wine

California Waves Goodbye to Salary History

Dawn Bardessono Careers in Wine December 1, 2017

 

On October 12, 2017, California joined a growing trend of jurisdictions attempting to address pay disparities by enacting a law that bans employers from seeking salary history information, including compensation and benefit information, from job applicants.  This includes the concern that relying upon salary history may perpetuate existing pay disparities.

 

 

To address this issue, California’s new law:

  • Prohibits employers from seeking salary history information, including compensation and benefits, about an applicant for employment;
  • Prohibits employers from relying on salary history when deciding whether to offer employment;
  • Prohibits employers from relying on salary history when deciding what salary to offer; and
  • Requires employers to provide a pay scale for the position to an applicant upon “reasonable request.”

Notably, although employers may not seek salary history information, if an applicant “voluntarily and without prompting” discloses salary history information, the employer may consider it in determining what salary to offer the applicant.   Unique to California, however, is the requirement that employers provide a pay scale upon reasonable request—a requirement that may force employers to create such a scale for positions.

The new law, which becomes effective January 1, 2018, will be codified at California Labor Code section 432.3, and applies to “all employers,” both private and public.

Employers in California should begin reviewing their hiring policies and practices, including employment applications and recruiting inquiries, to determine what changes may be necessary to ensure compliance with this new law.

 

 

What’s the best advice you ever got?

We get advice all the time. From people that we know, we respect and those we don’t know and we don’t necessarily respect….but we learn from regardless. Here is a collection of advice from a group of people from all walks of life…. May something resonate with you!

1. Don’t lose sight.

“‘People who used to run car companies were really into cars. People who ran hotel chains loved hospitality. Now, everything is run by accountants, and you feel it as a consumer.‘ This slightly grumpy rant from one of my mentors, the famed mad man Martin Puris, inspires me to stay focused on the purity and passion of a business pursuit.”  –Andrew Deitchman, co-founder of The New Stand

2. You get only what you settle for.

“The best business advice I ever got came from my dear old Dad. It’s quite simple and immeasurably powerful. It goes like this: ‘You, and only you, should set the value of your talents, ideas, services, and/or product. Don’t ever expect anyone to pay or give you more than they have to.’ As an entrepreneur, you have to get used to the fact that, quite often, you’ll be faced with an offer that seems less than the value of your talent, ideas, services, or product. That’s business. You are the sole arbiter of what you, your ideas, services, or product is worth. Therefore, what you get is what you are willing to settle for. You have to fight for what you feel you’re worth. Not that settling is necessarily a bad thing, but where you end up is what you settle for. Sage advice.” –Neil Powell, fine artist and co-founder of Mugnacious

3. Be clear and transparent.

“I learned many things while working for Steve Jobs in the ’90s, including what not to do. While Steve was arguably the greatest marketer of our generation and gave some of the most inspirational speeches of our time, he wasn’t the best communicator when it came to individuals. Steve didn’t set defined expectations for me or other employees: he simply knew it when he saw it. Watching him operate made me recognize the importance of clarity and transparency with my team, and how imperative it is to set expectations and effectively communicate with them. The more transparent I am about where I want to take the company, the clearer my team is about how to get there. Making sure everyone is on board before you make business decisions will help ensure you won’t alienate people (sometimes your best ones) in the process.” –James Green, serial entrepreneur and CEO of technology company Magnetic

4. Forget “having it all.”

“These days, there’s an ongoing debate about whether women can ‘have it all,’ and I’ve often been asked that question. I’m a person who likes to give 100 percent to everything I do. I want to be the best at my job and as a mother. But I realize I can only give 100 percent in the moment. If I’m at work, am I giving 100 percent to my kids? No. If I’m at home, am I giving 100 percent to my work? No. It’s a balancing act, but worthwhile as long as we don’t kid ourselves that we’re superwomen.”  –from the book Getting Real by Gretchen Carlson, host of The Real Story with Gretchen Carlson on Fox News, used by permission

5. Don’t get caught in analysis paralysis.

“Work is never going to be as slow as it is today. The pace of business in general — and start-ups specifically — will only quicken in 2016. So, we have to make a lot of important decisions quickly. I got some great advice early in life, which was: ‘Sometimes you won’t know the right decision, so you have to make the decision right.’ In other words, when you lack perfect information and time, you have to be thoughtful about your process, be diligent in your analysis, then make the decision quickly. After that, it’s all about execution and putting all your energy into making it work.” –Don Smithmier, founder and CEO of The Big Know

6. Listening is very different from hearing.

“The best piece of advice ever imparted to me comes from my mom, who is fond of saying ‘What you say matters less than what people hear and understand.’  As a teacher, she was a brilliant listener, and she used what she heard to build a bridge between what she needed to teach and how the student needed to learn. From that, she taught me to focus my efforts on helping people understand rather than on what I wanted to tell them. She taught me how to hear, and it is the single most important skill in my professional success.” –Courtney Buechert, founder and CEO of creative marketing agency Eleven, Inc.

7. Put your weirdness into your work.

“These words were spoken to me by famed voice-over and recording artist Ken Nordine. This was many years ago, and I’ve carried these words with me ever since. He recognized that we all get a little weird from time to time, but it’s how we choose to channel our weirdness that’s key. To offset my very ordinary life, I infuse every project I touch with experimental and fluid creations. It’s what’s led to my best work and most successful endeavors. With weirdness and imaginative thinking embedded in all facets of your work, you are free to spend the rest of your time enjoying the little things in life, a balance that is delicate yet so profound.” –David Slayden, founder and executive director of designer-founder accelerator BDW

8. Action creates opportunity.

“There’s a variety of advice that has had lasting impact, but this is the one that I continue to return to on a weekly basis. It’s a quote from my former CEO. This phrase remains valuable in the big and small, in the tactical and the strategic. We are in an industry that requires the creation and fostering of constant change. We have to invent new ideas, create new services and capabilities, all while increasing the quality of our craft. So while we can all spend an endless amount of time contemplating and planning, there is one force that cannot be denied. Take action, as it will surely create and open up new opportunities.” –Ed Brojerdi, CEO of  KBS New York and co-founder of Spies & Assassins

9. No cohesion, no team.

“In creative industries especially, teams are central to the work. They are integral to collaborative cultures and, far more often than not, essential to innovation. What too many people fail to recognize, however, is that two or more people working together doesn’t automatically constitute a ‘team.’ These people may be partners and co-workers, but that’s not enough to effect the magic that genuine teamwork can produce. When I was running the brand-strategy practice for consultancy FutureBrand, we assembled teams to take on each assignment and were careful to include a diversity of skills and backgrounds in each. I couldn’t help but notice, though, that certain teams were far more effective than others. In a management meeting, we discussed the issue and then we each went off to gather more data. When we reconvened, the lesson became clear: No cohesion, no team. It turned out that the highest performing teams simply liked each other more. They would break for dinners. Go bowling. Share their weekend plans and recaps. They genuinely cared about one another. And that led to a level of performance that far outstripped anything that less cohesive teams could hope to achieve. I keep that lesson in mind, not just when I’m putting teams together but also when I’m hiring. However brilliant or accomplished a prospect is, I don’t want to hire that person if he or she can’t play well with others. I look for the right mix of skills and mindset, of course, but beyond that I want to know that the person will be worthy of colleagues’ trust and a positive presence within the company. If not, I’d prefer that person play on someone else’s team.” –Andrew Benett, Global CEO of Havas Worldwide and Havas Creative Group

10. See the spaces, not the trees.

“This is a snowboarding reference. It can be daunting, standing at the top of the mountain readying yourself for the trip down, and seeing all the trees in your path. But the key is to see the space between the trees. This sort of mindset, seeing the opportunity and not the obstacles, is important as you start out on your next life chapter, both personally and professionally. When you’re deep into your work or facing a personal challenge, it’s easier to see the barriers, but don’t let them stop you from pursuing the opportunity that exists around them. Remember the business of your business. Many companies get caught up in the service they provide versus what actually drives their business. For example, Twitter is a micro-blogging service. But at the end of the day, what pays the bills is selling ads and sponsored tweets on the platform. Don’t lose sight of the actual economics of your business; it’s what keeps the lights on

6 Traits- What To Hire For:

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Celebrating 21 years in the Wine Industry

 

There’s two things you need to know, right off the bat, about these hiring criteria.

First and most obviously, the six criteria on Danny’s list are psychological traits, not technical skills.  Even though it is generally easier to hire for technical skills, whether they are knife skills in the kitchen, great customer-centric leaders like Meyer feel confident that they can teach technical know-how to almost any newly-hired employee, but on the other hand find the idea of teaching empathy, teaching work ethic and so forth to be essentially a fool’s errand, much better addressed in the selection process than in post-employment training and discipline.

The second point is this: Even though you’ll be hiring for personality traits rather than technical skills, you still need to develop highly-skilled employees before they even face the first customer. Otherwise, you’re doing your customers (and your company) a huge disservice.

 

Meyer: “I used to think that you could just hire people for their emotional skills and if they had the six essential emotional skills, that’s all it took. I learned the hard way that you can’t unleash somebody’s hospitality unless you have first completely drilled all the systems, the technical skills and know-how that are needed, to a point of excellence.”

In other words:  These wonderful, warm personality traits that you have hired your new employees for aren’t going to manifest themselves in ways that are useful to your customers until the training for skills is complete and has become second nature.

Meyer compares this to learning to drive a stick shift.

I remember when I first learned to drive a stick shift [as a teenager back in St. Louis], I had absolutely no idea what I was doing. And until I had learned to be proficient at doing that, I wasn’t having any fun while I was driving. I wasn’t switching the stations on the radio dial. I wasn’t telling jokes to my friends. I wasn’t pointing out the beautiful trees on the side of the road.

At that beginner’s stage, I was “all systems all the time.” But once I learned those systems, how to shift gears, find a sticking point when I was on a hill, all those kinds to things that are really taught. Once I cleared all that out, that’s when I could get back to being myself and pick the best music for whoever was in the car, tell jokes with people, you know, enjoy the scenery.

So even though the emotional skills that lead to hospitality are not really teachable, but they are also not revealable until first you’ve learned the systems, the technical side of getting the job done.”

Meyer and his Union Square Hospitality Group restaurants hire for what Meyer calls an employee’s “hospitality quotient.”  These are the six traits he feels are required for an employee to have the potential to provide true hospitality to the guests of his restaurants.

Here’s his list of six traits to hire for, which I’m using here with his permission and hope you find useful.

1. Optimistic warmth (genuine kindness, thoughtfulness, and a sense that the glass is always at least half full);

2. Intelligence (not just “smarts” but rather an insatiable curiosity to learn for the sake of learning);

3. Work ethic (a natural tendency to do something as well as it can possibly be done);

4. Empathy (an awareness of, care for, and connection to how others feel and how your actions make others feel)

5. Self-awareness (an understanding of what makes you tick;

6.  Integrity (a natural inclination to be accountable for doing the right thing with honesty and superb judgment).

Micah Solomon is a customer service consultant, customer experience speaker and bestselling business author, most recently of High-Tech, High-Touch Customer Service

 




Drowning in Guilt-How to hire millennials—and weed out the bad ones

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Yes, I hear you complain about them every day: Those millennials, they ask about vacation time in the first interview! They get a bad cold and disappear for days!

They want my job after a week in their job!

“Who do these upstarts think they are,” you moan to me over every business lunch.

I feel your pain—but question your premise. Sure, there are tons of indolent slackers lounging in their parents’ rec rooms and some of them should stay there because they make terrible employees. But don’t dismiss the generation; just take some hiring and management precautions. Here are six steps to weeding out the duds and finding the eager hard-chargers who’ll stick around, build your business and make you look good.

 1. Be brutally honest in the interview.

I used to mince words with prospective employees. In my lexicon, senior people with monstrous egos that needed to be not only tolerated but massaged were referred to as “challenging” or “difficult.”

I’m not polite any more.

I tell the prospective employee that the wine industry marketing environments, for an example can be hard to work in. I also tell them I don’t allow screaming, yelling, throwing things ain the organizations they may work in.…but those “difficult” people will still find ways to torture you. (I don’t, of course tell them that back in the day,  at X Winery, one of the Sr. Marketing VP threw a box of yellow Kleenex at a friend of mine saying, “Don’t come back until these are white!”) I also tell them that the WIne Marketing business is a somewhat stagnant business right now. Several tiers of the job ladder have been eliminated and now there are only assistants and senior brand managers. Where I used to have five mid-level jobs to promote assistants into, I now only have one. I tell them it can take four years instead of two to advance. If they are still sitting in the chair across from me when I’m finished with this non-seduction, I figure they must really want the job.

2. Don’t hire them if you sense even a whiff of entitlement. I tell every prospective employee that they will be gofers for the first two years (that means chores like packing wine and POS for various events) even if they won’t be. When one young man who wanted to be a brand manager said, “But my university led me to believe…,” I said, “Stop right there. No one cares what your college led you to believe. They only care if you can use a copy machine and answer phones. That is how we all started.” No surprise: Our discussions ended there.

3. Do a hunger check. For a big part of my career, my assistant’s chair was held by a revolving door of fill in the blank recent top 10 University Grad . I wasn’t looking for a University Grad; it’s not as if I graduated from any of these schools or wanted to do something for my alma mater. It just so happened that at the time, these smart, heads-down kinds of people worked perfectly in the male dominated wine industry. Later on I tried out grads from other Ivies, but after going several rounds with Harvard kids who embarrassed me with their sloppy, “I’m above all this” office work, I put a moratorium on Harvard diplomas. (See, you don’t have to be a millennial to feel entitled.) I feel the same way today: The  hardest-working, most attentive, most intelligent starters still come from schools with un-fancy names. They’re millennials, for sure, but not slackers. I have come to believe that America’s top-tier schools are doing their graduates a disservice by boosting their expectations about starter jobs. Entry level is the great flattener of the working world.

4. Remember, everyone announces themselves in the interview.

I learned this the hard way when I ignored my gut response and hired a young woman who made me feel uncomfortable in the interview. She startled me during our first discussion when she suddenly asked intimate questions about my children. Turns out that in preparing for the interview she had done something smart: She’d gone back and read all of my editor’s letters, in which I’d written often about my kids. But she didn’t explain that in the interview, leaving me to feel she’d snooped in a creepy way, which made me squirm a bit. But I hired her. Our entire time together (less than a year) was marred because she constantly tried to front run my desires and fumbled them; she couldn’t wait for direction.

5. Shake ‘em up a bit. Ok, so I’ve worked with some of the scariest people in wine—and made it through. While some people are just mean and awful because they can be, I’ve carved out a spot as a pretty nice person who is tough but fair. But every now and then, especially when working with the overly pampered (millennial or otherwise), I find it’s a good idea to borrow a trick from the monster-boss playbook and send a tiny chill down their spine. I am a little sterner than I would normally be; I play the tough parent who won’t put up with the crap they just handed me. I let them know I set a high bar and plan for them to jump high enough to clear it.

6. When you find the good ones, help them move up—even if that means losing them. Yes, I said that. When you find those great millennials, be generous. Part the waters for them, give them perks, jump into their court and use your influence to move them along to the next tier when it’s time—even if the better job is not in your winery and it kills you to lose them. That’s how you win their loyalty. Forever. And you just may be nurturing an employee who’ll come back to you years later.

In the Hot Seat: Handling Tough Questions Honestly

R1607J_BROSMIND-850x478Information exchange is integral to creating win-win deals, but it must be carefully managed. Disclose too much and your counterpart might take advantage of you; disclose too little and you miss opportunities to discover mutually beneficial trades. So what should you do when you’re asked a question that, if answered truthfully, would put you at a bargaining disadvantage?

WHAT NOT TO DO

Lie. You will be tempted to lie. Don’t. Setting aside ethical, moral, and legal arguments, if you get caught, it can damage your reputation and your relationship with your counterpart and potentially put the entire deal in peril. Research shows that many positive interactions are required to restore trust after a single breach, and breaches entailing deception are among the most difficult to recover from.

Palter. Another common but misguided approach is what Todd Rogers and colleagues call “paltering,” or using truthful statements to convey an inaccurate impression. The researchers give the example of former U.S. president Bill Clinton’s answer to a question about whether he’d had a sexual relationship with Monica Lewinsky: “There is not a sexual relationship—that is accurate.” Technically that statement was not a lie, because his involvement with Lewinsky was in the past. But research shows that people view such legalistic skirting of the truth as unfavorably as they view outright lying.

Abstain. A third common workaround is to abstain from answering the question. However, Kate Barasz, Michael Norton, and I have shown that this tactic leaves a worse impression than disclosing even extremely unsavory information. For example, in one study, participants viewed people who had confessed to frequently stealing items worth more than $100 as more trustworthy than those who had simply refused to answer the question.

WHAT TO DO

Redirect. In the short term, the strategies deployed by politicians, who routinely face tough, direct questions, can be instructive—particularly for one-shot negotiations (when you are unlikely to meet your counterpart again). A familiar tactic is to dodge the question by changing the subject to something seemingly related. As noted earlier, people are generally not very good at detecting dodges, so you have an opportunity to selectively disclose information of your choosing. A second strategy is to turn the tables and question the questioner. Responding in this way can deflect attention and enable you to take control of the topic.

Share carefully. If you’re playing a longer game, disclosure can work in your favor; it can foster trust and facilitate better outcomes through collaboration and joint problem solving. To avoid being exploited, however, negotiators should start small: Share a substantive but not critical piece of information. Only if your counterpart reciprocates should you continue the tit for tat; disclosure without reciprocation leaves you vulnerable to your counterpart’s value-claiming tactics.

 

Leslie K. John is an associate professor at Harvard Business School. Twitter: @lesliekjohn.

Recovery is upon us…that is if you are producing over 3 million cases…

Financial Symposium attendees hear details of who benefits most from ongoing sales boom

 by Paul Franson

Napa, Calif.—The Wine Industry Financial Symposium held Monday and Tuesday was itself an indication of the health of the recovering wine business. Fully 330 lenders, growers, wine companies and suppliers attended the conference, up from 260 last year.

Vineyard executive David Freed started the symposium 21 years ago to improve communication between wine businesses and sources of capital. The only surprise this year was that more wine executives didn’t attend to gain valuable insights and rub elbows with bankers and other lenders who could make the difference between success and distress sales of their businesses.

Big three’ grew 8% Freed noted that domestic wine producers are increasingly splitting into two segments: the top 16 to 20 who are good at building brands and producing efficiently in volume, and the rest, whom he said “exist in the luxury space.”

He noted that the big three—Gallo, The Wine Group and Constellation—grew 8% on a huge base of 150 million cases. “They represent in real terms almost half the industry’s growth.” The next five players—Trinchero, Bronco, Treasury, Delicato and Kendall-Jackson—represent 51 million gallons and grew at 3.5%. “They were very successful, too,” Freed noted, with Trinchero doing an outstanding job.

He also noted that Kendall-Jackson had the lowest growth from that group, but conceded, “They seem to be managing for profitability.”

The next players—Don Sebastiani, J. Lohr, Bogle, Charles Krug (Peter Mondavi family), Diageo’s Beaulieu and Sterling, Korbel and Fetzer—grew 1.3%.

That doesn’t leave much for smaller wineries.

In a panel discussion of lender representatives, Perry DeLuca from the Wells Fargo Bank Wine Industry Group assessed winery growth, too. He noted that it’s tied to increased retail sales, U.S. wine exports and California winery shipments, all of which have long-term trends going up.

DeLuca said the top 10 wine companies produced 222 million cases in 2011, up 7% from 2010. These companies have been making acquisitions, mostly with cash, to buy vineyards and winemaking facilities. Interest rates are very low, so money in the bank earns little, and these cash-rich wineries are investing in assets as a more likely way to make money.

Read more at: http://www.winesandvines.com/template.cfm?section=news&content=105598&htitle=Three%20Biggest%20Wineries%20Take%20Half%20the%20Growth&
Copyright © Wines & Vines

Hiring Process: Not About Who, but About Why?

Although the Selection and Hiring Process may seem time and step-intensive, hiring the right person for the right job is one of the most important responsibilities a company has – one that has far reaching and long lasting effects.  Investing the time at the front-end of the process by selecting the right recruiting firm and carefully and thoughtfully deciding with them what functions the person must perform and the skills necessary to successfully perform those functions, will help you attract, hire and retain your human capital.

A small to mid-size business invests 30%of budget dollars in humans – that is why recruiting and retention matter.  When we think of our people as an investment, it begs the question, what are your expectations for the dollars spent? What do you want to see as a return on that investment?  Before making that next investment, take a moment to determine what you truly need and then make your plan.  Take a sufficient amount of time to outline each step by beginning with a solid recruiting and hiring process.It is important to develop a recruiting process that suits the needs of your company, one in which you are comfortable enough to use routinely.
Often, when an employee leaves, it feels natural to want to replace the person and hire for the same role when, in fact, the situation presents a great opportunity for you to assess your current staff.   What are your teams strengths and skills?  Where are the gaps?
Perhaps the position previously held was sufficient at the time, however now we have a chance to add skills that are more in-line with the company’s needs and vision.
Once you have identified the skills present, you can now define the essential skills and functions needed to fill the opening.  This brings us to the next step, defining the position.
 Capturing the essential functions, experience, knowledge, skills and abilities in a job description will provide a guide for us as we begin the quest toward filling the position.  Job descriptions play a key role to not only define the position initially, it is used to craft job advertisements, to set expectations both during the interview and post-hire, support for daily coaching and, if necessary, as a document for disciplinary actions.In addition, the job description is a terrific place to begin when crafting your interview questions.  Begin with the essential functions.  Take each function and create behavior-based questions designed to get the candidate to describe how/when he/she performed such a function, what tasks were involved, what actions were taken and what were the overall results. Using a standard list of skill-based and behavior-based questions provides an equal assessment field for which you can evaluate candidates.Additional tools are available to assist with the decision-making piece of the equation.  Consider, for a nominal amount of time and money you can incorporate reference checks, assessments and telephone screenings.  These tools, although helpful, do not provide the answer; these tools provide insights and additional information for consideration along with the other critical pieces.

Recruiting best practices includes taking a holistic look at all information available to make the best selection for your company’s needs.

How to address "Your Overqualified"

With downsizing and reorganizations happening more than we would like to admit in the wine industry..everything from sales to production.  Looking for a job has changed. And taking a step laterally or down is becoming more of the norm than the abnormal.. talking to folks I frequently hear this, “They aren’t hiring me because I’m overqualified.” One man e-mailed me about this problem:

“I have a lot of incredible extracurricular professional activities, publishing expertise, project management experience, board leadership skills, etc. I have an MBA, and am a CPA. All of this info is on my  resume because it sets me apart. However, I am concerned that people are viewing me as overqualified for lower-level jobs and eliminating me. Yet, the jobs I am truly qualified for are fairly high up and there are only a handful of openings. Help!”

So what should you do if you’re credentialed with good experience and advanced education, are looking to become re-employed and are even willing to take a lower-level position? Here are a few tips:

Don’t Be Tempted to “Dumb Down!”

This strategy moves your career backward. You typically end up frustrated, not hired or worse — you find a new job you can’t wait to move out of. Most employers today actually want you working at your highest ability level since productivity is key to everyone’s success. They also want to retain you past the many months it takes to train you for the job, so you can begin to make a contribution to the company

Do Some Soul Searching and Savvy Preparation.

Acknowledge that employers are reluctant to hire a person who is overqualified because they think the person is unlikely to be happy, won’t stay long, might want the interviewer’s job or may expect fast promotion. Remember that you can be threatening to the interviewer, especially if you are truly suited for the interviewer’s job! He may think you aren’t seriously interested in doing the job for which you’re being hired — nor do employers want someone who’s burned out or sees the job as an easy paycheck.

Examine why you want the position. “I need a job!” is not a response that will endear you to him. You must use your communication skills to convince him why a demotion is a good option. You must create a reasonable explanation. Try this:

My current position as Regional Sales Manager requires me to cover 14 states, and the job had grown into 15 nights of travel per month. This has become an increasingly difficult sacrifice for my family. I have decided to seek a major accounts-rep position that allows me to focus on my strengths — selling, sustaining top-notch client relationships and up-selling — but also allows me to go home most evenings. This is not an option at my current job. It requires a lot of out-of-town travel to do the job, which I am no longer willing to do. I believe my extensive marketing and sales skills would greatly benefit your organization in a positive way. I see this as a win/win situation for both of us.”

Don’t Show Desperation.

You may feel it, but it will work against your getting hired if you show how frantic you are to get a job. Too often an executive says, “I’ll start at any job just to get my foot in the door.” That won’t work — it’s an outdated strategy. Being willing to take any job often makes the interviewer disqualify you. She needs a competent person to perform the specific job she’s hiring for.

So, you must show not only that you can do it but also that you want to do it. You can offer some advantages, gained from your experience, such as: “My ability to solve problems and train others would be a major plus in the position.” Many employers are slow to hire, yet pay well when they select someone for the position, so patience is essential.

Look Harder for Positions for Which You Are Qualified.

Employers want a good fit and an individual who delivers results. Customize every cover letter you write and tweak your resume to match the opportunity. Be sure to address the major needs required and demonstrate results you’ve achieved in line with the level requested. A former CEO at a smaller company might only be a midlevel executive at a larger organization, so be clear as to how you’re leveraging past experience and leadership to help a potential employer excel.

Networking Is Key to Hearing About and Landing a New Job.

Ask colleagues, friends, former employees, college alumni, and other contacts for referrals to new people who can help you uncover unadvertised positions. An introduction to a senior executive can open new doors and even create a job when no advertised one was available. Department of Labor statistics reveal that 63 percent of all jobs last year were found through contacts, so network, network, NETWORK! and call Benchmark…

Personal Branding Tips

Personal Branding is a critical component of any career. No matter what your occupation, it’s important to create a “stamp” of who you are professionally so others can identify you as a prominent thought leader or trusted expert in your industry. Your skills, personality and values all tie into your personal brand and help others — particularly, employers — know what’s important to you, what you’re good at and what you’re able to give back.

Many professionals and job seekers have crafted excellent personal brands that have helped them to land a job or simply become successful in their chosen field. Although everyone’s personal brand is different, there are a few things that all successful “branders” do to maintain their identities. The most effective personal branders:

  1. Express genuine interest in their profession or industry. Great personal branders know passion is one of the most important aspects to creating a convincing and compelling professional identity. Before you even begin to brand yourself, make sure you’re focusing on something you truly love to do, or risk coming across as insincere.
  2. Know the importance of clarity and consistency. Communicating your personal brand clearly and consistently across all outlets ensures your audience knows exactly how you mark yourself. Great personal branders make this a habit so they can clearly demonstrate what they are and aren’t about.
  3. Know their values. Another key component of an effective personal brand is identifying and communicating your values. Great personal branders have already asked themselves, “What is it that’s truly important to me?” Maybe you value environmentalism, empathy, honesty, innovation, individuality, boldness or volunteering. Those with great brands know their personal values provide the foundation upon which their entire brand can be built.
  4. Identify their audience. Knowing what your audience wants from you is important to maintaining a relevant professional presence. For instance, a professional who’s branded themselves as an expert on the economy might confuse their audience if they suddenly start sending out tweets about pop culture. The best branders identify what their audience wants from them and delivers consistent, timely, and relevant information to meet those expectations.
  5. Position themselves as experts. You can’t create a great personal brand without being dedicated to learning all there is to know about your industry, and then demonstrating that knowledge. You can do this in a number of ways, like keeping a blog or creating and sharing email newsletters. No matter which outlet they choose, the best branders always work to deliver reliable and compelling information to keep their audience engaged.
  6. Keep their online presence up-to-date. Great branders know anyone can be Googling them at any time, and they know the Internet is usually the best resource for anyone who wants to know more about them and their career. Keeping social media profiles, blogs, and websites clean and updated with the latest information is a key way to ensure others can access and understand what you’re all about.
  7. Keep learning. Continuing to learn and grow is crucial to ensure your brand never falls short of expectations. The best personal branders stay on top of learning and developing their skills — and that doesn’t necessarily mean going back to school. Great branders simply seize every opportunity to try new things and advance themselves professionally and personally.

Following these seven habits of effective personal branders can mean the difference between showcasing yourself as a competent and valuable employee versus someone who places no importance on their personal values and professional goals. Take these tips with you as you craft your personal brand, and others will pick up on your commitment to professional success.

5 ways running a winery differs from a Silicon Valley startup (or doesn't)

Ever wondered how running a Silicon Valley startup differs from starting your own winery? Sarah’s Vineyard owner Tim Slater has experienced both worlds as an engineer and a winemaker. These, he says, are the five differences:
1. Being in a Silicon Valley startup generally means living within a shoestring budget. You earn little or no income while working 12-hour days. It’s a life of late nights and early mornings — and occasionally no separation between the two.
2. You spend months wrestling with borrowed equipment that doesn’t do what you want it to do, and weeks trying to “kludge together” a workable solution from what you’ve got on hand.
3. You have frequent interaction with local officials, who throw every possible roadblock in your path.
4. There is a high probability of failure, and the outcome is dependent on whimsical events completely out of your control.
5. And once you get venture capital, it gets a lot worse.
“Farming,” he says, “is about the same, only a lot dirtier and with a lot less income.”