumbeat of negative economic news has continued at an alarming rate. For residents of some regions in the U.S., the noise is even louder. These are the areas where the already tottering recovery is faltering even more than most. Many, such as Detroit, were caught in the downturn of the auto industry. Others, including Miami, were decimated by the decline in the real estate market. These are weaknesses that are difficult though not impossible to overcome.

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Robert Lenzner: The Contagion of Write-Offs in Europe

June 19, 2011

There must be a contagion of write-offs, sooner or later. Take Greece for example; its 2 year notes are yielding over 29%, but the institutions holding that debt are still valuing the paper at 100 cents on the dollar. And that’s just Greece, a small nation on the eastern border of Europe. What about the debt of Ireland, Portugal and Spain, not to mention Italy, whose impeccable AA credit rating was just lowered a notch? We are talking about a contagion that Tyler Durden of Zero Hedge suggests is part of narrative in the new financial crisis drama entitled ” The Countdown to Sovereign Debt Write-offs Has Started .” Who, pray tell, has the exposure to the debt issued by the most troubled European nations? On December 14, 2010, Streettalk (that’s me), using a Bank of International Settlements report, discovered the humungous $1.5 trillion Greece, Ireland, Portugal and Spain owed to all European banks. Those 4 nations also owed $353 billion to US banks. Total owed: $1.853 trillion. Of this $1.853 trillion, some $668 billion was somehow related to derivative exposures (exactly how was not made clear enough for me in the BIS report.) Luckily for me, a Columbia University economist, Charles Calomiris, got in touch with some incredibly worrisome breakdown of the relationship of these loans to the GDPs of the nations extending the credit. French banks had lent 9% of France’s GDP to Spain; Dutch banks fully 16.4% of Holland’s GDP to Spain; and Portugal’s banks: 13% of Portugal’s GDP to Spain. German banks had lent 12% of the German GDP to Ireland and Spain British banking giants Barclays and HSBC had lent 9.4% of the UK GDP to Ireland and another 5.7% to Spain. The Greek contagion has already made insolvent the Greek banks, while 3 French banks may have their credit ratings reduced. As the securities of Portugal and Ireland decline in price and rise in apparent yield, it raises significantly the issue of marking to market the holders of Portuguese and Irish loans, which are also being carried at par. Contage another step to the sovereign debt of Spain and Italy, where yields are rising, and the premium cost for insuring against default gets higher every day. What happens if there is further weakness in Spanish real estate or trouble at the Italian banks, suggests Edward Harrison of the Credit Writedowns blog. You can see how the chain could continue from nation to nation, from bank system to bank system, from central bank to central bank. It makes me think of the rolling financial crisis that began with the meltdown of subprime mortgage backed bonds, moved to Alternative A mortgages, then to prime, and onto LBO loans, and money market funds — culminating in the end of Bear Stearns, Lehman Brothers and causing shotgun marriages of Wachovia, Merrill Lynch and the massive bailout of AIG. What then happens to the fragile US banks that either own $350 billion European sovereign debt, or purchased credit default swaps to protect themselves. How will all this transatlantic web of relationships be resolved, unwound, stabilized? I’m exhausted just writing

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PHOTOS: 10 Careers Derailed By A Tweet

June 16, 2011

These days, you have to be extra careful what you say on social networks. A single message could jeopardize your career in an instant. Many have been fired over Twitter and canned over Facebook , but only a select few make the high-profile list below, sending hugely controversial tweets that put their careers in disarray. Of course the latest major Twitter debacle has involved Anthony Weiner . But AOL Jobs reports he’s far from the first to misfire a tweet and face an unstable career as a result. [Weiner's] congressional sabbatical may very well culminate in his departure from Congress. This is America, and at 46 years old, Weiner still has a future as something. But as the most famous Twitter casualty to date, his experience reinforces the lesson that all tweets might as well be seen by your boss. In his case, that’s the American people, and public opinion. Here are 10 notable cases in which a career was severely damaged by a tweet. (Of course, Twitter can be used the opposite way too .) Each of these mishaps could have been avoided had the tweet deliverer simply avoided hitting “send” on such a public forum – Twitter .

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The Elusiveness Of Presidential Pardons

June 3, 2011

A 1975 felony conviction and three-year prison stint ended Randy Eugene Dyer’s career as a bad guy who imported drugs from Mexico and started his career as a God-fearing family man who ministers to prisoners. In 2004, after nearly 30 years jailhouse preaching, Dyer applied for a presidential pardon via the Office of the Pardon Attorney with much help from his wife, Karla Dyer. The application took them most of the year, she said, as they gathered more than 100 affidavits from business associates and friends who could speak to Dyer’s good character. Collecting the affidavits, plus gathering info on every place they’d lived since the 1970s and every job he’d had, amounted to hundreds of hours of work. On May 20, it paid off off: President Barack Obama pardoned Dyer, forgiving him for his bad deeds. “I think it’s a great honor,” Dyer told HuffPost. “We know Jesus Christ forgave us, but sometimes society has a lot of difficulty forgiving people for the things they’ve done.” American presidents have found it increasingly difficult to forgive felons. Over the past century, acts of executive clemency have dwindled, with President Obama on track to be among the stingiest presidents in history. So far, Obama’s granted just 17 pardons. In May, the president denied 791 pardon requests and 1,947 sentence commutation requests, giving no explanation for his decisions. Obama has rejected at total of 3,976 requests for forgiveness. George W. Bush wasn’t any more generous after two years in office, but he also hadn’t denied as many petitions as Obama. Over eight years in office, Bush handed out 189 pardons and 11 commutations. P.S. Ruckman, a professor of political science and pardon expert at Rock Valley College in Rockford, Ill., said the lack of pardons is a shame. “In an era of booming federal prison populations, mandatory minimum sentences, three-strikes laws, the growth of the ‘nanny state’ and over-criminalization, the need for regular use of the pardon power is greater than ever,” Ruckman said. “Amazingly, the most popular explanation for scarce use of the power — that controversial pardons expend tremendous political capital — is altogether flimsy. The typical pardon simply restores the civil rights of an unknown, average person who has committed an offense and served their time a long, long time ago.” Obama pardoned seven others besides Dyer in May. Among them was Mike Neal of Palm Coast, Fla., who said he spent six months in a federal prison camp in the early 1990s for the “manufacture, assembly, modification and distribution of equipment for unauthorized decryption of satellite cable programming.” Neal ran a company called T&M Communications in Virginia that de-scrambled satellite signals, he said, even though he knew it might be against the law. A 1991 story in Communications Daily reported that Neal and his business partner realized more than $900,000 in illegal proceeds from their business. The FBI had to figure out what to do with the 3,000 people who’d purchased illegal decoders after Neal and his partner were arrested, the article said. Neal told HuffPost he pursued the pardon in 2007 because he’d changed since the early ’90s — he was only 26 years old when he was arrested. Neil is proud of the way the pardon reflects that change. “When I was young I could care less about voting, about holding public office,” he said. “But later on in life when you grow up, you get married, you have kids, you want to be able to make a change in society. But you can’t do it? Man, that really affects you. You run for office of any sort -– you can’t do it? Back when you’re a kid that didn’t matter.” Neal, now 46, said he recruited three people to sign affidavits on his behalf, which is all that the pardon application requires. Each person provides a few lines to describe his or her relationship with the petitioner, whom the signer affirms “has behaved since the conviction in a moral and law-abiding manner.” Neal said he handled the application himself. Marveling at the number of applications rejected, Neal asked, “What made me stand out? Was it the luck of the draw? The Justice Department looked at these and said, ‘This one looks good,’” he said. “My lucky day, I guess.” Dan Levitz of Angola, Ind., and Edwin Alan North of Wolcottville, Ind., both received pardons after being sentenced in 1980 to probation for felonies relating to the sale of a machine gun. North had sent it home from the Vietnam War as a souvenir, according to the pair’s lawyers, Jackie Bennett and Jayna Cacioppo of Taft Stettinius & Hollister LLP, who represented them pro bono. North traded the gun to Levitz, and Levitz told HuffPost that he sold it almost immediately. “I was told it was illegal to have it so I got rid of it,” he said. The gun apparently wound up in the wrong hands: Years later, Levitz said, federal authorities traced it back to Levitz, North, and a third friend, all of whom were arrested and charged with felonies. Attorney Bennett said a strength of Levitz’s and North’s 2006 pardon applications was a transcript from their sentencing hearing that strongly suggested the judge didn’t think the government should have pursued the case so aggressively. “The judge thought this was not the case that should have been brought,” he said. “I think that fact was one of the most compelling aspects of their pardon application.” Another boost came from former Rep. Mark Souder (R-Ind.), who sent a letter supporting the applications after the lawyers brought it to his attention, Bennett said. “I feel like I was very lucky that [President Obama] looked at it,” said the 59-year-old Levitz. As for his felony record, he said, “Other than I couldn’t hunt with my sons with cartridge guns, it really didn’t have no effect.” Yet Levitz said that he’s still “really relieved” to have been pardoned and that he’s looking forward to now going hunting with his sons and grandkids. “I’m sure that those who were pardoned are all deserving, but it isn’t clear to me what distinguishes them from many hundreds of others who applied and were turned down,” said Margaret Love, a U.S. pardon attorney from 1990 to 1997 who now represents clients seeking clemency. Though it may be difficult to distinguish pardon winners and losers, there is a pattern to who gets pardons these days, P.S. Ruckman said. Drug offenders have been regulars among the pardoned for the past 30 years. And for the past 50 years, it’s been unlikely for presidents to commute prison sentences, he said. “And the people who are pardoned are typically people who were sentenced a really long time ago,” Ruckman said. “People who are suffering right now are not getting pardons. People whose previous convictions are causing them the most inconvenience — the ones who could benefit the most — are the ones least likely to get it.” Another trend, Ruckman said, is pardons for minor offenses. He cited the December pardons for “mutilation of coins” in 1963 and the guy who’d been busted for stealing plywood and nails from a construction site. The president’s pattern of pardons, Ruckman said, has been identical to that of George W. Bush. “I don’t think you could point to a single thing about Obama that suggests he’s doing different in any way.” One man who had his pardon request denied by Obama in 2009 said it was “devastating” when he found out. “There’s a whole way of life I cannot participate in, and there’s no mechanism for me to get my rights back,” said the New York resident, who spoke on condition of anonymity because he wants to re-file his pardon request eventually. In 2000, he was sentenced to four years of probation and slapped with a $5,000 fine for mail fraud and conspiracy after being accused of inflating the cost of a building renovation contract with a local government agency. Since serving the probation and paying the fine, the man said his life has changed for the worse. Some real estate investors won’t deal with him, he says, and he can’t go hunting like he used to. “I’m affected in business, I’m affected socially, and mostly, I love my country as I love my family, and it is so insulting for me,” he said. “As it stands now, I’m going to die as a convicted felon.” HuffPost readers: Denied clemency by a president? Tell us about it — email arthur@huffingtonpost.com . Please include your phone number if you’re willing to do an interview.

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Angela Haines: Girl Tech Inventors and Mentors!

June 2, 2011

HailNYC Team , credit C. Colon One night in May, the premises of AOL in downtown NYC vibrated with the chatty energy and nerves of 47 teenage girls from 17 local high schools getting ready to pitch their newly created apps to a group of four judges from the worlds of both technology and venture capital. The Technovation Challenge pitch night, the first on the East Coast, was the culmination of a nine week program, matching high school girls with high tech mentors from local industry and universities to create mobile phone app prototypes using Google’s App Inventor for Android. The teams met weekly for three hour sessions at Google ‘s New York offices. Early support for the program came from the U.S. Office of Naval Research seeking solutions to a crisis in recruiting sufficient tech savvy professionals. The winning team created a product called HailNYC to help both passengers and drivers find each other efficiently, so they can both navigate the city at a safer and faster rate. Both drivers and passengers open maps on their apps; passengers request a driver at a specific location which alerts drivers who consult maps with dots indicating locations of waiting passengers. Drivers then notify passengers that they are on the way. One member of the winning team, Sharnice Ottley, a senior at Boys and Girls High School, says the idea occurred to the team when they brainstormed the problems of getting around New York City. While Sharnice “jumped at the chance” to participate in the program, the process “really got our brains churning and showed us how to design our app. I learned, for example, that to make the graphics we had envisioned, we had to do a lot of math. This wasn’t the kind of chalk and talk education I am used to; besides creating technology, we had to do marketing research so we could come up with a good business plan.” Team mentor Tamar Shinar, a postdoctorate fellow at NYU’s Courant Institute , says that what surprised her was her team’s deep engagement in a process which was so different from their more passive, routine school work. She observes, “They showed an amazing amount of persistence and patience for three months to get to the end line.” Their victory gave all members of the winning team an Android Tablet, donated by Dell, along with an all-expense-paid trip to San Francisco a week later to participate in the national Technovation Challenge where they placed third, competing against five other wining teams. Technovation Challenge Founder, Anuranjita Tewary, currently a senior data scientist at Linked In , started the program two years ago after spending a weekend with a program called Startup Weekend which paired professionals for an intense weekend of bringing an idea to launch with a prototype. Despite her math and physics degree from MIT and a PhD in applied physics from Stanford, followed by good jobs at Microsoft and Ad Mob, Anu remained a successful scientist who had never considered she could start, or become CEO of, a company. The Startup Weekend, she says, “made me think if I had had this experience early on, my outlook on life would have been as different as I pursued my career.” So she left her job to develop the Technovation Program for underprivileged girls around the Bay Area, relying heavily on her network to bring in mentors, instructors and coaches for the girls. “I wanted to show these girls not to use computer science only as a tool, but to learn to program so they can create products that become tools.” Because she had little experience in the nonprofit world, Anu folded her program into Iridescent Learning , a nonprofit educational organization in Los Angeles founded by Tara Chklovski, an aerospace engineer and former school principal. Currently, Iridescent stimulates interest in science, technology, engineering and mathematics (STEM) for about 8,000 underprivileged students and their families with a number of programs, including Summer Engineering Boot Camp, Family Science Program and Science Studios in Los Angeles and New York. In her opening remarks at Pitch Night NYC, current executive director of Irisdescent , New York, Erika Allison, formerly a Dow engineer who has initiated several engineering programs for high school girls, told the assembled girls and their families that because there is a critical shortage of women in technology, the goal of the Challenge is to inspire girls to see themselves not just as users but as inventors and designers of technology. After the event, Erika admits, “I was completely blown away by all that these 47 girls mastered in just 12 weeks, along with the level of detail in both their apps and their business plans, including market research.” Another New York Technovation mentor, Vanessa Hurst, a database engineer for Paperless Post which provides customized formal invitations online, says since her days as a computer science major at the University of Virginia, she has been aware of the underrepresentation of women in computer science. Working with Technovation to develop an app that allows people to monitor their personal recycling habits, Vanessa was amazed “at how capable the girls were, but then how easily they got caught up in the tango of timidity so that no one wanted to step up, even when she had a great idea because she didn’t want to take the credit.” Vanessa continues, “Besides teaching the girls technical skills like programming and product design, the Challenge also provided a psychological journey for the girls to believe they can do anything.” For more on women entrepreneurs, visit www.wStartup.com .

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Caroline Dowd-Higgins: Does Your Career Zig or Zag?

June 2, 2011

My father spent his entire career with one organization and 45+ years working his way up the ladder of the competitive banking and finance industry. While he enjoyed multiple retirement parties and was given the proverbial gold watch upon his self-determined exit from the workforce, he represents a generation of professionals that are becoming extinct. In 2011, it’s not so much that people have changed their professional values but that organizations don’t honor the long-term employee as they did in years past. The “grow talent from within” philosophy can still be found in some of the corporate giants like Proctor & Gamble and DuPont but today organizations are also embracing the new industry zig-zaggers . These individuals have multiple companies represented on their resumes and work for brief stints, then move on. What they bring to the table is innovation, an ability to be flexible and embrace change, and a fresh approach to solving problems with creative solutions. Recruiters and hiring managers are now welcoming the new industry zig-zaggers because these professionals know their unique value-add in the workplace. They bring with them a breath of fresh air and often the industry tricks-of-the-trade from competitor organizations. Many zig-zaggers have made conscious career transitions because they find change stimulating, while others have had to showcase their resiliency in an unmerciful job market and needed to reinvent quickly. It used to be that having short stints at multiple companies was a red flag when applying for a new position. Times have changed and these candidates can market themselves wisely as desirable hires if they don’t present as an immediate flight risk. Here are some things to consider if you are a conscious zig-zagger , or someone trying to make a fresh start in this unpredictable job economy. Showcase Your Value-Add . Every employer wants to know what they will get as a return on their investment if they hire you. Be prepared to clearly define what you bring to the table. Develop your 30/60/90 day plan and systematically outline your strategy for success in the organization. Be well prepared and know what the company needs before your interview. Illustrate Your Flexibility, Innovation, and Ability to Handle Change . These are the most highly sought after competencies as reported by head hunters and recruiters these days. The company can train you for additional skills but you must be a good cultural fit and be ready to handle whatever comes your way. The only consistent thing about this career world is that it will continue to change quickly. Zig-zaggers should demonstrate how they bounced back after a set-back and handle uncertainty with an open mind and a positive attitude during the new job interview. Often new leaders are born when they step up to the plate and accept organizational change without complaining. Here’s where a zig-zagger can have an edge. Know the Value of Transferable Skills in Career Reinvention . Many zig-zaggers have reinvented their careers in entirely different industries. Be firmly in control of your own marketing message to help others understand the value of your transferable skills. Be ready to give examples and consider this when selecting your references that will be called if you are a final candidate. They too should be able to speak to the power of your transferable skills. Long Term Career Plan . Some professionals became zig-zaggers beyond their control, and others have opted for short-term assignments to consciously grow their careers when they hit the glass ceiling. In many companies, moving up and out is the only opportunity for promotion and career growth. Any hiring manager worth their salt is going to probe into your long-term career plan. If you value security and longevity in an organization, don’t be shy about saying so, especially if this is also a company value. But be aware that organizations want you around long enough so that you become profitable to them after the initial training and orientation period. If you are a perpetual zig-zagger you will need to choose organizations that embrace your constant momentum and have a shorter value-add period for their pay back. Since a lifelong career path in a single organization is going by the way of the dinosaur, you must be in control of your own career destiny. Don’t assume your boss is looking out for your career future. Consider where you want to be in five-year increments and develop a plan to get yourself there. If upward mobility requires a bit of zig-zagging , you will not be ostracized as long as you can definitively show your value to a company and a sincere interest in working at the organization. Whether you zig or zag — your career destiny is in your hands! Caroline Dowd-Higgins authored the book This Is Not the Career I Ordered and maintains the career reinvention blog of the same name ( www.carolinedowdhiggins.com ) She is also the Director of Career & Professional Development at Indiana University Maurer School of Law.

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Inder Sidhu: Decisions, Decisions: How to Make Them Better and More Impactful

June 2, 2011

Brown shoes or black? This destination or that one? More risk or greater security? Every day, I make a lot of decisions, some big, some small. Naturally, I am always on the lookout for ways to improve decision-making. Regular readers know I’m not a fan of boiling difficult choices down to this or that. Whenever possible, I believe its better to take on two seemingly divergent things simultaneously. Disruptive or sustaining innovation? Tuning or transforming? More often than not, the benefits of doing both outweigh the extra effort that it requires. In fact, taking on two different things creates a multiplier effect in which one successfully executed decision can benefit another, and vice versa. But what about instances when doing both is not an option? You can’t go to two places at once, for example, or hire two candidates to fill a single position. For moments like these — as well as times when you commit to doing both — there are things you can do to improve the quality of decisions you make. Here are three suggestions. Make definitive choices : The key to any decision, researchers have found, is making it decisively . A recent article for Fast Company highlights why. When you keep your options open, you deny yourself the benefits of what our “psychological immune system” can provide. It protects us in the aftermath of a difficult decision by reducing our inclination to second guess ourselves. Once you commit to a decision to pursue one objective — or even two, the mind actively works to alleviate your stress by helping you move on to other matters. But it only works if you make a definitive decision. If you take a position on a fence instead, you’ll distract yourself with doubts over whether or not you chose wisely. As every good leader knows, you can’t get far in business sitting on a fence. Get in touch with yourself : Writer David Brooks of the New York Times has a new book out, entitled The Social Animal . In it, he examines why people with superb social skills often wind up in leadership positions. Their high emotional quotients, he believes, help them better connect with people, leading to professional advancement. But only a fraction of emotionally gifted people lead effectively. Why? Brooks believes the answer is because we are taught to discount our emotions when it comes to decision-making. This, he believes, is nuts, and leads many otherwise talented people to make poor choices. If you’re not convinced, then try a little test the next time you face a tough decision. Chances are you’ll stew over which option is better based on its pros and cons. Instead of debating endlessly with yourself, flip a coin, Brooks suggests. Don’t go by what the outcome dictates, but rather your reaction to it. If your gut says “make it two of out three,” then you know what you truly want. Effective leaders understand the value of human emotion and consider them when making difficult decisions. Stand by your convictions : When he was a young man, jazz leader Wynton Marsalis told his father Ellis that he decided to follow in his footsteps and pursue music as a profession. But the younger Marsalis was worried about the hardships of late nights and deprivations of low pay. So he asked his father if he should form a backup plan in case he failed. No, said the elder Marsalis . “The only advice I can give you is don’t have anything to fall back on … If you have something to fall back on, you gonna fall back.” The point of the story? Unwavering commitment, the kind that comes from having no other option, can often spell the difference between success and failure. NASA’s mission control specialists understand this. So do entrepreneurs like Mark Zuckerberg and others who have stared down defeat. When faced with adversity, they don’t give up quickly and switch to another option. Instead, they rely on their passion and will to carry them through. So what about you: Do you make definitive choices? Are you in touch with your emotions or prepared to stand by your convictions? If so, then you’re on your way to being an effective leader. If not, then consider the preceding advice. Not all of it will work in every situation, but it will serve you well just the same. As I have learned over the years, better decisions lead to better outcomes. Wouldn’t your organization — and your career — benefit from more of these? Inder Sidhu is the Senior Vice President of Strategy & Planning for Worldwide Operations at Cisco , and the author of Doing Both: Capturing Today’s Profits and Driving Tomorrow’s Growth . Author proceeds from sales of Doing Both go to charity. Follow Inder on Twitter at @indersidhu .

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White House Issues Rules On For-Profit Colleges

June 2, 2011

The Obama administration on Thursday issued a series of highly anticipated regulations aimed at cracking down on for-profit colleges and other career training programs that leave students saddled with unmanageable debts and contribute to an unequal share of federal student loan defaults. The final rules issued by the Department of Education, however, are significantly less stringent than a draft version released last year, giving college programs an additional three years to come in line before possibly losing access to lucrative federal student aid dollars. The changes come after an unprecedented lobbying and campaign finance offensive over the past year by the for-profit college industry, which derives a vast majority of revenues from federal student loan and grant programs and has sought to protect that income by gaining influence in Washington. Education Secretary Arne Duncan said the changes came after discussion with “lots and lots of different folks,” not just the industry, and he pointed out that the colleges were not unanimous in their suggestions for changes. “What we really wanted to do was give people a chance to reform … this was not about ‘gotcha,’” Duncan said. “We tried to be very thoughtful, very reasonable and give people every opportunity to succeed, but be very clear where we wouldn’t permit ongoing failure.” The rules have been in the making for nearly two years, amid evidence that students at for-profit institutions default on federal loans at a significantly higher rate and pay higher tuition than their counterparts at public universities, despite for-profit schools devoting significantly less money toward instruction. The rules were derived as a way to bring accountability to the federal student aid system and to protect students from unscrupulous programs that sought only their federally subsidized tuition. “The for-profit education sector business model invokes much of the same characteristics of what happened with subprime housing and securitization, namely that the schools can capture all of the upside of increased volume while shifting all of the downside risk somewhere else,” said Gene Sperling, director of the National Economic Council. “In this case, that somewhere else is to students and taxpayers.” Specifically, the rules will measure student outcomes at such programs in two ways: whether students repay at least a portion of their student loans and whether a graduate has an excessive debt burden compared to his or her income. Department of Education slide In order to be disqualified from the student loan program, more than 65 percent of students would have to be delinquent in repaying their loans, and graduates would need to have loan debts that comprise more than 30 percent of their discretionary income, or more than 12 percent of their total earnings. A program would have to fail each of those three metrics in three out of four years in order to completely lose eligibility for federal student aid, as opposed to potentially losing eligibility after one year under the draft rules from last year. That means programs cannot be disqualified from receiving federal student aid until 2015, as opposed to 2012 under the draft rules. Groups that have criticized for-profit colleges expressed disappointment that the rules did not go far enough in protecting students from harmful programs, but said the reform will still address some of the worst abuses in the industry. “I think it means that more bad programs that don’t serve students well will continue, but that many bad programs will be put out of business, or be forced to reform,” said David Halperin, a senior vice president at the Center for American Progress who directs the group’s Campus Progress arm. “It would have been better if the rule was stronger or kicked in sooner, but nevertheless I think over time, hundreds of thousands if not millions of students will be protected because this rule was issued.” Sen. Tom Harkin (D-Iowa), who has led a series of hearings probing abuses in the industry, called the regulations “a modest and important first step to protect students and taxpayers from subprime academic programs that have a demonstrated track record of failure.” Groups representing the for-profit college industry largely reserved judgment on the rule. Harris Miller, president and chief executive of the Association of Private Sector Colleges and Universities, said it appeared that the Department of Education listened to concerns they had raised. But he said his group will bring on a third-party researcher to study the potential effects of the rule on students. Miller’s group has sued the Department of Education over a series of other for-profit regulations relating to compensation of recruiters and misrepresentation of a program’s benefits. “The bottom line is not whether the department makes changes or not, but what are the impacts of those changes to student access to higher education?” Miller said. He did not say whether the group would file a lawsuit over this set of regulations. Lanny Davis, a former special counsel to President Clinton who has lobbied against the regulations for for-profit colleges, noted that “there appears to have been some second thoughts” by the administration. Davis now lobbies for the National Black Chamber of Commerce, which has argued that the rules would restrict access to minority students who attend such institutions in greater numbers than in other sectors of higher education. “We hope we can continue to see some changes in what is essentially a targeted regulation that has a disparate impact on low-income and vulnerable students,” Davis said. For-profit schools and their lobbying groups engaged in a vicious fight over the past year, accusing the Department of Education of coming up with the rules as part of a conspiracy with Wall Street short sellers, based on e-mails and a handful of meetings where Department officials viewed presentations. The Department of Education’s Inspector General disclosed at a hearing in March that she is investigating any potential improper communications, after Sens. Tom Coburn (R-Okla.) and Richard Burr (R-N.C.) brought up the matter last fall. The industry also publicly attacked the Government Accountability Office, Congress’ investigative arm, over a series of corrections made to an undercover report that found widespread abuse and deception among recruiters at for-profit schools. The industry spent more than $8.1 million on lobbying in 2010, more than doubling spending of $3.3 million from the year before. In addition to increased government regulation, the industry is facing a joint probe by attorneys general in at least 10 states, and the Justice Department has intervened in a lawsuit filed against Education Management Corp., a Pittsburgh corporation that owns numerous colleges across the country. The original draft of the rules would have restricted growth at certain programs that failed loan repayment and debt burden measurements. The rules released Thursday require schools that fail to meet all standards to provide disclosures to students. For example, although it takes three years of failure for a program to be ineligible for student loans, after one year of failure a school must tell students how the program failed to meet the regulation. And the school is required to give students a three-day waiting period before they are able to enroll. After two years of failing to meet standards, a school must warn students that they may be unable to afford their debts and explain transfer options. The regulations apply to individual degree programs, not entire schools. Although the rules are expected to have the most impact on for-profit colleges, there are more than three times as many public and non-profit vocational programs also subject to the new regulations.

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Dorie Clark: Five Ways to Make Your Team More Productive

June 1, 2011

You know the saying: If you want to get something done, ask a busy person. That applies — and then some — to Eric Schadt, an innovative scientist recently hailed by Esquire as “the biggest thinker in biology,” and who gained international fame for his work last fall in rapidly sequencing the cholera strain ravaging Haiti (he moved so fast, a mere four weeks after he received the sample, the New England Journal of Medicine published his results). And that’s not the only productivity feat for Schadt (whom I came to know because he’s related to my girlfriend). Last year alone, Schadt published 35 peer-reviewed scientific papers; he gives at least 40 speeches per year and is invited to present at hundreds more. So how does he do it? Here are Schadt’s five leadership and productivity tips. 1. Delegate relentlessly . There’s simply no way for one human being to devise, conduct and write up 35 simultaneous research projects. To maintain his output, Schadt relies on a talented team of scientists with whom he collaborates. His mantra? If someone else can do it, and he trusts them — delegate. 2. Be willing to place your bets . There are no guarantees in science. You could spend months on an experiment, only to see it fail. But you can’t choose your projects — or your hypotheses — timidly. Be a bold thinker, place your bets and be willing to change your mind if they don’t pan out. 3. Build a team of team players . Just like in basketball, a team of scientists doesn’t get very far if there are prima donnas hogging the spotlight. During the hiring process and when checking references, work hard to ensure you’re tapping people who believe in advancing the mission, not just their own careers. 4. Help your team advance . This is the counterpoint to #3 — you’ll never be able to retain even the most altruistic types if they don’t believe their career is moving forward. Look out for your best staffers and reward them with opportunities to publish, speak and grow their visibility and professional profile. 5. Sell the vision . Says Schadt, “Never tell someone to do something until you explain why it matters.” It’s easy to sell staffers on the value of eradicating disease and improving human health, of course, but it also applies to any business. Providing context ensures everyone feels like part of the team and understands that even unpleasant tasks advance the mission — whether it’s interns making photocopies (so journalists can have the press kits they need to write about the company’s new breakthrough) or frontline staff handling customer complaints (because solving a problem early could mean turning a loud adversary into a dedicated fan). What are your secrets for cultivating and leading a productive team? Dorie Clark is a strategy consultant who has worked with clients including Google, Yale University, and the National Park Service. Listen to her podcasts or follow her on Twitter .

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Peregrine Appoints Jeffrey Masten as Vice President, Quality as Company Advances Phase II Clinical Programs

May 31, 2011

Head of Quality Assurance (QA) for Two Genentech Manufacturing Sites During 30-Year Career in QA, Regulatory Affairs

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HFF Washington, D.C. hires Susan Carras as senior managing director

May 24, 2011

WASHINGTON, D.C. – HFF announced today that Susan Carras (top right photo) has joined the firm as a senior managing director in its Washington, D.C. office. Ms. Carras will be in charge of the local debt placement team and will co-head the Washington, D.C. office alongside Stephen Conley.   She has more than 30 years of experience in commercial real estate. Prior to joining HFF, Ms. Carras was a senior managing director in Cushman & Wakefield Sonnenblick Goldman’s Capital Markets Group.   Prior to that, she worked at StonebridgeCarras, Sonnenblick-Goldman and First National Bank of Chicago.   Ms. Carras began her career at Chase Manhattan Bank where she was a lending officer in the real estate finance division.   She graduated magna cum laude from Lafayette College and is involved with Urban Land Institute, Greater Washington Commercial Association of Realtors and the Board of Trustees for Lafayette College and McLean School of Maryland. “HFF is honored to have an experienced professional such as Susan join our team.   As co-head, she will play an integral role in the day-to-day operations of the D.C. office and be instrumental in securing new business and closing debt and structured finance transactions,” said Stephen Conley (lower left photo) , co-head and executive managing director in HFF’s Washington, D.C. office. Contacts:       Stephen C. Conley, HFF Executive Managing Director,   (202) 533-2500                                                                                                                           sconley@hfflp.com Kristen M. Murphy, HFF Associate Director, Marketing, (713) 852-3500                      krmurphy@hfflp.com

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Partners, Not Adversaries: The Federal Reserve’s Role In The Financial Collapse

May 24, 2011

This is an adaptation from “Reckless Endangerment”, an exploration of the origins of the recent financial crisis, by Gretchen Morgenson and Joshua Rosner. The book will be published today by Times Books. This excerpt examines the cozy relationship between Alan Greenspan’s Federal Reserve and the banks the Fed was charged with regulating. This is the second of three excerpts . To regulators at the Federal Reserve Board , the financial crisis of 1998 and the collapse of the giant hedge fund Long-Term Capital Management had been an undeniably terrifying event. Officials at the prestigious New York Fed knew how extraordinary it had been for them to help the hedge fund; they were sensitive to the fact that they had aided in a speculator’s rescue and worked hard to downplay their role. In the months and years after the rescue, many Fed officials spoke publicly of the lessons to be learned from the disaster. Chief among them were the dangers of increasingly interconnected world markets and economies and the threats of institutions that had grown so large that their failures could imperil the entire financial system. “It was a humbling and enlightening experience for us all,” said Roger Ferguson , a member of the Board of Governors of the Federal Reserve, in a 1998 speech touching on the Long-Term Capital rescue. “It should cause all of us to reassess our practices and our views about the underlying nature of market risks.” But this advice appears to have been for public consumption only because it went unheeded, especially within Ferguson’s own organization. Indeed, the Fed seemed to have conducted precious little soul-searching as the 1998 crisis receded into the mists of investors’ memories. One big reason everyone felt they could move on from the LTCM mess was the stupendous performance of the stock market, especially the technology sector. It is an investing truth that rising markets create complacency and in late 1998, with the Dow Jones Industrial Average marching inexorably to the never-before-scaled 10,000 level, investors were especially unfazed. The index of 30 industrial stocks had started off the 1990s at 2,753, but in March 1999 it closed above 10,000 for the first time. It was a bubble that would create tens of billions in losses and considerable angst when it popped in 2000. But while the good times were rolling, top financial regulators like Alan Greenspan exulted over the wonders of technological advancements. Although it was obvious to many that the technology stock mania would end badly, Greenspan and his colleagues at the Fed refused to tamp down the euphoria. They could have raised margin requirements, for example, increasing the amount of their own money investors had to put up to buy stock using borrowed funds. Even as they ignored the stock market bubble, these very regulators were laying the groundwork for a subsequent, far more virulent mania in the credit markets — which helped finance, among other things, mortgages and home ownership. Regulators did this by siding with the banks that wanted to loosen the capital strings that bound them, too tightly they thought, in this brave new world. Unfettered capitalism coupled with the ownership society— where individuals were invited to participate in the wealth creation engine of the financial markets— had become a potent combination. It had produced riches for corporate executives and considerable wealth for individuals, and had replaced federal deficits with an unheard-of government surplus, generated largely from taxes paid by investors on their market gains. The belief that the free market could police itself better than any government regulator had already taken hold. So, even as Ferguson and other Federal Reserve officials paid lip service to the important lessons of the 1998 crisis, their actions showed that they ignored those lessons. Instead of heightening the scrutiny of risky practices among the big banks they oversaw, the Fed backed these institutions’ desires to reduce capital requirements and increase their leverage and profits. Instead of reining in financial institutions in areas that could result in losses, Fed officials loosened them. In other words, the Fed was busy becoming a pushover, not a policeman. “It was explicit in those years, if you worked inside the Fed, that you were partners with the banks,” said a former Fed official. “You were not adversaries.” One of the banks’ crucial partners at the Fed, albeit behind the scenes, was Ferguson, the vice chairman. From 1997, when he joined the Federal Reserve as a governor, until he resigned to return to the private sector in 2006, Ferguson was a strong advocate for the banks among global financial regulators. President Clinton appointed Ferguson vice chairman of the Fed in 1999. He began his career as a lawyer at Davis, Polk & Wardwell, advising some of the nation’s largest banks on mergers and acquisitions, initial public offerings, and syndicated loans. Davis, Polk was closely linked to the Fed; years later, during the financial maelstrom of 2008, the firm would advise the New York Fed on its various bailouts. Ferguson was also the Fed’s point man on the Basel Committee, the group of central bankers and international financial regulators that met regularly to discuss and hammer out international banking standards. And according to those who interacted with Ferguson in this capacity, he consistently pushed for rule changes requested by the nation’s largest banks and that were beneficial to them. In 1998, when the Fed governors voted 5-0 to approve the mega-merger of Citibank and Travelers , Ferguson abstained. His wife, Annette Nazareth , was a managing director at Smith Barney, a Travelers unit, when the application was being considered. In a speech in October 1999 to the Bond Market Association in New York City, Ferguson outlined his preference for less, not more, regulation. “Heavier supervision and regulation of banks and other financial firms is not a solution, despite the size of some institutions today and their potential for contributing to systemic risk,” he said. “Increased oversight can undermine market discipline and contribute to moral hazard. Less reliance on governments and more on market forces is the key to preparing the financial system for the next millennium.” A belief had arisen during the late 1990s that bankers had so improved their risk-management and loss-prediction techniques that regulators could rely on the banks to decide how much extra funding they needed to keep in their coffers in case of a financial downturn — a surplus guided by regulatory measurements known as “capital standards.” Not everyone agreed that it was prudent to rely on the banks themselves for guidance — certainly the FDIC rejected the notion. But the Fed was among those regulators who were more than willing to put the bankers in the driver’s seat. Others were the Office of Thrift Supervision , which oversaw savings banks, and the Comptroller of the Currency , which scrutinized large national banks. Executives at the big banks knew that their profits would be bolstered if they could reduce the amount of money regulators required them to set aside for problem loans. Smaller set-asides meant more money to be deployed in lending or purchases of income- producing securities. Banks also recognized that higher profits meant loftier executive pay. But reducing capital requirements would also leave the banks in a more perilous position if their loans and investments went bad. And thanks to the elimination of Glass-Steagall , banks were now allowed to extend and expand their operations almost without limit. Such expansion increased the likelihood of losses in the years ahead. The Fed bought into the banks’ argument that because losses and bank failures had been rare during the mid-to-late ’90s, this was evidence that these institutions had become better at managing their risk taking. Top Fed officials ignored one of the most basic lessons in economics — that even though the sun may be shining today, you should set aside money for the inevitable rainstorm. Others, such as Chairman Greenspan, seemed to have consciously decided that because it rained so infrequently, it wasn’t worth discussing such an outcome. In a 2000 speech, he said: “We have chosen capital standards that by any stretch of the imagination cannot protect against all potential adverse loss outcomes. There is implicit in this exercise the admission that, in certain episodes, problems at commercial banks and other financial institutions, when their risk-management systems prove inadequate, will be handled by central banks.” In a May 2002 speech in Lexington, Va., Ferguson weighed in: “Any regulatory capital standard must, of course, require banks to hold an amount of capital sufficient to get them through, not the worst imaginable, but nevertheless rough times. Competition within the industry and among banking systems of different countries often presses for less. Such pressures must be resisted.” But internally, at meetings in which the new standards were discussed among regulators and market participants, granting the banks’ wishes seemed to be the Fed’s priority, according to a regular attendee. The Fed concluded that regulators could use banks’ own risk metrics to devise capital requirements because the regulator started from the position that these institutions had learned to estimate losses more reliably than they had in the past. To some outside the Fed, relying on banks’ figures represented, at best, a delegation of an important oversight task and, at worst, a dereliction of duty. “They were going to the industry to get a lot of the data,” the fellow regulator said. “They were calibrating their formulas off the banks’ data. The Fed would have been hard-pressed to even come up with the estimates because only the banks really had the data.” Some regulators argued that instead of relying on banks’ estimates of future losses, a better approach would be to determine capital requirements using actual losses that the banks had experienced in the 1980s and 1990s. Applying those real and painful losses to the equation, officials at the FDIC concluded that the new capital requirements left little room for error if banks experienced losses outside their own estimates. “The Fed’s worldview was dominated by the big banks,” the fellow regulator said. “If you look back at all the things that were done, all the rulemaking was in the same direction — that the banks knew what they were doing and we needed to rely more on their internal systems.” This view came through loud and clear in meetings at the New York Fed’s wood-paneled boardroom where regulators and the big banks discussed the new capital requirements. According to a regulatory official who attended these meetings, the message transmitted to the banks was to fear not, the Fed was on their side. “At one of the first meetings I went to,” this official said, “there were people from the highest levels of all the regulatory agencies, both policy and staff, along with chief risk officers at the top 10 banks. The banks were told point-blank the changes were going to be attractive from a capital standpoint.” Although after the financial crisis occurred Ferguson denied that he and others at the Fed had transmitted a dual message, its existence could not have been clearer to participants in these meetings. In public speeches, at congressional hearings, Fed officials insisted it had no interest in reducing capital requirements. But behind the scenes, the message to the banks was an emphatic “we understand where you are coming from” and “we’re on your side,” one participant said. The Fed also angered its fellow regulators by maintaining a disturbing secrecy about the figures and formulas it was using to come up with the new capital requirements. According to people involved in the discussions, the Fed repeatedly pushed back against the FDIC’s desire to publish tables showing the range of effects that capital changes would have on different institutions. These tables showed how the big banks benefited from the proposed rule changes far more than small banks did. “When you publish a bunch of formulas with a lot of Greek letters it’s hard to understand what that means,” said one regulator involved in the battle. “They did not want to risk having the small banks get wind of the differences and raising a stink on Capitol Hill.” The FDIC prevailed, however, and the tables were included. As it happened, the credit crisis hit before many of the changes suggested by the Basel Committee and backed by the Fed could be implemented. But as banks wrote down hundreds of billions in bad loans and sought on-the-fly ways to press for accounting changes that would protect them from writing down hundreds of billions more, it was evident that relying on the banks’ loss estimates to reduce capital requirements would have been a disastrous decision. It would have made the crisis even more devastating than it was. The Fed’s determinedly bank-centric approach in the years leading up to the 2008 financial crisis meant banks were dangerously undercapitalized just when they most needed large cash cushions to protect against losses. But even after it had become clear that the Fed had been wrong to push for relaxed capital standards, the regulator continued to take a pro-bank worldview in its various rescues of big banks hobbled by bad credit decisions.

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Ron Ashkenas: Job Available: No Experience Preferred

May 20, 2011

Have you ever tried to get a job where you were told that you had all the right skills but lacked experience ? It’s a Catch-22 : You can’t get the job without experience , and you can’t get experience without getting the job. But how important is experience , and should it be such a critical asset for hiring managers? Not long ago I was talking about this issue with Michael Dowling , the President and CEO of North Shore-LIJ Health System, one of the largest and most successful health systems in the U.S. NS-LIJ includes fifteen hospitals and a number of other health care businesses on Long Island and New York City. With 42,000 employees, it is the largest employer on Long Island and one of the largest in New York City. And despite being confronted with all of the same challenges as every other health care organization in the country, NS-LIJ is financially sound and achieves consistently high marks for quality of care. Surprisingly, one of the reasons that Dowling cites for NS-LIJ’s success is the fact that traditional “experience” is not a pre-condition for hiring new managers. In fact, in many cases it’s a liability. Dowling explains: “We’re in an industry that needs to change and re-examine almost every facet of how we do business. So people who have been trained and reinforced in the traditional ways of running hospitals and health system departments often don’t look at doing things in new and creative ways. They don’t challenge everything and ask tough questions.Instead they’re locked into the old paradigms. So the last thing we need is someone with that kind of ‘experience.’” Of course, this doesn’t mean that anybody can walk in the door and get a job. Depending on the position, there are certainly technical knowledge requirements. But for managerial jobs, Dowling cares less about past experience and more about personal characteristics like passion for improving patient care, the ability to think outside the box, openness to learning, being a self-starter, and the capability to work as part of a team. Having worked directly with patients in some capacity doesn’t hurt either. For example, Kathy Gallo, North Shore’s Chief Learning Officer — who is also responsible for HR — has a background in nursing, but didn’t have any experience with HR or training when she took the job. Similarly the Chief Administrative Officer doesn’t have an MBA — he began his career as an EMT. In fact, as Dowling pointed out, not a single one of NS-LIJ’s top leaders has a traditional health care administration background — and that includes Dowling himself, who was a social worker and then served as a health care policy adviser to former NY governor Mario Cuomo. Naturally, it’s impossible to draw a general conclusion about the usefulness of experience from one organization in one industry. But if you are looking to dramatically transform your organization — or if you are in an industry that is undergoing radical change — then you might want to consider the idea of bringing in managers who don’t fit the traditional mold, who can challenge the way things have been done, and who lack traditional “experience.” Without injecting people like this into your organization, you may run the risk of recycling the same solutions and going down paths that used to work but may no longer be viable. In the same vein, if you are a manager that is passionate about change, wants to make a difference, and is willing to take a risk, think about intentionally making a lateral move to an area where you have little or no experience, either within your own company or elsewhere.But instead of being anxious about, or apologizing for your lack of experience, make the case that “no experience” is an asset that the business can’t do without. You’ll see the organization through fresh eyes and be able to make contributions that would never come from a traditional candidate. And personally you’ll be compelled to learn and grow in ways that wouldn’t have happened in a comfortable and familiar setting. It could be a win-win — for you and for the organization. What are your thoughts on the need for “experience” in a management job? Cross-posted from Harvard Business Online

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Alan L. Kramer: Recycle or Disposable?

May 19, 2011

Mark, a long-time friend and candidate, sat across the desk from me, looked at me and said, “Alan, is this the last full-time job I will have in my life?” My heart started to thump and I clearly had difficulty making eye contact with him, and I said, “Hopefully not,” but inside, I said to myself, “He is probably correct.” The sad part is at 56, he just completed 10 years; in his mind, the best 10 years of his career, and his company was sold. Every day, I receive calls from one of my many clients or friends, who ask me to see someone who is having difficulty finding a new position. Of course I see them, but few assignments in this economy call for the wealth of experience these experienced, mature individuals brings to the table. The first things these individuals say to me is, “Alan, don’t worry about the compensation level, I’m flexible.” With the government statistics continuing to show high unemployment, I would guess if you took a mean age of these business professionals, who are still unemployed, it would be higher than you can imagine. Why are these people, who have the knowledge, industry expertise, strong work ethic and ability to transfer their skills to younger people, cast aside in favor of younger people? Is it more for the ability to offer lower compensation for less experienced people, is it because older people have more medical problems or is it a fit factor in these young, entrepreneurial companies? I recently had a client seeking a CFO for a small apparel distributor. When we came to discuss compensation and future growth, it was apparent to me that with very slow growth, this company would not be able to compensate this individual at a fast enough pace. Perfect opportunity to bring in a pro, someone who can help them grow quicker, but mature enough and understanding enough to accept a position with slow salary growth, but with benefits and challenges ahead. He is still there five years later and things are still slow, but improving. The other side is that he gave the company all that experience can give someone, and has not been out one day since he started. Go to any retailer, talk to any customer service department and see how many inept people you have to deal with to get anything accomplished. Yes, they may be young and willing to work for lower wages than some of the older people who may be permanently displaced. But to discard these people, who can clearly be recharged rather than disposed of, makes no sense. Alan L. Kramer, CPA, is the President of Kramer Executive Resources, Inc., a New York based Executive Search firm, which has been in business for 21 years.

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Sherri Pope Joins McGuire Real Estate as VP, Sales Manager of Elmwood and Rockridge Offices

May 18, 2011

SAN FRANCISCO, CA–(Marketwire – May 18, 2011) – Returning to the residential real estate roots where she began her career more than 20 years ago, Sherri Pope joins McGuire Real Estate as the Vice President, Sales Manager of its Elmwood and Rockridge offices.

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Ilene H. Lang: Check the Chart

May 17, 2011

Commencement addresses are often peppered with inspiring quotes, stories of perseverance, and warm anecdotes intended to uplift and inspire the next generation. But in a recent piece for the Washington Post geared for college grads, I opted to get straight to the point about the challenges ahead. The fact is that a level playing field does not exist for women in the business world. Gender-based stereotypes have a real impact on the careers of young women today. But there is one way to ensure the first step from college is the right one. Companies with high percentages of women and minorities at the top indicate that women and minorities are valued and enmeshed in the corporate culture. Such companies have invested in women. They are where you’ll have a career, not merely a job. Below is my advice for the Class of 2011. If you know any graduates who are at this critical point in their lives, please share it: The  Mad Men days of open, unabashed sexism in the workplace are largely gone — at least in the United States. But just because you can’t see sexism doesn’t mean it’s not there. For all the future leaders in this audience, a word of caution: Unintentional biases — assumptions about how a business leader should look or act — still exist in the business world. Women, on average, earn 77 cents for every dollar earned by a man. Even today, Catalyst research shows that women often start at lower positions than equally skilled men. And very few women occupy top positions in our most powerful companies. In fact, only 12 Fortune 500 CEOs are women. How do you navigate this uneven playing field? Your first step can be critical. When considering where to work after graduation, look at the top of an organization. If you don’t see women included  and leading on the highest levels, keep on walking. And men, keep your eyes open too. Here’s why. Companies with more women leaders correlate with better financial performance and signal an environment where everyone is valued and rewarded, a place where advancement is not dictated by sexist stereotypes. Diversity on top also indicates a broader and deeper talent pool throughout the organization. This is crucial as these are the role models, women and men alike, who can mentor, sponsor and nurture your career. So when you look for your first job, check the org charts along with the job description — and do this throughout your professional life, too. Value the companies that value women. Ask yourself, what do the leaders look like? Are there some that look like you? And if you don’t see women as part of the organizational leadership, let your feet do the talking.

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Caroline Dowd-Higgins: Convene Your Personal Board of Directors

May 13, 2011

It’s no secret that a mentor can be a terrific resource as you navigate your career path. The “it takes a village” philosophy is a great way to tap multiple mentors at once and develop your personal resource team. Why get stressed about growing, managing, or navigating your career path alone when you can utilize the wisdom of others who want to help you move forward? From entry-level job seekers to seasoned professionals, everyone can benefit from a personal Board of Directors. Think about the people you can ask to be on your resource team who can assist with career strategies, special training, or network building. Your personal career posse can help when you need it most and be a valuable resource outside of your workplace for you to confide in. Here are some ways people can serve on your Board since a variety of people will perform different functions. Accountability Master — this person will hold you to task and give you the gentle (or not so gentle nudge) to get you moving towards your goal. They will help you navigate your blind spots and provide honest constructive criticism when you need it most. This person can also help you step out of your comfort zone to take a risk and embrace change. Motivator — this person will be your cheerleader and provide support and inspiration even when the going gets tough. Your enthusiasm may wane with stress and lack of focus but your motivational Board member will give you a renewed sense of energy and help you play to your strengths. Trainer — perhaps you have been promoted to a new leadership role at work but have never supervised a team, for example. This Board member has significant experience as a leader and can advise and counsel you with best practices. If you don’t have that skill set available from one of your volunteer Board members, then consider hiring an Executive Coach who specializes in leadership training to get you into shape to take on your new professional responsibilities. No matter what the unique competency, a variety of trainers can be an asset as you grow your career and take on new roles. Connector — if you are in transition, interested in growing your career, or just wanting to learn about a career different from your own, chances are your connector will know someone you should meet. This person has a vast network and can make introductions on your behalf for informational interviewing, job shadowing, and other professional referrals. You should have multiple connectors on your Board because these people are in-the-know and current with industry trends and organizational practices. They know the scoop! Strategist — you need a visionary who will help you map out your big picture career path and assist you with implementing a plan to achieve those goals. This person can also be a great resource when problem solving or handling difficult scenarios at work. Proofer — whether you are sending out a resume, cover letter, or portfolio for new job lead, have someone proof you work before you push send. We get so close to our materials that it’s easy to miss things and your detail oriented proofer can catch mistakes that could be a deal breaker if left unnoticed. This person with laser focus can also help you with the small and important details you must work on in your career action plan. Specialist — in many cases this is an area where you are going to hire a professional like a web designer, public relations expert, accountant, or lawyer because you need someone with specialized experience to help you accomplish your goals. It’s worth it to invest in these services from accomplished professionals who have proven their worth through recommendations and examples of their work. It’s not unheard of to have Board members who will provide these services pro bono but it is rare. You may also consider your health care providers and other mind/body/spirit professionals to help you navigate your journey with a team. Having a Board makes you conscious that personal and professional development is a lifelong process and that your needs change over time. Your Board should be filled with people who can advise you as certain needs arise. While there may be a unique time to convene them as a group, most often you will seek them out individually for their particular advice. It’s all about knowing who’s got your back when you need it most. Be sure to steward your Board by showing your appreciation for their expertise regularly. Whenever possible, pay-it-forward and ask how you can be of service to them. Keep the circle of wisdom continuous by serving on someone else’s Board – you will be glad you did! Check out my new video segment about Assembling Your Board of Directors. Caroline Dowd-Higgins authored the book “This Is Not the Career I Ordered” and maintains the career reinvention blog of the same name ( www.carolinedowdhiggins.com ) She is also the Director of Career & Professional Development at Indiana University Maurer School of Law.

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Penny Herscher: What Women Want: To Make Money!

May 11, 2011

In a world where women still make less money than men for the same job, iVillage and Today.com have released a survey that shows — shock horror — that salary is the most important criteria for a woman choosing a job. “97% of working moms surveyed saying that salary is most important to them, followed by a family-friendly work environment (91%), job enjoyment (91%), flexible hours (86%), a short commute (83%) and health insurance for the family (81%)”. Why is this news? The report attributes this to “today’s fragile economy” and this is infuriating. Women are equal in the workplace and, like men, are ambitious, want to make money and want to grow their careers. The desire to make money has nothing to do with the “fragile economy” and everything to do with professional women finally coming of age. Why do women continue to perpetuate the worldview that women are not as mercenary and tough as men? Lisa Barone of Outspoken Media wrote a hilarious “Letter to Women in Tech, I Let You Down” where she writes that she never got the memo to be meek and weak. The perpetuation of the concept that we are in any way less able or less ambitious is women hurting women for no good reason at all. I certainly never thought for a moment that I would not succeed, make equal money, run the meeting, set the strategy, lead the company — why wouldn’t I? Because I don’t have a Y-chromosome? Seriously? It is true women have to work hard. In our society they still do the majority of the household chores. As the iVillage survey reports “All moms, whether they are working or not, continue to be responsible for the majority of the household chores. In two-thirds of dual working families, moms are responsible for 75% or more of all the household chores, with 97% of those surveyed responsible for half or more of the duties in the house.” Yes, a harsh side effect of the aforesaid missing Y-chromosome today but get over it ladies. Like breastfeeding in the middle of the night there are some things that are not going to change in our generation so the best strategy is deal with it, let the dust bunnies build up and, when you can, pay for extra help around the house. Yes I had moments of guilt building my career but I want to be a role model to my daughter and every other nerdy, techy young woman out there that they can be anything they want to be — and yes still be happy and have a family. Technology is a fantastic place to grow your career as a woman because, in the end, all that really matters is how smart you are when you are designing systems and writing code. We must help young women keep going and get all the way to the top. Women are still scarce as CEOs (especially in tech!) and in the board rooms which are still Male, Pale and Stale — as reported by BNET and Catalyst — and this is a direct result of the low numbers of women in the top jobs. There are enough women at the top now to show young women coming up that there Are No Limits. I refuse to apologize for being an equal member of society and for wanting the same opportunity as any man. I expect to compete — I’d want no less. I watch men compete hard and ferociously for advancement and so should we. And when we win it’s not news. It’s equality.

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SMC Entertainment, Inc. Appoints Fred McKendree as VP of Sales, Marketing & Distribution

May 10, 2011

SAN FRANCISCO, CA–(Marketwire – May 10, 2011) – SMC Entertainment, Inc. ( PINKSHEETS : SMCE ) announced today that Fred McKendree, a seasoned sales and marketing professional, has been appointed to the Company’s management team. Over the span of his career Mr. McKendree has had a hand in the success of a number of chart topping acts across genres including Ozzy Osbourne, Ice Cube, Master P, Dr. Dre, Jill Scott and many more.

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Alexandra Levit: The Corporate Freshman: Five Mistakes Twenty-Something Job Seekers Make

May 4, 2011

While there are certainly more than five, these are my top picks in terms of their potential to take you out of the running for a desired position: Failing to customize the resume to the open position : In today’s tough job market, every resume should be crafted in response to the requested experience and responsibilities listed in the job description. If your resume is off target, it will quickly be put aside. Focusing on responsibilities rather than results: Employers don’t care about what you did, they want to know how what you did positively impacted the bottom line. Using any performance statistics you can come up with, your resume should be able to answer the question “why were your previous organizations better off because you worked there?” Using a functional resume to hide your true experience: I like functional resumes (or those in which experience is listed by skill area) for career changers, because they help prospective employers see how cross-industry expertise is relevant to the job in question. However, you still must include a brief chronological section so hiring managers can clearly map your career trajectory. Wasting space with objectives, notations about resumes, and too much personal information: An ultra-specific objective will pigeonhole you into a particular position when the hiring manager might well consider you for another opening based on your credentials. Adding too much information about your volunteer work and hobbies looks amateurish, as does saying that “references are available upon request.” Believe me, if they want references, they’ll ask for them. Sending the resume off without having someone else proof it for you: No matter how many times you’ve read over your resume for spelling, grammar, and formatting, you may miss things simply because you are too close to the document. Get a second opinion before getting ousted from consideration because of a minor typo.

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ChannelNet Promotes 12 Year Veteran to CTO and Vice-President of Technology

May 4, 2011

SAUSALITO, CA–(Marketwire – May 4, 2011) – ChannelNet is pleased to announce the appointment of Dave Boisvenu as CTO and Vice-President of Technology. Dave began his career at ChannelNet in 1999 and brings a wealth of experience in delivering Web based software products and technology solutions for ChannelNet’s large enterprise clients. ChannelNet specializes in delivering cross channel sales and service solutions for brands, their channel partners and customers online.

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For-Profit Colleges Mount Unprecedented Battle For Influence In Washington

April 25, 2011

The morning after an 11th-hour deal to avert a government shutdown earlier this month, as many in Washington were still catching up on lost sleep, a group representing the for-profit college industry raced to send an online plea marked “urgent.” After a lobbying and campaign finance blitz totaling millions of dollars over the past year, the industry appeared to be on the verge of getting a special provision in the budget bill that would block increased government oversight of their schools. The matter was still not decided, they insisted. “We need you to make calls this weekend!” urged the letter from the group to its more than 1,600 member colleges. “Members and staff are meeting over the weekend to finalize the details of the [bill]. We encourage you TODAY and throughout this weekend to contact the offices of your Congressman/Senators urging them to support inclusion of the … amendment in the final package.” The email communique was a last-ditch bid to protect the massive federal subsidies that have fueled the spectacular growth of what is now a multibillion-dollar, publicly traded industry in higher education. With student loan defaults growing alongside profits at many of the largest companies, the government is seeking more accountability for colleges that promise training for careers, but leave students with unsustainable debts. As the stakes for this fast-growing industry rise, so have the dollars spent on an expansive lobbying campaign to ensure the government money keeps flowing. Some of the largest publicly traded college corporations receive nearly 90 percent of their revenues from federal student aid programs. While government money fuels increased enrollments and record profits, the industry has poured increasing amounts of those proceeds into an unprecedented effort to preempt the rules through greater influence in Washington. In other words, an industry that derives a vast majority of its revenue from federal funding is actively using that money to fight government efforts for accountability. The last-minute scramble earlier this month was only the latest chapter in the industry’s yearlong battle against increased federal oversight of their schools. Overall, the industry spent more than $8.1 million on lobbying in 2010, up from $3.3 million in 2009, according to a Huffington Post analysis of lobbying data compiled by the Center for Responsive Politics. (Source: Analysis of data from the Center for Responsive Politics) In addition, campaign spending from the industry’s political action committees and executives increased to more than $2 million from $1.1 million between the 2008 and 2010 election cycles, according to a Huffington Post analysis of campaign finance records from the Sunlight Foundation’s website, TransparencyData. The industry’s political action committees and executives spent nearly twice as much on Democrats as on Republicans. Industry representatives say the uptick in spending for a business that derives most of its money from the government is not at all unusual in Washington. “It’s not unique in any sense,” said Harris Miller, the president and chief executive of the Association of Private Sector Colleges and Universities, “any more than it is for traditional higher education lobbying to get earmarks for their schools, or Boeing or defense contractors using their money to promote an agenda, which is to win a contract of the U.S. government.” For-profit college companies and trade associations have hired a dream team of Washington insiders to lobby on their behalf, however, bringing on 14 former members of Congress, including former Democratic House Leader Dick Gephardt. Some of the most powerful lobby shops in Washington have been employed in the fight: Tony Podesta and the Podesta Group; former Clinton special counsel Lanny J. Davis; numerous former staffers from the Department of Education and the education oversight committees on Capitol Hill. Until scrutiny of the schools intensified last year, when the Obama administration announced plans for new accountability rules, many of the colleges’ parent companies were known on Wall Street for their exemplary profit margins. The stakes for industry executives and shareholders have been huge. Andrew Clark, the chief executive at Bridgepoint Education Inc., which owns two online colleges, brought home more than $20 million in compensation last year. Corinthian Colleges Inc., which owns a string of more than 100 campuses across the nation, saw profits increase from $4.5 million in 1999 to more than $146 million in 2010. Revenues for publicly traded college corporations topped $20 billion last year. The industry has not been shy about funneling its money into marketing. Ubiquitous advertisements for the colleges fill subway cars in major cities and are plastered on billboards along highways across the country. Advertising Age listed The Apollo Group, which owns the University of Phoenix, as one of the top 100 spenders on U.S. advertising in 2009: The company spent in excess of $377 million, more than Apple Inc. But the outcomes for students at such schools have prompted deep concerns about the federal government’s increased investments. Students at for-profit colleges default on federal loans at double the rate of their counterparts at nonprofit schools, according to recently released data from the Department of Education. And although only 10 percent of students nationwide attend such institutions, they account for nearly half of all student loan defaults, leaving the government to pick up the tab. On average, the tuition at many of the largest for-profit colleges is nearly twice that of in-state tuition at four-year public universities and more than five times the average tuition at community colleges, according to a Senate report released last year. Critics have pointed to an unfair bargain behind those statistics: Students and taxpayers take on all the risk while the schools reap all the rewards, in the form of profits from federal money. “Going to college should not be like going to a casino, where the odds are stacked against you and the house always wins,” Sen. Tom Harkin (D-Iowa), a vocal critic of for-profit colleges, said at a Senate hearing last fall. For their part, for-profit colleges argue that they provide educational opportunities for many Americans who would otherwise have no such options, and that additional regulation could deny such students advancement. “It does literally threaten the existence of hundreds if not thousands of programs, and threaten the ability of hundreds of thousands of students to continue to get an education,” said Miller, of the Association of Private Sector Colleges and Universities. Advertisements in Washington newspapers and on websites across the country have broadcast the same message: The Department of Education is trying to prevent students from going to college, especially low-income students who have struggled in other educational fields. Education advocacy groups, meanwhile, argue the for-profit college rhetoric skillfully twists reality. “They’ve mastered the art of marketing,” said Jose Cruz, vice president for Higher Education Policy at the Education Trust, a student advocacy organization. “In an attempt to protect the most important revenue source, which are the federal subsidies, they have launched this campaign to appeal to Americans’ belief in choice and opportunity, particularly for those who have been traditionally underserved.” As the industry pours more money into lobbying, marketing and campaign finance, both Republicans and Democrats in Congress have shown their support. (Source: Huffington Post analysis of data from the Sunlight Foundation) Its increased clout was on display during a House vote in February, when more than 50 House Democrats, including House Minority Leader Nancy Pelosi (D-Calif.) and incoming Democratic National Committee chairwoman Debbie Wasserman Schultz (D-Fla.), joined Republicans in voting to block new regulations on the industry. (Source: Huffington Post analysis of data from the Sunlight Foundation) And during this month’s budget fight, a bipartisan group of House members pushed to prohibit the Department of Education from moving forward with such regulations later this year. The Senate eventually stripped from the budget bill the rider that would have exempted for-profits from further regulation, but the industry has vowed to continue seeking such an exemption. Many of the lawmakers who voted in support of the exemption in February, and who signed on to a letter urging its inclusion in the budget earlier this month, were the most well-compensated by the for-profit college industry. “These burdensome and unnecessary regulations unfairly single out the private sector of postsecondary education and will negatively affect the landscape of our nation’s higher education system,” read a letter from six Democratic and six Republican House members urging that the budget compromise include a provision to block additional regulations. Five of the signatories were among the top 10 recipients of campaign cash from the industry, receiving more than $20,000 apiece in the last election cycle. (Source: Huffington Post analysis of data from the Sunlight Foundation) AN EXISTENTIAL THREAT The rules at issue, developed by the Department of Education, are known as “gainful employment” regulations. It’s an effort to measure the quality of for-profit college and nonprofit vocational college programs by analyzing student outcomes in the workplace, gauging whether the schools set students up for careers that will allow them to pay off debts. Rules requiring that vocational colleges prepare students for “gainful employment in a recognized occupation” have been on the books since the 1970s, adopted following a series of problems with unscrupulous, fly-by-night trade schools that didn’t provide the training they promised. This marks the first time the Department of Education has ever sought to officially define those rules written into the law by Congress. For-profit colleges say that would pose an existential threat to the industry. The Department of Education, on the other hand, has said the regulations are designed as both a consumer protection measure for students and a student aid accountability test for the federal government. A final version is expected within months. The rules have been in the works since 2009, and were first drafted and presented to the public by the Department last summer. According to the draft version, the Department of Education would track students after leaving college and evaluate them using two criteria: whether they are paying down the principal on their student loans and whether graduates have attained an income that allows them to manage debts. Programs at certain for-profit colleges and other vocational college programs that do not meet targets for student loan repayment or debt levels would be restricted from receiving federal student aid or forced to disclose debt levels to prospective students. As drafted, the rules would allow programs to remain fully eligible for aid even if less than half of students are repaying the interest on loans, plus at least one penny of the principal after graduating or dropping out of the program. Programs could also remain fully eligible if less than a third of students are repaying the principal on loans, as long as graduates are not spending more than 20 percent of discretionary income toward paying off student loans. Student advocacy groups say the standards are not overly stringent, since each scenario would allow more than half of students to be behind on repaying the balance of their loans. The industry says there have not been enough studies of the effects the rules would have on the industry. The rules would not punish entire schools; rather, individual programs that fail to meet the standards could face sanctions. The regulation would not go into effect until the 2012-’13 school year and the rules would punish only the worst 5 percent of offenders during the first year, giving programs time to adjust their curriculum or reduce costs. “There hasn’t been much discussion about what the regulation actually would do,” said David Hawkins, director of public policy and research at the National Association for College Admission Counseling, whose member colleges include mostly nonprofits. “Instead there has been this hyperbolic, grand debate about limiting student choice. Really what the debate is about is the federal government drawing a line, beyond which they will be prepared to say, ‘I’m sorry, we cannot fund this program anymore.” The Department of Education estimates the rules would completely restrict federal aid to about 5 percent of for-profit college programs, and that 55 percent of such schools would have to warn students about average debt levels. Industry estimates, of course, are much higher. A study financed by the Association of Private Sector Colleges and Universities estimated that 33 percent of students at such schools would be affected. Rep. Robert Andrews (D-N.J.), an opponent of the regulations who is also one of the top campaign recipients from the industry, said he disagrees with the government’s focus on measuring debts compared to earnings. Instead, he said gainful employment should be measured by job placement that increases a graduate’s income. “I think the question is how we do this, not if we do it,” Andrews said. “If they don’t place enough students up to a fair standard, kick them out of the program. Whether they’re owned by a for-profit, nonprofit or public institution.” Davis, the Democratic lobbyist and former special counsel to Bill Clinton, questioned why the the regulations should not be applied to all sectors of higher education. “If we’re looking at the problem of excessive student debt, it is a problem and there needs to be a national solution,” Davis said. “I, as a liberal Democrat, would say the national solution isn’t cracking down on poor people who default.” REVOLVING DOOR CULTURE Many critics of the for-profit sector who have long argued for more oversight say the rules proposed by the Obama administration are simply a reaction to a loose regulatory approach practiced during the administration of George W. Bush. During those years, the corporations and their regulators developed a distinct revolving-door culture, where administration and congressional officials shifted from policy work for the government to advocacy work for the industry. Both Bush Education Secretaries, Rod Paige and Margaret Spellings, have worked in connection with for-profit college corporations since leaving their posts. And for the majority of the Bush years, the assistant secretary overseeing higher education in Washington was Sally Stroup, a former lobbyist for the University of Phoenix, the largest of the for-profit college corporations. After leaving the administration in 2006, she became a top aide for the House Education and Labor Committee, now known as Education and Workforce. That same year, current House Speaker John Boehner (R-Ohio), then the chairman of the lower chamber’s education committee, helped to successfully pass legislation that lifted restrictions on federal student aid flowing to online college programs. The provision nixed a previous rule that required schools to have at least half of students attending ground campus classes in order to be eligible for federal student aid. The old rule’s elimination allowed for unprecedented growth at primarily online, for-profit schools. DEFINING THE MESSAGE The final gainful employment rules were supposed to be released last fall, but the Department of Education delayed publishing them after receiving more than 90,000 comments from the public — the most ever received on any regulation in the Department’s history. Many of the comments came from identical email form letters set up by colleges and trade associations for employees and students to send out — the byproduct of an extensive online marketing campaign. Some of the form letters sent in as comments were not even filled out. One filed by Alyssa Hoskins of Edinburgh, Ind., read, “I am a career college student at [INSTITUTION] studying [PROGRAM]. [INSTITUTION] is providing me with the education and training necessary to obtain the job I’ve always wanted as a [CAREER].” One anonymous comment from an employee at Herzing University included an email from the university president, Renee Herzing, stating that, “If you have not already you need to make a comment/letter through this web site … E-mail me to confirm that you entered a comment -– we (are) counting our total comments.” The lobbying efforts directed at members of Congress in recent months have been similarly strategic. During a “Hill Day” organized by the Association of Private Sector Colleges and Universities last month, the trade group handed out a series of tip sheets for students talking to the media, which were first obtained by CampusProgress, an advocacy group affiliated with the Center for American Progress. Most of the instructions dealt with potential questions about student loan debt or recruiting tactics. “Should a reporter ask if or how much debt you incurred at a career institution, you can firmly but politely reply: ‘I made an adult decision to invest in my education, and I am confident in my ability to meet my financial responsibilities,” one bullet point read. “Should the reporter continue to push on the debt point, you can politely but firmly reply: ‘I have answered that question, and am happy to talk more about how my degree/diploma/certificate has enhanced my career prospects.’” (See the document here ) The Association of Private Sector Colleges and Universities has represented the industry for decades. But last year, two of the larger publicly traded education companies, Education Management Corp. and ITT Educational Services Inc., joined other colleges to form a separate lobbying organization called the Coalition for Educational Success. They brought on Davis, a former legal counsel to Bill Clinton, to lobby on their behalf last fall — a time when scrutiny of the sector was reaching an all-time high. The Department of Education had announced new rules, Sen. Tom Harkin (D-Iowa) had begun a series of hearings probing abuses in the industry, and the Government Accountability Office had released scathing findings from an undercover investigation of recruiting tactics at 15 for-profit schools. The coalition and other corporations have brought on a wide array of lobbying expertise over the past year, employing many with deep connections to the committees and constituencies who could control the debate. (Source: Analysis of data from the Center for Responsive Politics Other major Democratic lobbying powers hired on for the fight include the Podesta Group, hired by Career Education Corp. and APSCU; and Steve Elmendorf, a major organizer for John Kerry’s 2004 presidential campaign, who was hired by the Washington Post Co.’s Kaplan Inc. College corporations have also focused on outreach to minority lawmakers and interest groups, fueling the debate about access to education for disadvantaged groups. One of the lobbyists hired from the Podesta Group is Paul Braithwaite, a former executive director of the Congressional Black Caucus, whose members have been split on the question of the gainful employment regulations. Former Maryland Congressman Albert Wynn Jr., a longtime member of the CBC, was hired by Bridgepoint Education Inc. of San Diego. Other lobbyists had backgrounds with the National Association of Latino Elected Officials, on education committees in both the House and Senate, and as staffers with the Department of Education. Corinthian Colleges Inc. brought on Gephardt, the former Democratic House leader for 14 years, and a number of his former staff members. Aside from Davis, none of the lobbyists or firms mentioned in this article returned phone calls and emails seeking comment; but trade groups for the industry have defended the increased advocacy, arguing they are no different from other industries seeking to be part of the debate. “I wouldn’t say that it’s unusual for companies that feel regulation is going to either put them out of business, or drastically change their business, to advocate for their point of view,” said Penny Lee, the managing director of the coalition. Davis, who was lobbying for the Coalition for Educational Success until last week, said the outreach to Democrats has been a way to shift debate on the issue away from a traditional anti-government, pro-business perspective. “I had an argument to make that was not a conservative, anti-regulation argument, and that was unusual,” Davis said. “I think they reached out to other liberal and Democratic lobbyists for exactly the same reason. It’s the ‘man bites dog’ point of view, because I’m criticizing my own fellow Democrats in the administration.” GROWING REACH The for-profit college industry’s influence has been noticeable during public hearings in Washington. At a hearing last September focusing on recruitment practices at for-profit colleges, Sen. John McCain (R-Ariz.) read aloud an op-ed letter written by Davis and published by The Huffington Post and other publications. The letter criticized Democratic support for the gainful employment rules. “We’ve done a battle on many occasions,” McCain said, but later pointed out that, “I find myself in complete agreement with Lanny Davis.” He then walked out of the hearing in protest, without noting the fact that Davis was being paid more than $40,000 to lobby on behalf of a number of schools. Sen. Al Franken (D-Minn.) noted that fact later in the hearing. “Lanny Davis is being paid by the industry to make these arguments that we get regurgitated here,” Franken said. “I would appreciate it if the other members would stay, instead of making a comment, quoting a paid lobbyist — with great umbrage — and then leaving.” For-profit education companies gave more than $18,000 to McCain in the last election cycle, making him one of the top recipients in the Senate. McCain and other Republicans on the Senate Health, Education, Labor and Pensions Committee wrote a letter to committee chairman Harkin last week, asking him to reconsider holding a scheduled May hearing on for-profit colleges. “Should you decide to decline this request, we will not participate in the next hearing on for-profit institutions,” the letter stated, calling the previous hearings “disorganized and prejudicial.” The letter was released the same day the budget amendment was finalized, without the rider that would prevent regulations. Most of the Republicans who signed the letter have either not attended previous Senate hearings on for-profit colleges or have walked out in protest. That letter and others sent by Republicans and Democrats fighting against regulations over the past few months have also focused on two lines of attack pushed by industry lobbyists: one against the Department of Education, and another against the Government Accountability Office. Rather than focusing on the substance of the rules at issue, the industry has instead tended to assert that it is under attack by the federal government. The coalition in particular has been vocal in criticizing the GAO, Congress’ independent investigative arm, over corrections made to an undercover investigation of for-profit college recruiting last year. The group has sued the GAO and publicly attacked the agency. Members of Congress have followed suit, calling into question the report’s findings. The GAO has stuck by its conclusions in the report, which was updated to include tweaks to language and more elaborate descriptions after GAO lawyers reviewed undercover footage. Lobbyists for the industry say the changes should invalidate the entire report. The video evidence shown, however, is compelling: Recruiters encouraged investigators posing as prospective students to falsify federal financial aid documents and refused to provide details about tuition costs until they had signed paperwork to enroll in classes. “I don’t recall any kind of frontal assault the way they have mounted this one against the GAO,” said Barmak Nassirian, associate executive director of the American Association of Collegiate Registrars & Admissions Officers, which mostly represents nonprofit colleges. “We saw with our own eyes how they were lying to and defrauding students.” The coalition has also sought to discredit the Department of Education by accusing department officials of conspiring to develop the regulations with Wall Street short sellers –- investors who profit when stocks tumble. The theory is based on four meetings that Department of Education officials had with short sellers who had done analysis on publicly traded for-profit schools, and a number of mostly one-way emails from four hedge fund managers to officials in the department. Representatives of for-profit colleges, who are also invested in how stocks fare on the market, have met privately and publicly with top-level Department of Education officials and the Office of Management and Budget on nearly 50 occasions over the past year, according to public schedules posted by the department. CRITICS GET CASH Some of the most vocal regulatory critics in Congress have also been the most well-compensated by the industry. Rep. John Kline (R-Minn.), who chairs the House Education and the Workforce Committee, received more than $40,000 in campaign contributions during the last election cycle. His political action committee, the Freedom & Security PAC, received an additional $35,000. Kline was instrumental in introducing the legislation in the House that aimed to block the gainful employment rules, and led the effort earlier this month to have the prohibition included in the budget bill. Rep. Howard “Buck” McKeon (R-Calif.), another longtime member of the education committee, received more than $20,000 from the industry in his personal campaign and more than $65,000 to his political action committee, the 21st Century PAC. While McKeon was serving on the committee during the Bush administration, he owned stock in one company, Corinthian Colleges Inc., at the time the restrictions on online programs were being lifted. Staffers for McKeon and Kline did not respond to requests seeking comment. Democrats who have opposed regulations on for-profit colleges have also been rewarded with contributions. Reps. Andrews and Carolyn McCarthy (D-N.Y.), who signed onto the letter pushing for the budget bill rider, are among the top five recipients of campaign cash: Andrews received more than $70,000, and McCarthy more than $41,000, during the last election cycle. Andrews said he has been involved with the industry for a long time and believes that career programs can offer many benefits for students. “I do what I do based upon what I think is right,” he said. “I’m interested in the outcome for the student and the taxpayer, not on the outcome for the school. But I also disagree with people who say that by definition for-profit education is bad. I think bad education is bad, and I think we ought to come up with a measure to figure that out.” One notable exception is Rep. George Miller (D-Calif.), the former chairman of the education committee until this year, who took in more than $105,000 from the industry — the most of any single candidate in Congress. His son also works for a lobbying firm in California that lobbies for Education Management Corp., the second-largest publicly traded college corporation. But Miller has supported the Department of Education’s proposed regulations, and has been critical of attempts to delay or water them down. A spokeswoman for Miller said the contributions are “completely separate” from any policy work. “The fact is that Rep. Miller has a long and successful track record of holding for-profit schools accountable and reforming this industry,” said the spokeswoman, Melissa Salmanowitz. Other top recipients of campaign money who have not supported the industry include Senate Majority Leader Harry Reid (D-Nev.), who took in more than $50,000; and Iowa Democrat Harkin, who received about $13,000 but has held a series of highly critical hearings probing the industry. Looking at the February House vote, however, Democrats who supported the amendment to block regulations received on average nearly twice as much in political donations as Democrats who opposed the regulations. Harris Miller, the president of the trade group representing for-profit colleges (who is not related to George Miller), downplayed the importance that political contributions play in changing policy, pointing to the donations to many who have actively opposed the industry. “I know some people like to think there’s this simplistic correlation between writing a check and getting a vote,” he said. “I wish it were that easy.”

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Don McNay: Success and the Thank You Note

April 16, 2011

You didn’t have to squeeze me but you did But you did but you did And I thank you. – Sam and Dave Dan Sullivan, the “Strategic Coach” for entrepreneurs, once said that all it took to be successful was to: 1. Be on Time 2. Finish What You Start 3. Say Please and Thank You Basically, everything comes down to respect and appreciation of other people. Finishing what I start is my toughest hurdle to overcome. But I live the “be on time” principal. I’m rarely late for anything and people who consistently run late usually don’t have long-term relationships with me. Most employers, including myself, treasure the concept of being on time. This is why we have time clocks and ways to measure it. Business people know that it is not the idea, but the implementation, that means success. You can immediately identify people who finish what they start. They have money in their pockets. My business will sometimes send small gifts, such as a book or a box of candy, to people who have helped us. Sometimes we send something to every person in an organization. Over the years, a pattern has developed. The high-ranking executives will send a thank you note, often hand-written, within days of receiving the gift. Sometimes they will call to thank us, along with sending a note. Mid-level employees tend to email or mention it the next time they see me. Lower-level people usually don’t acknowledge the gift at all. Although this pattern is not 100% consistent, (some top people ignore us and some low level people send gushing notes), there is enough of a correlation that I really started to notice the pattern and come to a conclusion: One of the reasons people make it to the top is that they remember to say “Thank you.” Success in life is usually about relationships. No one rises to the top by herself. Somewhere along the way, there was a family member, teacher, mentor or friend who helped a person get to a higher level. Those who get to the top of the mountain never forget that. I’ve always been hit or miss on handwritten thank you notes. My excuse is that I have terrible handwriting, (I’m left handed but write right handed), but really it’s about laziness. Doing a good note takes time and effort. Just like aspiring to excellence in your career requires extra time and effort. I tend to fall back to sending email. That seems to be acceptable. The gift or kindness does not go ignored. I can send an email in about 20 seconds and, using my illegible handwriting as an excuse, I convince myself it’s OK. Then I start thinking about the times, like after each of my parent’s funerals, where the handwritten notes I received made such an impact on me. Before I lost my dad, I never was one to send flowers or attend funerals. I hit a lot of them these days. The difference is that I know what the comfort and support of friends feels like. It could be that people on the bottom rung of the business ladder just don’t think to say “Please” and “Thank you.” The concept of saying Thank you” was first beat into my head by my parents and, later, by my first sales manager. If you grew up in a household where no one ever said “Please” or “Thank you,” you are less likely to do it yourself. And, according to my informal survey, you are less likely to make it to the top. Don McNay, CLU, ChFC, MSFS, CSSC is one of the world’s leading authorities in helping people deal with “Big Money” issues. McNay is an award winning, syndicated financial columnist and Huffington Post Contributor. You can read more about Don at www.donmcnay.com. McNay founded McNay Settlement Group, a structured settlement and financial consulting firm, in 1983 and Kentucky Guardianship Administrators LLC in 2000. You can read more about both at www.mcnay.com. McNay has Master’s Degrees from Vanderbilt and the American College and is in the Eastern Kentucky University Hall of Distinguished Alumni. McNay has written two books. Most recent is Son of a Son of a Gambler: Winners, Losers and What to Do When You Win The Lottery . McNay is a lifetime member of the Million Dollar Round Table and has four professional designations in the financial services field.

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Virtualization Solutions Provider, UltraLevel, Names Joshua Block VP

April 11, 2011

DETROIT, MI–(Marketwire – April 11, 2011) – UltraLevel, Inc. ( http://www.UltraLevel.com ), a national virtualization solutions provider, names Joshua Block Vice President Sales and Marketing. Block brings more than 20 years of experience in sales, marketing, business development, and entrepreneurialism to the UltraLevel. Throughout his career, Block has sold over $150M in software and hardware and transacted business with 19 of the Fortune 50. Block will drive sales strategy and growth while overseeing national sales operations and fostering new and stronger manufacturer relationships for UltraLevel.

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Elise Lelon: The Career Epidemic: You Don’t Have to Choose Between Your Job and Your Health

April 10, 2011

Two years ago, shortly before she came to see me about some career challenges, Elizabeth, a physically-fit, happily married, mother of two, was diagnosed with an autoimmune disease. A high-achieving executive with an impressive 20-year track record in finance, Elizabeth has held a variety of senior positions including, at one time, CEO. During the onset of her symptoms, Elizabeth exceeded everyone’s expectations but became embroiled in a tough fight for a well-deserved promotion. Her request was denied despite her reliably stellar reviews. Medication and dietary changes have helped, but Elizabeth continues to work while saddled with exhaustion and pain, both daily realities of her disease. In 2009, with the 20% decline in Manhattan apartment prices and a significant slowdown in transaction volume, Marc, a top real estate agent at a premier firm, came to me for advice about how to reinvent his business. When we first met, he told me, “The game has changed. This housing market is in a downward spiral and I’ve got to re-think my strategy or else.” As the sales cycles got longer, and as clients got more gun-shy, Marc began having severe podiatric and orthopedic problems that literally prevented him from stepping his business forward, and would ultimately require surgery. Samantha, a superstar salesperson in a blue chip bank with over $1 trillion in assets under management, developed dental and oral problems from biting the inside of her mouth. This behavior began once the company she had been loyal to for over a decade became unstable following post-merger restructuring. And then, there is Matthew (whose name has been changed along with all the client names referenced above, to honor confidentiality). A spectacular entertainer who graced Broadway stages for years, Matthew now faces fewer audiences and paychecks thanks to the closed shows, lower ticket sales, and increased competition for work following Broadway’s bust in 2009. Re-located to a suburb of Los Angeles, he is struggling to raise four children on diminishing means. Matthew has developed such debilitating insomnia that there are nights when he considers taking his own life. As a whole, the clients who come to me for strategic career advice are healthy, extremely high functioning and successful professionals. But, in the last two-and-a-half years, a disproportionate number of them have struggled with physiological conditions. Research says that anxiety over job and income instability is partly to blame. Sheldon Cohen of Carnegie Mellon University, one of the leading researchers on the relationship between stress and disease, confirms that , under chronic stress, the immune system doesn’t defend as well as it should against challenges. According to Cohen, when exposed to a virus, people who are experiencing ongoing stress are more likely to get sick. More dramatic is the research suggesting that job loss takes 1-1.5 years off of your life . Two prominent economists, Daniel Sullivan of the Federal Reserve Bank of Chicago and Till von Wachter of Columbia University, claim , “We were convincingly able to show that if you lose your job, you die earlier.” This is especially relevant data given a Gallup Poll that says 1 out of 5 employed Americans think they will lose their job in the next 12 months. If you do the math, that means about 26 million Americans will die at least a year earlier than they would have, had they kept their jobs. Even the lucky among us, who have jobs but worry about them constantly, are at risk. Sociologist, Sarah Burgard, of the University of Michigan has found that the consistent, nagging concern about losing one’s job is even more harmful to people’s health than job loss itself. Under the stress of job uncertainty, people smoke more, drink more and don’t sleep as much. Ultimately, they are more likely to develop stress-related health conditions such as hypertension or diabetes. Each year, hypertension kills 40,000 Americans, and high-blood-pressure-related illness claims an additional 200,000 lives. (Not to mention that having hypertension makes you 7 times more likely to have a stroke and 6 times more likely to have congestive heart failure.) According to the American Diabetes Association , 25.8 million Americans have diabetes and 5800 of them die from the disease each week. Clearly, genetic factors, environmental influences and lifestyle choices impact people’s physical health. But, the domino effect on America’s collective well-being caused by the recession, massive industry restructuring, and layoffs cannot be dismissed. While there are wide reaching public-policy implications of our country’s rampant career and income instability, that’s not a battle for this blog post. Instead, here are four practical ways to combat the stresses of your career: #1) Don’t Fixate on Fixing. Create. Sometimes, fixing your job is the wrong answer. Ming, an experienced technology professional, was constantly frustrated at her job. As much as she tried to influence the decisions of her senior management team, she was never the one making the decisions. For a born leader with strong entrepreneurial instincts, the lack of “juice in the job,” as she called it, chipped away at her self-esteem. To increase her impact, Ming began new initiatives and ran big projects, but ultimately the buck always stopped with someone else. The years of hoop jumping and fence mending were causing more anxiety than promotion potential. The fact was that no one above her was going anywhere. In our private weekly meetings together, Ming and I started repeating a mantra, ” Fixing is about history. Creating is about the future. ” She grew to be more proactive than reactive by tapping into her Rolodex and big idea bank. Ming is now the CEO of her own Internet company where, by the way, the buck sits squarely on her desk. You too can make the mind shift from broken to becoming. Focus on new opportunities rather than old problems. A good place to start is InMaps by LinkedIn . InMaps is an innovative way to see your entire professional network at a glance. In seconds, it builds an intricate web of all the contacts from your LinkedIn account and clusters them by color. You can name the groups according to the common theme that each cluster shares. For example, one cluster may be made up of friends from college, another grouping may consist of former colleagues at your previous employer or a national association to which you belong. The visual picture shows you the depth of each one of your micro networks as well as the breadth of your macro network. This is a great tool for brainstorming about ways to leverage the dense volume of people you already know in one industry, geography, company or social circle. Equally as important, InMaps allows you to identify where you’re “out of it.” While you may maintain solid contact with certain people, the fun part is to discover where you can build bridges with entirely new communities to broaden your professional universe. InMaps opens the career doors your current manager keeps slamming in your face and reminds you of your power to create a whole new pathway of possibility — with a little help from your friends. #2) Blame The Economy Research shows that stress is correlated with blows to your self-esteem. The more you internalize the reasons for your present job crisis, the more negative your health consequences may be. Stop beating yourself up, and look around. You’re not the only one out of a job, obsessed that you might be unemployed soon, or struggling to make ends meet. In fact, you’re in pretty good company. Along with the 13.7 million unemployed Americans reported in the Bureau of Labor Statics’ March 4th release, 84% of high-powered women and 40% of their male counterparts are considering leaving their current job. Whether you’re employed or not, uncertainty is part of the career condition right now. So ease up on the self-blame game. #3) Support Groups (Read before rolling your eyes.) Jack, one of my CEO clients, closes his office door at work whenever there is a crisis. At home, if he feels overwhelmed by family issues, he locks the study door and hangs a sign on the knob that says in French “Do Not Disturb”. The sign was a not so subtle and sadly appropriate trip souvenir gift from his high school age son. Everyone around Jack gets the message loud and clear. His strategy for survival when the going gets tough is to shut the world out. But science indicates that social relationships, more than any other factor, are the key to health and happiness. Dr. John Cacioppo, from The University of Chicago, has found that isolation is bad for our health. In fact, chronic loneliness is associated with many mental and physical disorders including heart disease, diabetes, dementia and depression. In the event that you’re one of the 27 million Americans living alone, it’s especially important that you get off your couch and make contact with the human race. Join your local chapter of BNI where you can pitch other people over breakfast on your skill sets, business services, and make new contacts. As they say, start “gaining from giving.” #4) Mindfulness Meditation Meditation is the best way I know to let go of what is and what isn’t. It settles you into the truth. By tuning into the present moment, your body and your breath, you become an impartial witness to your own experience. Like the welcome change of scenery a vacation provides, meditation gives you distance from your everyday frustrations, on command . It loosens your grip around that gnawing sense of dissatisfaction so many of us live with — what Buddhists refer to as “Dukkha,” a primary cause of human suffering. In my own life and in the lives of my clients, I have observed the transformative power of meditation. Ironically, busy clients who associate stillness with failure and futility benefit the most from learning to meditate. For some people, life spent sprinting on a treadmill with no off button feels far safer than a few minutes sitting in silence. The goal for them is always the same: more. This cycle of craving — endemic to our culture — drives many people to fill voids constantly in their jobs and lives. Unfortunately, spending so much energy filling what’s not there usually causes people to miss what is . If that sounds too abstract, imagine this. You’re driving at a good clip along Highway 1 in breathtaking Big Sur, California. As you steer, you try to take in the view through the car window that is moving past everything at 60 miles per hour. There’s so much to see, but you’re moving too fast. You take your eyes off the raw beauty around you and just focus on the road. You might think you’re driving that car, but it turns out the car is really driving you. Clients often tell me that they can’t take time off or cut back on their work schedules because there’s too much to do. Sometimes, it takes actually getting sick for them to figure out that when you can’t stop, you can’t really see. After all, that’s what lookout points on the side of the road are for — a spot to stop and take it all in. Meditation gives you that reason to pause, a lookout point. Eventually, with a regular meditation practice, an awesome sense of emptiness replaces the craving for more. Much to your surprise, with nothing but your own mind and breath, you might just find that is enough. Need to press pause? Set an alarm for 3 minutes, sit quietly in an undisturbed place, and close your eyes. Focus only on your breath going in and out. If your mind wanders, bring it back gently, and re-attend to your breathing until your alarm rings. Try it every day for a week, adding a few minutes when it becomes more comfortable. To learn more about meditation and its healing potential, read Jon Kabat-Zinn ‘s book, Full Catastrophe Living , or check out some mindfulness meditation tips, CDs and resources at MindfulnessTapes . Clearly, there is a paradox to this current career crisis. In order to make a healthy livelihood, you need to make sure your job or joblessness doesn’t suck the life out of you. As the four strategies outlined above show, this requires that you do both internal and external work. Yes, it’s important to dive deep inside yourself to create exciting new possibilities, strong self-esteem and inner peace. But, connect that inspired internal effort with other people and communities, both on-line and face-to-face. Regardless of our global economic concerns, the world needs your contribution. It’s up to you to take care of yourself so that you can first determine what your unique path of contribution is, and then start paving it like your life depends on it.

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Caroline Dowd-Higgins: Use the Side Door To Enter This Tough Job Market

April 5, 2011

With the new realities of this job economy you can’t rely on posted positions to land career opportunities. Innovation, creativity and strategic thinking are the most sought after competencies by employers, so use these skills to get into organizations where the front door is clearly locked. A side door entry is possible and will distinguish you as a resilient career builder that found an alternative route. Some employers don’t want to post openings because they will be flooded with applicants, many of whom are just fishing for any opportunity. Hiring managers have gone back to the basics of hiring who they know and who they trust based on network referrals. You need to be seen and heard on the inside of organizations in order to get noticed and to be taken seriously. Since the hidden job market represents up to 90% of positions that are never posted, you can use these strategies to get yourself into organizations and to become recognizable as a valuable hire. The Informational Interview is a tried and true technique that works for students and professionals alike. By requesting information from a person in an organization, preferably someone with whom you have some common ground, you are non-threatening. Nothing is worse than outright asking your contact for a job. But people love to talk about themselves and by using the informational interview you will have an opportunity to learn about the person, the organization, and to describe your strengths and potential value-add when the conversation eventually shifts towards you. Treat it as a real interview — be well prepared and at your professional best. The key is getting inside the organization so you can be seen and heard by people in the know and to assess the culture and company mission to see if it’s a good fit for you. If an opportunity does become available, you will be someone already in the pipeline. If you made a good impression, your resume will rise to the top of the pile. With a job shadow opportunity you can walk proudly into an organization because you have been invited inside to see the inner workings and experience the firm culture in-person. This can be a follow-up step to the informational interview. A job shadow experience will get you exposure to different people in the organization and illustrate that you are a savvy career seeker. Be careful not to exploit the generosity of your contact since they still have work to do on your given shadow day. Don’t offer your professional opinion unless asked and be sensitive about over staying your welcome. Less is more when invited to observe — take the lead of the professional who responded to your request and respect their schedule. Volunteer your way into the company . This is a great way to research career fields you have no experience with. If you are pursuing a career transition, or simply have not landed your dream position, being an unpaid professional can allow you see things from the inside to help you find the right match. Volunteering has been a standard practice for students and now with the returnship model for non-students, volunteering is a career development strategy for all. The trendy new returnship is for seasoned professionals and provides a way for you to test-drive an organization to determine if it’s a good fit. Do set realistic time limits and clear expectations with your new volunteer employer so you are not exploited while giving away your time and talents. If they have not heard about the returnship concept, offer it as new career development tool being used by the likes of the Sara Lee Corporation and Goldman Sachs. Is your LinkedIn profile representing you to your best advantage? Headhunters and recruiters troll social media sites for talent and LinkedIn is one of the leading sites where you can put your professional best out there for the world to see. Join groups, participate in discussions, solicit recommendations, and consider upgrading to the business level (19.95/month) to expand your network and access leads on candidate searches. This is a virtual door into an organization and can also make introductions for informational interviews, job shadow opportunities, and good old fashioned network building in-person. Create your own buzz by writing a blog or online articles in your respective industry. Being recognized as a specialist in your field in print (or online) will establish you as someone with credibility. You will ramp up your recruiting potential and hiring managers may even find you based on your written work. It’s equally important to scrub your social media sites and online presence to make sure your image is 100% professional and ready for prospective employer consumption. What’s on the web about you is fair game, whether you authored it or not. It’s easy to get down about the job search when opportunities are rarely, if ever posted. But you can take this opportunity to enter organizations through an alternative door and distinguish yourself amongst the masses as one who is industrious and willing to go beyond the job boards to find opportunities. The job search is still a full-time endeavor and whether you are an entry-level hire, a seasoned professional or a career changer, meeting people face-to-face is always the best way to make a lasting positive impression. You need an opportunity to tell your personal strengths story and explain your value-add proposition. So if the front door is locked — find a side door and use your creativity and strategic thinking to get inside and show your professional best. Check out the first segment of my new video series with valuable career & professional development advice. Caroline Dowd-Higgins authored the book “This Is Not the Career I Ordered” and maintains the career reinvention blog of the same name ( www.carolinedowdhiggins.com ) She is also the Director of Career & Professional Development at Indiana University Maurer School of Law.

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Explained: Sokol’s Role In Berkshire’s Lubrizol Deal

March 31, 2011

NEW YORK (Reuters) – Warren Buffett’s leading heir apparent at Berkshire Hathaway, David Sokol, has resigned after buying shares in Lubrizol Corp, a chemical company he then pushed Buffett to acquire. Below is a timeline of events running up to the $9 billion deal and Sokol’s resignation, based on Buffett’s statement on Wednesday and Lubrizol’s regulatory filing on March 25. Fall 2010: Sokol requests Citigroup investment bankers to come up with a list of possible targets for Berkshire Hathaway, including in the chemical industry. Citi gives him a list of 18 companies, including Lubrizol. Dec 13, 2010: Sokol discusses the list with Citi and says Lubrizol was the only company he found interesting. He asks a Citi representative to tell Lubrizol Chief Executive James Hambrick that Sokol was interested in meeting to discuss a possible deal. Dec 14: Sokol buys 2,300 Lubrizol shares. Dec 17: Citi relayed Sokol’s interest to Hambrick, who said he would inform the Lubrizol board of Berkshire’s interest. Dec 21: Sokol sells the Lubrizol shares. Jan 5-7, 2011: Sokol buys 96,060 Lubrizol shares after placing a 100,000-share order with a $104 per share limit price. Jan 6: Lubrizol’s board discusses possible deal with Berkshire and engages Jones Day and Evercore for advice. Jan 10: Lubrizol board convenes with Jones Day and Evercore to discuss a potential Berkshire deal. The board instructs CEO Hambrick to meet with Sokol. Jan 14: Sokol and Hambrick have a general talk over the phone and set up a meeting for January 25 Jan 14 or 15: Sokol suggests buying Lubrizol to Buffett, with a “passing remark” that he owned some stock in the company. Buffett is not interested. Jan 24: Buffett sends Sokol a short note expressing skepticism about making an offer for Lubrizol and preference to make another substantial acquisition. Jan 25: Lubrizol CEO Hambrick meets with Sokol and gives him information about the chemical company, including internal forecasts for 2014 and 2015; Sokol reports the meeting to Buffett, who then warmed to the acquisition. Jan 28: Evercore tell Lubrizol’s board that Buffett called them the day before and expressed interest in the deal. Feb 8: Hambrick meets with Buffett. March 12: Lubrizol’s board approves the sale to Berkshire. March 13: Berkshire’s board supports Buffett’s decision to buy Lubrizol. March 14: Berkshire announces plan to buy Lubrizol for $135 per share. March 19: Shortly before leaving for a trip to Asia, Buffett learns the details of Sokol’s purchase of Lubrizol shares. March 28: Sokol’s assistant delivers his letter of resignation to Buffett. Buffett says he had not asked for Sokol’s resignation and that it came as a surprise. Sokol’s letter says “it is my goal to utilize the time remaining in my career to invest my family`s resources in such a way as to create enduring equity value and hopefully an enterprise which will provide opportunity for my descendents and funding for my philanthropic interests.” March 30: Buffett announces Sokol’s resignation request. He says, “Neither Dave nor I feel his Lubrizol purchases were in any way unlawful. He has told me that they were not a factor in his decision to resign.” Sources: Berkshire Hathaway statement, Lubrizol filing with U.S. Securities and Exchange Commission (Compiled by Alina Selyukh) Copyright 2011 Thomson Reuters. Click for Restrictions .

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Jamie Court: Google CEO for Commerce Secretary? A Bad Idea

March 30, 2011

The strong buzz in Washington, DC is that Google CEO Eric Schmidt is President Obama’s top choice for Commerce Secretary and an appointment is coming soon. The CEO who made billions collecting our personal information online and serving us up to advertisers, the guy who created online privacy problems, would head the federal agency responsible for developing and executing the administration’s online privacy policies. Part of me wants to see Schmidt appointed because he would finally have to testify before Congress. Here’s a guy who presided over the largest wiretapping scandal in American history, when Google Street View cars took data presumably from tens of millions of wi-fi networks across the world, and he has not even had to testify before Congress. Now that’s a guy who is wired. Connected all the way to the Oval Office apparently. (Consumer Watchdog made a very funny video about what Schmidt’s faux testimony would look like.) Apparently no one in the West Wing has been able to talk practically with the president, who really wants Schmidt. It’s hard to imagine how a guy who owns roughly $5.41 billion worth of Google stock could avoid a conflict of interest. There’s only one way: Schmidt will have to sell all his stock, and his part ownership of the company. You cannot place that much wealth in a blind trust when everyone knows where the wealth springs from. That’s a seeing-eye trust. The very type that exploded the career of one time Senate Majority Leader Bill Frist. Then there’s Schmidt’s crazy mistress/girlfriend stuff that’s too rich for the GOP family values crowd in the Senate not to come after on the character/family values issue. Since this is business, not personal, so I’ll let the online tabloids talk: Eric Schmidt’s ex-girlfriend sets her sights on Facebook ; Google’s CEO Demanded His Mistress Take Down Her Blog ; Is Google CEO’s Other Girlfriend Getting Indiscreet, Too? ; Google CEO Deters Mistress Tattle Tales ; Getting Cozy with Google CEO’s Mistress And His Money ; The Google CEO and His Mistress: The Tell-All Blog ; How Google CEO’s Ex Girlfriend Keeps Tabs on Him ; Google CEO Has Money for ‘Dear Friend’ of His Sometime Girlfriend There are strong policy reasons not to make America’s policy on commerce Google’s brand of business. Consumer Watchdog enumerated them in a letter to President Obama weeks ago, but we have not received a letter back, not even a Gmail. In a nut shell, Google’s brand of business is to ignore ethical mores, social customs, and the rule of law — as a federal judge ruled last week to uphold copyright laws against Google’s digital assault on them in its Digi-Book-Mart deal. The judge sided with Consumer Watchdog and other consumer groups when claiming the deal would give Google a “de facto monopoly.” Obama has shown some remarkably bad judgment at pivotal moments of his presidency. Right before the spill in the Gulf of Mexico, he agreed to include offshore drilling in his energy bill. Just after the tsunami struck Japan, his administration reiterated its support for nuclear energy. Now, on the verge of an online privacy revolution, Obama is about to appoint a CEO who is The Anti-Privacy to his chief privacy post. 90% of the public wants more online privacy. Hmmm, do you think Americans will be happy with Mr. Schmidt and the president in the end? Part of me is looking forward to this nomination since, deal or no deal with Senate leaders on the confirmation, Schmidt will be a big, bright pinata for privacy advocates when he gets to take the oath at the confirmation hearings. I’m betting there are some senators who will ask the tough questions, and finally we’ll get some answers about Google’s scandals. Google stock might even suffer the consequences. This could be one confirmation hearing where Mr. Schmidt, whose known for his verbal gaffes , could cost himself hundreds of millions of dollars with the wrong word choice. (Remember, “Google’s policy is get right up to the Creepy Line?”) If Google’s stock falls $50 or so from its $575 heights based on those hearings, Schmidt’s wealth, based on 9,372,741 shares of stock, goes down by about about a half billion dollars. Now that’s one expensive confirmation process! Jamie Court is President of Consumer Watchdog. His most recent book is The Progressive’s Guide To Raising Hell.

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Video: Citi’s Parsons Succeeds With His Mastery of the Schmooze

March 25, 2011

March 25 (Bloomberg) — Richard D. Parsons, the 62-year-old chairman of Citigroup Inc., has mastered his people skills and political connections, and they have powered his career to the top of some of America’s most prominent, and troubled, companies, Bloomberg Businessweek reports in its March 28 edition. Erik Schatzker reports in today’s Movers & Shakers. (Source: Bloomberg)

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Park Sterling Corporation Names Jean Davis to Its Board of Directors

March 10, 2011

CHARLOTTE, NC–(Marketwire – March 10, 2011) – Park Sterling Corporation ( NASDAQ : PSTB ), the holding company for Park Sterling Bank, announced today that Jean E. Davis has been appointed to its Board of Directors. As a senior executive with Wachovia Corporation for more than 20 years, Ms. Davis was Senior Executive Vice President for Operations, Technology and eCommerce from 1999 until 2006. During her career with Wachovia, she was head of human resources and served as merger coordinator when Wachovia acquired two Virginia banks. She was a member of the Financial Services Roundtable from 2000 to 2006 and on the Board of the New York Clearing House.

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Peregrine Appoints Head of Medical Oncology as Company Advances Four Randomized Phase II Trials

March 9, 2011

Kerstin B. Menander, M.D., Ph.D. Has 30-Year Career in Clinical Development of Novel Therapies for Cancer and Other Indications

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Stacie Nevadomski Berdan: Women Move Up by Moving Overseas

March 8, 2011

As we celebrate International Women’s Day today, let’s celebrate the international women who work abroad. Women who made the leap, beaten the odds, and have been richly rewarded with a fast-tracked career: Higher pay raises, faster promotions and increased responsibility are the reasons to hop the on the next plane to Santiago, Stockholm or Shanghai. Plus it’s whole lot of fun. According to a recent study by ANZ recruitment agency Hydrogen Group, women who want to further their career should work overseas. ALL of the 2.637 professional women surveyed in Global Professionals on the Move 2011 said they would recommend working abroad. Wow — and the research that my co-author, Perry Yeatman, and I conducted in 2007 for our book, Get Ahead By Going Abroad , found similarly strong results: The trend is alive and well. The vast majority of the globetrotting women surveyed agreed saying that going overseas accelerated their career (85%), had a significant impact on compensation (78%) and made them better leaders and managers (95%). They also said they would advise other women to go abroad to advance their careers (83%). When I speak to professional women at all levels across various industries, however, I still hear many reasons why women think they, in particular, “can’t” go abroad. I would like to dispel these myths among my female friends because the evidence continues to mount that working internationally is probably the single greatest opportunity for women to fast-track their careers. Going global deserves a serious look. And so in honor of all the women who have done the unthinkable against so many odds over the last 100 years, I’ve listed — and dispelled — 10 common myths associated with why women can’t go abroad – because so many have and continue to do with significant success! Myth #1: Women don’t do as well as men overseas. Fact: On the contrary, studies indicate that women possess traits deemed critical in cross-cultural situations, such as style flexing, skill at building teams and relationships, communication skills, patience and persistence, and an open-minded approach to diverse and different circumstances. Myth #2: Women aren’t accepted as equals in international business circles. Fact: The international marketplace appreciates top-notch skills; gender doesn’t usually come into play. Some countries, of course, do not treat women as equals; each country must be assessed individually, however, and doing your homework is another critical component to success. The vast majority of women who work abroad agree that if you are good at what you do, you will be accepted in international business circles as a professional first. Myth #3: It’s only for young/junior professionals. Fact: Going abroad works at any stage or age in a woman’s professional’s career — it just does so in different ways. If you are junior, you may have less ties and therefore more flexibility. If you are middle management, you can jumpstart a stalled career or accelerate an already brilliant one. If you are senior, you may have the opportunity to manage a large-scale P&L or regional team, responsibility you may need to make the last leap to executive management — or simply round out your career with an international assignment. Myth #4: I can’t go; I’m married. Fact: While taking a spouse overseas with you undoubtedly complicates matters , it can be done. Of the 200 professionals surveyed, a full 40% were married. Souses find jobs upon arrival, reinvent their careers (as my husband did in Hong Kong), do not work and, a trend we’re seeing on the rise, ask to be transferred by their company as a fellow expat. However, there is no doubt that living abroad can put stress on a marriage. For both men and women, an unhappy spouse is cited as the most common reason why international assignments fail. Myth #5: I can’t go; I have children. Fact: If having children hasn’t stopped your career so far, an international move shouldn’t prove to be any more challenging. In fact, many women who lived overseas with children found maternity leave to be more generous and child care better and more affordable, thus enabling them to focus more on their jobs. In general, the younger the children the less complicated and disruptive the move will be. Raising global children in a cross-cultural environment may be one of the most beneficial things you can do for them in these increasingly global times. Myth #6: I don’t speak a second language. Fact: While language skills significantly enhance the overall overseas experience, they’re not mandatory in all markets (the exception is English in the United States and UK). If you don’t speak a second language, what cross-cultural skills do you have, and what value do you bring to the business? Your technical skills, management experience or in-depth knowledge of your company or industry should outweigh the need for language skills. With that said, whether you have a working knowledge of the local language or not, plan to study once you get there. Myth #7: My market is the most important, fastest-growing place for business. Fact: Whether you are in a sophisticated market like the U.S. or U.K., or in an explosive market like China, India or Brazil, multi-market experience is essential to understanding the global marketplace. Some professionals mistakenly think their market is “it”, but then a few years pass, currencies devalue and a new sleeping giant begins to wake up. The bottom line: Multi-market experience is critical to global growth. Myth #8: It’s not necessary in my field or industry. Fact: The breadth and depth of the global economy is astounding. Previously professionals thought only certain industries or professions needed to go global. Not true. Businesses compete at every level and across various markets. Constant technological advancements coupled with the booming growth in developing markets demand that almost every professional understands how to tap the global economy for sustained growth – possibly even survival 20 years from now. Myth #9: Out of site, out of mind. Fact: Perhaps the most compelling of the commonly givens reasons for staying home is that leaving the center of the action — headquarters — creates a fear of being forgotten. However, the opportunities abound to distinguish yourself for greater recognition and increased responsibilities. Your accomplishments will differentiate you, but you must network and find a mentor to help you leverage this success to greater gains back home. Myth #10: Such transfers are few and far between. Fact: While international assignments are competitive and tough to land, there are plenty out there and the numbers are on the rise — just don’t expect the expat packages of the past. Companies recognize the importance of international experience and realize the best way to get it is creating a global workforce. Do you have any more to add? Stacie Nevadomski Berdan’s next book GO GLOBAL! A Student’s Guide to Launching and International Career is due out this spring and Raising Global Children this fall.

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Andres De Los Reyes: Proposed Budget Cuts Promote an ‘American Brain Drain’

March 4, 2011

Our country needs the federal government to invest in innovative science — support that may be seriously cut in budgetary wrangling. It’s not simply that other nations may make competitive gains; the greater concern is that young scientists may lose confidence in the United States as the best place to establish their careers. The country cannot afford such a “brain drain.” Indeed, key trend lines are moving our country in the wrong direction. For example, the continuing resolution bill passed by the House of Representatives to fund the federal government for the remainder of fiscal year 2011 includes a rollback of federal science spending to 2008 levels. Specifically, the National Institutes of Health would see cuts totaling $1.6 billion and the National Science Foundation would see cuts that Senate Appropriations Committee Chairman Daniel Inouye (D-HI) stated would translate into the awarding of 2,000 fewer grants. These grants fund thousands of American science jobs that would be lost. Yet, the House budget bill leaves intact federal subsidies for industries with substantial private market viability including oil and agriculture. Federal support has become critical in launching research. This is because the risk and uncertainty inherent in innovative science often precludes private market investments. In fact, private companies often refrain from supporting cutting edge research until there is initial evidence that any investments they make will bear fruit. As a practical matter, high-risk/high-gain research does not get off the ground in America without federal investment. A reduction in federal investments in innovative research severely undercuts the ability of American scientists to compete with their peers in other countries. This is because other nations are making large research commitments in science and technology, and the growing “investment gaps” with the United States are already having an impact. For instance, in 2010 China purchased more wind turbines and solar panels than any other country and laid over 11,000 miles of high-speed rail. Importantly, Americans invented both wind turbines and solar panels and now China will likely make competitive gains in these technologies. Stated another way, we may essentially have to buy back technological advances in products that Americans invented. A lack of funding in innovative science disproportionately affects young scientists. They often need to begin their careers conducting this kind of research in order to land American science jobs. Thus, if the federal government reduces investments in innovative scientific research, fewer young scientists will be able to get and keep American science jobs, and this makes the global marketplace a more viable alternative. All this puts the country at risk. America’s ability to compete with other counties rises and falls on its ability to raise the young scientists who conduct innovative scientific research. If the nation can’t offer young scientists a good chance to launch their careers, we’re encouraging them to leave for countries that in recent years have made heavy science investments, particularly in health research, such as Singapore and China. If you think young American scientists leaving to work overseas is a far-fetched notion, consider the reductions in the private sector workforce that our country has suffered in recent years. In part, this is the result of American companies’ business decisions to move operations overseas to countries with tax and regulatory structures that allow them to reduce their costs. I fear we are on the road toward a profound “American Brain Drain” in which young scientists may begin to ask themselves, “If I cannot begin my career at home, what is keeping me from moving elsewhere where I know the government will invest in my work?” Cutting federal support for innovative science, and thus investments in the young scientists who often conduct this work, constitutes short-range thinking. Whatever savings the federal government seeks to make by cutting these investments will only lead to substantial costs in future years. Andres De Los Reyes is an assistant professor in the Department of Psychology at the University of Maryland at College Park.

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