Becoming a Virtual Assistant: Frequently Asked Questions

What is the growth prospect of Virtual Assistant profession worldwide?

The virtual assistant industry is growing by leaps and bounds. Initially there were only few Virtual assistants, but, now there are at least one million people situated globally. Virtual assistants both collectively and individually are spreading this concept and many are joining them daily. Many administrative assistants, office managers and experienced professionals have recognized Virtual assisting as an achievable and viable option for them.

Why people choose to become Virtual Assistants?

The reasons are many. Many people think that it is a lucrative option to earn extra income, while others consider it as an option to have a control over their destiny and some take up because they can spend more time with their family, while some take due to illness and health problems. The internet revolution has enabled people to work from home. Many people become virtual assistants due to their aspiration to earn more, due to their experience and knowledge and also due to the potential of the Virtual Assistant industry.

Does any one need a business license to become a virtual assistant?

It depends on where he lives. In States like Georgia, every independent contractor or Virtual assistant needs to possess a business license while other States does not require. It is better to check with the local county and state to be sure of all the legal protocols before setting up a Virtual assistant business.

Is training necessary to become a Virtual assistant?

It all depends on the person. Some would have got all the experience from the previous jobs, while some require to undergo training to gain confidence and knowledge to handle certain issues and tasks. As the virtual assistant industry is growing day by day, the competition and the business require to undergo a training to stay successful.

How can the Virtual Assistant business marketed effectively?

Virtual assistant business can either be marketed via Internet or offline. When opting the offline method, brochures, flyers, business cards, press releases, postcards, advertisements in yellow page and writing articles are very effective. Through internet, websites and online ads can be used to advertise effectively.

A Closer Look At Two Interview Questions

A job interview is stressful. The person who hasn’t made a lot of changes isn’t practiced at what is involved (nor should they want to be), and the person who has made a lot of changes doesn’t have any idea as to what’s involved either, or they wouldn’t be making so many changes!

Preparing for the interview de-stresses the situation considerably. Yet, 78% of all candidates - regardless of the level for which they are interviewing - wing it! And frequently cause themselves to be weeded out in the process.

Like so much of the interview, seemingly innocent questions can trip you up. You think you are answering them in a way that puts you in the best light, but you'd be surprised at how many people completely miss the boat. Merely to hope an interview has a positive result is not enough. That's basically forfeiting your ability to drive up the percentage of a positive outcome.

For instance, in response to the question, "Why do you want to work here?" some people will say things such as:

"I've worked in this industry for 15 years and been very successful. I feel I can make a difference in your organization. I have a proven track record of leadership. I've read in the paper that your company is having some problems, and with my experience as a Director of XXXXX, I can help straighten those out."

That answer may sound good and appear to suffice, but on a scale of 1 - 10, it ranks about a 4!

Why? The answer shows no research, no thought, no consideration. It sounds stock and could suffice for any number of companies. Overall, unimpressive.

In my experience as a recruiter, I've found that while mid level management tends to UNDERanswer the question, upper level management will often OVERanswer the question. One group doesn't provide enough information because of a limited lack of experience. The other group has been around, worked their way up the ladder in more than one company, and in their attempt to sound thoughtful, intelligent, and wise, end up saying very little at all.

Let's look closer.

WHY DO YOU WANT TO WORK HERE?
Here's where you get to show off your research. Tell the interviewer what you've learned about the company, and why it's appealing to you. SPECIFICS are the key here.

Relate those specific examples from your experience to what you've learned about the company, their focus, and their market. Look to your personality and what motivates you and how that relates to any details you learned from the ad, your recruiter, your friend who referred you, or from where you learned of this opportunity.

For instance, perhaps their ad stated that they were looking to establish a marketing department from ground up. If you thrive on growth, challenges, making things happen - there's your answer - along with examples of how you have grown, established, or done market research in a parallel situation.

And you might ask, "What if it's not a high profile company? What if it's on the small side and local?" Right. Not every company is the size of General Electric or even a regional public powerhouse that you can look up in Dun & Bradstreet.

But most librarians are more than willing to help you find any information that might be present in any of their research books. Local newspapers may have done stories on the company, and the library would have those too. And these days, most companies have a website.

Share what you can do and why you feel you can make a contribution and benefit the company. This question is about how YOU can benefit the company, not how the company can benefit YOU.

TELL ME ABOUT YOURSELF
Some interviews are lost right at this point. This is not an invitation to go on ad nauseum about everything that has happened to you since you were five years old or since your first job out of college. Nor is it the time to shrug your shoulders and give an unplanned, one-sentence answer.

Some people, especially those who haven't prepared and have a tendency to talk when they get nervous, find themselves rambling. Put together a nice little 2 - 3 minute verbal bio about your career, your qualifications, and why you are interested. Know what you're going to say in advance.

A FEW POINTS TO REMEMBER
In recruiting we used to say, "'A' candidates for 'A' companies, 'B' candidates for 'B' companies and 'C' candidates for 'C' companies," and a 'B' candidate is not only some one who's talents and track record is only so-so, it's also an 'A' candidate whose poor interviewing skills MAKE him a 'B.'

Knowing who you are, what you want, what you have to offer and what you've accomplished - and having it all on the tip of your tongue - can make or break you for a job offer - not just for your perfect job, but sometimes for even finding ANY job.

Being able to sell yourself, your skills, how you can benefit a potential company and then being able to close the deal necessitates taking the time to research and learn the company. It means knowing yourself well enough that you can apply aspects of your capabilities to the individual facts and details of that INDIVIDUAL company - and that you can do it smoothly without groping for words or just winging it.

And last, but not least, the words of Peter Handal of Dale Carnegie Training, echo the importance of interview preparation, including what strikes most people as silly - role playing. But as he said, "you only have one chance to make a really good impression," and if you don't take it seriously enough to study and thoroughly prepare, someone else will, and that's the person who will get the job!

Do your homework before EVERY interview! There's no chance to make a second good impression!

10 Important Questions To Ask Web Developers Before Dishing Out the Dough

Assuming you already have a fairly good idea of what you want on your web site and will more than likely be writing your own copy or having it written for you, here are 10 questions you need answered to help you create an effective web site without breaking the bank or delaying your plans.

1. Price by project or by the hour? Accepting an hourly rate agreement gives you little control over costs unless you put a spending cap into effect. If you have to exercise the spending cap, what if your site is only partially complete? Inevitably, you will have to dish out more dough to get it finished and this is a strain you want to avoid as you start your new business.

2. Once the site is complete who will maintain it? If the developer offers this service, what are the costs and turn-around time? If you'd rather assume modification control, do they offer access to and training on editing software?

3. What is the expected completion date for the site? You want to be in a position to plan ahead for the launch. Having this information will allow you to organize your marketing efforts and prioritize all other plans that tie in to "going live".

4. What is the payment structure? Do they want all of the money up front? Half now, half upon completion? Make sure you hold back partial payment until your site is complete and you are fully satisfied with the results.

5. Will your designer submit your site to the search engines or will this be your responsibility? If this is your responsibility, do your homework to ensure you cover all the steps. (Keywords and META tags must be done prior to submission.)

6. Who will be responsible for search engine optimization? This is usually an add-on service, so find out if your developer includes it with site development, offers it at an additional cost, or if you will have to contract it out to a third party.

7. Who will hold the master key to your site? Make sure you do! Don't leave this critical component of your business and marketing strategy in the control of a third party. Get all passwords and access to all data.

8. Will your developer teach you how to read your web logs/stats so you can understand the how, what, where and why of your visitors?

9. Has the developer designed other sites for your niche market?

10. Has the web designer provided a portfolio, testimonials or references from others in your niche market? Have you verified the references?

A web site is a major component of your marketing strategy and business success. Do your due diligence in selecting a web developer and don't hesitate to ask as many questions as it takes to fully understand both your and your developer's role in the process.

2006 © Laurie Hayes - The HBB Source

Are You Ready To Start Your Own Business? The 4 Key Questions You Must Ask

Every year millions of people answer "Yes" to that question and every year that answer costs many of them money, time, confidence, and heartbreak. The Small Business Administration estimates there are 580,900 new small businesses opening each year and that number does not include the small one-person entrepreneurships that pop up every day. However even if you are your business's sole employee then there is still something to be learned from the SBA's numbers.

According to the SBA, two-thirds of new businesses survive at least two years and 44 percent survive at least four years. Two of the key factors in the businesses survival and ability to thrive: the owner's education level and the owner's reason for starting the firm in the first place.

How can you make sure that you are among the winners rather than the losers in this high stakes game? The answer is inside of you. You must ask yourself four key questions to determine whether your own small business will survive and thrive.

1. Are You Ready

Have you mentally prepared yourself for the switch from employee (or student or whatever label fits you currently) to boss. You are going to be the one making decisions now about everything from office products to product line. This total control is one of the driving forces behind many people who take the plunge into starting their ownbusiness but it is also one of the elements that drives new entreprenurs crazy. When you start out there is an endless list of decisions that need to be made and new questions crop up every day.

Even more important you will need to remember that in a small business you will wear many hats. Even if you manage to start out with one or more employees you will each fulfill more than one role in your new business. And if you are running a one-man or one-woman show then you serve in every capacity from file clerk to maintenance crew to salesman to CEO. Can you handle switching from task to task and role to role like that? Are you willing to make those switches?

Similarly, have you prepared your family and friends for this switch in attitude. Your life is going to change -- probably pretty drastically -- and that change can have a positive or negative impact on your family life and social interactions. It will make things much easier if your friends and family are supportive going into the process.

2. Where Is Your Niche?

Have you identified your niche yet? One of the reasons many businesses fail is that they fail to focus on a target audience. Yes if you are a major discount chain then you can sell everything from peanuts to wallpaper but this type of business requires vast resources that just aren't available to the small business. But small businesses dominate the marketplace (creating more than 50 percent of the private gross domestic product last year) by finding a different approach -- a niche.

Knowing your niche means you are better able to find, target, and maintain your customers as well as provide the best possible goods and services to that customer base. That focus is one of your best chances to not only survive but to thrive in a very competitive marketplace.

3. What Is Your Plan Of Action?

Another key factor in the survival and ultimate success of your business is how much planning you do before you open your electronic or physical doors. You need to decide if your business will be based on the internet or include more traditional models. Are you going to work full-time or part-time at your new business? Are you going to hire help or go solo? Have you written (or at least outlined) your business plan? Dreaming, thinking and planning can save you much trouble and waste later when things are hectic and problems strike. Planning can also help keep you focused and to balance your spending and time.

4. Who Are You Going To Call?

At some point, no matter how experienced a business person you are, you will need help. You will need support, advice, tools, or information -- or all of the above. One of the beautiful, and most frightening, aspects of growth is that it can lead you to places you never imagined. No matter how much planning and experience you bring to your new position as CEO the unexpected will arise. How will you cope with this? It is important to recognize that no business is an island. It is not failure to seek help. Failure is when your business shuts down because you didn't get the help you needed.

The best way to get timely help is to work on your support system while you work on building your business. That way you will already have a ready list of resources available that you can quickly tap into when emergencies strike. In today's world there are many marvelous resources available to you no matter what your business model may be. These include:

~ Publications (newsletters, magazines, books)
~ People (professional advisors, mentors, teachers, consultants)
~ Networks (organizations and forums in your niche as well as general business and marketing)
~ Education and training (tutorials, courses, and seminars)

After you have answered these four key questions you are now ready to ask yourself that one big question again -- are you ready to start your own business?

Answers to 5 Questions about Ty Coughlin and the Reverse Funnel System

Among those looking for home business opportunities, there is a lot of buzz about Ty Coughlin and the Reverse Funnel System. What, exactly is a reverse funnel system and who is Ty Coughlin? Read on to find out....

1. What is the Reverse Funnel System?

The reverse funnel system refers to the way that prospects are accepted into a specific home-based business opportunity. Instead of simply collecting names of prospects, many of whom may not be serious about the business opportunity, a reverse funnel system asks prospects to pay a fee in order to get additional information about the opportunity. The fee is relatively low - usually about $50 - and serves to weed out prospects who are not inclined to follow through with the business opportunity. The reverse funnel system is sometimes known as a "funded proposal" or "funded prospect" system. If you sign up for the system and launch your own business, you will generally get a significant percentage of the prospect fees that are paid through your referrals.

2. Who is Ty Coughlin?

Ty Coughlin is the person who has used and codified the Reverse Funnel System to make it profitable for others. According to his biography, Ty Coughlin lives in Hawaii and worked for a construction company prior to owning his own business. He had also tried multi-level marketing, and eventually came up with his own Internet-based system that utilizes Internet marketing and advertising. His system has proven to be a roadmap to riches for many people, since it has few variables.

3. What Actions are Required?

Once a person is accepted into the program, he or she has to take high converting advertisements developed by Ty Coughlin and then place those ads. As leads start coming in, the person has to answer any questions that arrive through email and attend a daily conference call.

4. Does it Cost Money to Start the Business?

All business owners invest money to launch their businesses, and the Reverse Funnel System is no exception. However, when compared to other business opportunities, such as franchises that can cost tens or hundreds of thousands of dollars, this home business opportunity costs around five thousand dollars. The person who signs up is responsible for paying the prospect fee, as well as the costs of marketing and advertising the business. Typically, however, there is a money back guarantee. If a person is not accepted into the business, their prospect fee is refunded.

5. What are the Advantages to the Reverse Funnel System?

According to the website of Ty Coughlin, there are many advantages. There is a potential for making 6 figures in 6 months, access to a proven system that can produce seven different income streams, and business automation advice. In addition, the system is self-replicating, so new business owners don't have to have a lot of knowledge about building websites or Internet marketing.

8 Great Interview questions to help you find the right Candidate

1) Do you have written goals you want to accomplish and if so, tell me about them? You are looking for indications of maturity, focus, planning ability and desire for achievement.

2) How did you earn your first paycheck, how old were you, and what did you do with the money? With this question you are probing to check their work ethic.

3) What are the top three leadership traits that you look for in a manager? With this question you are attempting to gauge their expectation and ascertain their preferred management style.

4) Have you ever failed at something and if so, why did you fail and what did you learn from the experience? This question lends itself to a discussion on resiliency, personal responsibility and tendencies under pressure.

5) Everyone has strengths and weaknesses as employees. What are your strong points for this position? This question gives them the opportunity to tell you what assets they bring to the table and how they see themselves fitting into your organization.

6) What is the one thing you would improve about yourself? This question gives you an indication of his or her self- assessment capability.

7) Other than family members, who has been the greatest influence in your life and why?

8) If you were to fail in this business, what do you think the reason would be?


Use these questions as a guide and add to them as you wish. by having a set list of questions it helps you move the interview process through efficiently and effectively. Based on the candidates' answers to these and other questions you may provide, you'll have a good idea if you're ready to take the next step with this person.

Good luck

38 Top Questions to ask Franchisors

Buying a Franchise is a huge step, just like buying any business.

The best part about a franchise, though, is that you should expect a great track record and the answers to any and all questions you have, because the franchisor should have been there and done it all before!

This article will give you plenty of questions to ask.

NB: You may have to sign Non-Disclosure documents and actually apply for a Franchise before you can get answers to some (but certainly not all) of these questions. If you find a franchisor is reluctant to answer these questions, that should tell you something, shouldn't it?

1. Is the Franchisor a Member of the Franchise Council of Australia?

2. Does the Franchise comply fully with FCA Code of Conduct and Member Standards in all regards?

These two requirements are compulsory for membership of the FCA, so you can be assured that if they are an FCA Member, they have already been vetted for compliance with these.

NB: Membership is optional - if Franchisors are members, it may provide a degree of credibility, however, many good Franchisors are not members of the FCA.

3. Was the Business successfully piloted (run as business) by the Franchisor?

4. How long has the Franchise been in operation?

5. How many franchises have been sold?

6. How many franchises are company owned?

7. How many Franchises are there in active operation?

8. How many franchisees have sold their franchise as an ongoing concern?

9. How many active franchisees consistently meet franchise revenue and profit projections?

10. How many legal suits have been lodged by franchisees against franchisor?

11. How many Franchisee council meetings have been held in last 12 months?

12. What marketing is generated by Franchisor?

13. What level of Training is provided?

14. What level of ongoing support is provided?

15. How is training and support provided?

16. What is the makeup of the head office team?

17. What are the Customer profiles?

18. Time and lifestyle outcomes (5 days a week, 7 days a week, etc.)?

19. Is employment of staff required?

20. What guarantees are offered if any, regarding:

a) Marketing

b) Income support

c) Business generation

d) Franchise buyback

21. Can you speak with as many franchisees as you want, and will they give you some contact names and numbers?

22. When you have spoken to a Franchisee with less than 12 months in the franchise, get them to give a rating out of 5, where 5 is highest, 1 is lowest about:

a) Marketing support
b) Level of ongoing Support
c) Level and quality of Training
d) Business generation as a result of franchisor marketing
e) General satisfaction

23. When you have spoken to a Franchisee with more than 12 months in the franchise, get them to give a rating out of 5, where 5 is highest, 1 is lowest about:

a) Marketing support
b) Level of ongoing Support
c) Level and quality of Training
d) Business generation as a result of franchisor marketing
e) General satisfaction

24. Will the Franchisor provide vendor finance or assist with finance (ask if you will require financial assistance)?

25. Is the market for the services or products likely to grow in the future?

26. What market share does the franchise have / how strong is the competition?

27. Is it easy for competitors to start up alternative franchises?

28. What market awareness (branding) does the franchise have in their marketplace?

29. Are they the leading player in the sector?

30. What is their competitive advantage?

31. Is their competitive advantage unique or can it be easily copied?

32. Are they first mover in their industry?

33. What innovations has the Franchisor made in the business model over the past 12 months to stay ahead of competition?

34. Will the business grow in value as business grows?

35. Will I be able to sell my business?

36. Has there been franchisees who sold out for a profit?

37. Is there an exit strategy (sale, employee buyout, company buyback, etc) in the Franchise system for me to get out of the franchise?

38. How many days a week will I have to work?

Hopefully, these questions made you think a bit harder about the franchising opportunities available. But if you just haven’t got the time to make contact and ask all those questions, simply go to the website to sort the sheep from the goats.

Acing The Interview: The Positive Approach To Tough Questions

As a Career Consultant, I work with clients on all the tools and techniques that are needed to succeed in the job search – including interviewing skills. One thing I have noticed over the years is that candidates often get “trapped” in certain interview questions that are designed to make them say something negative or self-defeating (which generally leads to rejection). Indeed, job-seekers are not even aware of how negative many of their answers sound at interviews! So, I instruct all my clients to “never say anything negative, or anything that could possibly be construed as negative!” Candidates can avoid being disqualified by stating all their answers in positive (or, at least, neutral) terms.

The following are some of the most commonly-asked interview questions, along with suggested approaches for answers. It is important that job candidates practice these responses until they are able to handle all the questions effectively.

Why do you want to work here? How can you help our company? Why should we be interested in you?
Answer is always based on information you’ve researched in advance about the company and their needs.

If you were choosing someone for this job, what kind of person would you select?
Answer is to generally state your own general qualifications, without being too “obvious.” Leave out the details.

If you could have any job which one would you want at this company?
Answer has to do with the most general description of the job – NOT A SPECIFIC TITLE.

What weaknesses do you have for this job?
TRAP QUESTION. Never state anything negative! Answer is to ponder for a while and then state that you can’t think of any weaknesses that would compromise your performance at this job; or negatively impact your performance of the job’s responsibilities.

What do you expect to get in this job that you haven’t gotten in you current/previous job?
TRAP QUESTION. Do not say anything negative. State that your current/previous jobs have met or exceeded your expectations. With the new position you would hope to have broader responsibilities and make greater contributions.

What do you see as your future here?
I would expect to be contributing at higher levels and have increased responsibility over time.

Are you considering other positions at this time?
TRAP QUESTION. Simply say “yes.”

How does this opportunity compare?
From what I’ve heard so far, very favorably … and I would like to learn more.

What other companies/opportunities are you looking at now?
As I’m sure you can appreciate, I’m not at liberty to say as I am still in discussions with these companies. I need to protect their privacy, as I would for your company under similar circumstances.

What are your short and long term goals?
Short range: To secure an appropriate new position where I can apply my skills and experience to increase the company’s productivity and profitability.
Long range: Assume more responsibility and make greater contributions over time for my employer.

What motivates you?
Focus the answer on your core values, and also on the values and priorities of the company you are interviewing with (which you should have identified through your preliminary research).

What have you done to improve yourself during the last year?
Talk about professional development, training programs, educational curricula, study in your field, on-the-job training, skill-building, relevant books you’ve read, etc.

How do you spend your spare time?
Say something inoffensive, apolitical and innocuous. (reading, exercise, travel, home projects, gardening, family activities, home projects, etc.)

Tell me about your health.
My health is excellent.

If you could re-live your last 15 years, what changes would you make?
Nothing is perfect, but overall I would say that I’m quite satisfied with the way my life and career have developed – so I wouldn’t make any significant changes.

Tell me about your greatest achievement/disappointment in your life.
Give one personal example (like meeting your spouse and getting married; putting yourself through college and graduate school; or saving-up to buy your first house, etc.). Then give your best professional accomplishment story. As for the disappointment, give an answer similar to the one above, implying that “overall, I would say that I’m quite satisfied with the way my life and career have been developing, so I really can’t think of any major disappointments.”

What did you like best/least about your last job?
TRAP QUESTION. Never state anything negative! Explain what you liked best. Then say that while every job has its challenges, you have been fortunate enough to learn and grow professionally in each of the positions you have held.

In your last position, how much of the work did you do on your own, and how much as part of a team? Which did you enjoy more?
Talk in terms of your flexibility and adaptability – your ability to work in whatever mode seems appropriate to the situation. Make it clear that you have been equally effective in teams or working independently, as each case demanded. You enjoy both; it’s more about what will work best for the project and the company at that time.

What are some of the more difficult problems you have encountered in your past jobs? How did you solve them?
Tell two or more pre-prepared accomplishment stories. Keep it POSITIVE!

Did you ever make suggestions to senior management? What happened?
Say “yes.” Tell some accomplishment stories and results, in which you positively influenced senior management.

At your previous job(s), what did you think management could have done to make you function more effectively as an employee?
TRAP QUESTION. Never state anything negative! Say that the employer was very good in providing resources and support to your position, and that you have no complaints about this.

What has kept you from progressing faster and farther in your career?
TRAP QUESTION. Never state anything negative! State: “I don’t know what could have given you the impression that I am dissatisfied with the progress and pace of my career. I am quite satisfied with where my career is at this point in my life. However, I am ready to take on greater challenges.”

What else should we know about you?
Tell one or two more of your best accomplishment stories. You can also repeat how well-suited you think you are for the opportunity, and how interested you are in the job.

Tell me about the best/worst boss you’ve ever had.
TRAP QUESTION: Never state anything negative! Say that while every boss has been different, you have worked productively with, and learned something from, each one. (Be prepared to give some examples of what you have learned.)

Everybody likes to criticize. What do people criticize about you?
TRAP QUESTION. Never state anything negative! Say that you can’t think of any criticisms you have received from colleagues on the job. Of course, there have been areas for development – such as when your supervisors would have given you your “employee review,” and they might have made a suggestion for improvement. State that you have always taken these kinds of suggestions seriously and have taken steps to make the improvements that were requested, and that this has made you stronger as a professional. (State at least one example).

Everyone has pet peeves. What are yours?
TRAP QUESTION. Never state anything negative! Turn this question around, by talking about your high professional standards. Your only “pet peeves” are with yourself – pushing yourself hard and not accepting mediocrity, for example – or how you are always striving to reach your full potential on the job, etc.

What is your leadership style?
Talk in terms of your flexibility and adaptability – your ability to lead in whatever mode seems appropriate to the situation. Explain that it’s more about what approach will work best for the project and the company at that time. Give an example or two, demonstrating different leadership styles, using your accomplishment stories.

Are you geographically mobile? (or) Are you willing to put in a lot of extra time?
Ask for clarification – what exactly does the interviewer mean? Then, according to their answer, either say, “that would be no problem at all,” or tell them “you’d like to give it some thought and get back to them within 24 hours.”

You don’t have the experience/background for this position. How could you handle it?
Say you’re confused by their comment, that you’re quite confident that you DO have the experience and background for this position, and that you’re a very strong match for the responsibilities. Ask what specifically concerns them about your background; what’s missing in your experience? (Sometimes the interviewer is just testing you.) Re-state your qualifications as needed, tying your accomplishment stories to the employer’s requirements.

You’re overqualified for this position, aren’t you? (even if you are slightly overqualified)
State: No – I see a lot of challenges in this opportunity, and I’m sure that I would find the work extremely interesting. Give some examples of what you mean, and talk about the new dimensions of experience and skill that you would bring to the position, almost as though you would expand the level of contribution in this job, thus making it more than it is at present.

We have all the information we need. We’ll be in touch.
Take the initiative. Ask such questions as: “Where do I stand? Am I being considered as a strong candidate? When should I expect to hear from you, or would you prefer that I contact you in a day or two? What is your time-frame for making a final decision? Is there anything else I can provide to facilitate the process?” etc. Then re-state your strong interest in the position and your confidence that your background is an ideal match to the job.

In conclusion, I strongly recommend that you prepare for your interviews by studying and practicing these answers. Get someone to help you, by doing a “role play,” in which your friend can be the interviewer and you can play the part of the job candidate. You will reduce your anxiety, boost your confidence and perform much better if you “know your lines” in advance! And remember – never say anything negative in a job interview!

------------------------

Permission to Reprint: This article may be reprinted, provided it appears in its entirety with the following attribution: Copyright © 2006, Ford R. Myers and Career Potential, LLC.

------------------------

Big Questions That Could Change Your Business

How does your business perform in these areas?

Effecitve Meeetings

What if people:

* Called a meeting only when they had a specific goal supported by a detailed agenda?

* Checked with the key participants to help them prepare for the meeting?

* Involved all of the participants in the work during a meeting?

* Obtained results with a team process based on consensus?

* Took responsibility for implementing the decisions made in a meeting?

> Could this help your business become more profitable?

Business communication:

What if people:

* Helped others express their ideas during a conversation?

* Created a safe environment that facilitated clear thinking and free expression?

* Treated each other with respect in their conversations?

* Listened carefully and completely to what the other person was saying?

* Let others be the star in their conversations?

> Could this help your work proceed more efficiently?

Business presentations

What if people:

* Understood the goal for a presentation before preparing for it?

* Spoke with key people in the audience to learn about what they hoped to gain from the presentation?

* Rehearsed what they planned to say with a clock (to make sure that they finished on time)?

* Spoke about the audience and their needs instead of about themselves?

* Delivered compelling presentations that informed and inspired others?

> Could these leaders be more influencial?

Personality styles

What if people:

* Could recognize how others preferred to think, work, and communicate?

* Knew their own strengths and how to apply them for maximize benefit?

* Knew their weaknesses and how to manage them?

* Were able to work together in harmony?

* Could earn trust and respect from each other?

> Could this help people get along with each other?

10 Questions To Consider When Growing Your Business

Here's a provocation for the coming year, decade, century or millennium.

By now, you've set a working direction for the year, established clear-cut objectives. Your first-iteration plan to reach them should be in place. This now seems like an ideal time to rethink the whole thing, doesn't it? After all, one of the effects of internet time is that plans are subject to change just as soon as - or perhaps even before - they are written.

Along these lines of thinking, perhaps there are some items you missed. Maybe there are issues you didn't have time to consider, or even things your mind touched on, but quickly passed over to deal with more urgent and pressing events. If you are off-cycle, and on the verge of a new period, you can use this exercise ex ante, rather than ex post. To help you stimulate your neural pathways and hopefully create an idea or two, I offer the following thoughts for your consideration. These "considerations" are not sequenced in order of importance. I think they are important.

1. How far in the distance is your planning horizon? Most companies today plan 12-24 months out, calling anything beyond that "vision." Internet time implies a shortened time frame for activities, but does that time-collapse extend to a shortened vision as well? How much have you thought about what you will accomplish this decade? What will be your company's impact on the millennium? (OK - perhaps millennium is too far out. What about the century?) You may say you have more pressing fish to fry. Your investors would like to see increased returns sooner than that. While this might be true enough, taking the long view can inform the short view, leading to greater returns for years to come. What do you see when you take the long view?

2. How are your prospects' needs going to change? How is their world affected by the dramatic increases in connectivity and the compression of time? What are you doing to understand their changing environment - their changing business issues? What are you doing to improve your customer's business under these slippery conditions? To take it one step further, what do your customers' customers want? While you are at it, you might stop to consider how your suppliers' needs are changing? Could those changes open up new opportunities for you, or darkly portend changes downstream totally derailing your business model? What about your distributors? Is their world shifting? Can you both benefit?

3. Who in your organization simply isn't contributing? As they say, your mileage may vary from individual to individual but everyone has the responsibility to go some distance, to make something valuable happen. Not everyone will make good on that implied promise. The often observed 80-20 rule applies to your staff as well: 20% of your people will produce 80% of the value.

That leaves 80% producing only 20%. Do the math: the bottom 10% of your organization produces almost nothing.

Who isn't making the cut? Should you be doing something about it? You may think it beneficent to provide that bottom percent with a paying job - don't. It isn't. The non-performers know who they are, but they won't cut the cord on their own. Do what you can to help them reach the bar, but if after a while they don't make it, set them free to find an environment in which they can succeed. Free up your own resources for people who make a difference.

4. Are you creating solutions to today's problems? What about next week's, next year's, or the problems of several years from now? How are you figuring out what those problems are going to be, way out there on the time horizon? Because the solution you sell today should certainly address today's problems, but the solutions on today's drawing board better not. Who in your organization is responsible for trend-tracking and forecasting?

Are you building scenarios for the future? What about prospect focus groups, or some other market-based feedback mechanism? Who is your resident futurist?

5. What do you believe about the business you are in? For most people this is a strange question - we rarely spend time thinking about our own beliefs. The collection of beliefs you hold about your business - what the Germans call Weltanschauung - is decisive in most of the choices you make. How much risk to take. What's risky and what isn't. What projects and initiatives to undertake. What kind of resources you need and whom to hire.

Whom to partner with, or should you have partners at all?

Cooperate or compete. How to treat your team. What your customers should expect from you. How hard do you expect people to work?

All these decisions stem from your beliefs, and it will help you to make them explicit. Once you surface those beliefs, you can start to distinguish which are useful beliefs and which are not.

What is the benefit of a particular belief? Is this belief relevant to your current world, or is it a holdover from some past part of life? Then, when you are ready, you can experiment with new beliefs.

6. What are the obstacles to proceeding along your current path? Yes - you've set a plan in motion, and you are taking steps toward its achievement. But what roadblocks may rise up to stop you? What things could get in your way - foreseen and unforeseen? (I know, if it's unforeseen how are you going to see it? Use your imagination, that's the point of this exercise.)

Rank these obstacles in terms of likelihood, then rank them in terms of severity. Consider how you might deal with them if they come up. The value of this is a) like the Boy Scouts, you are better prepared; b) you may illuminate issues you have been trying to sweep under the rug; and c) you just may invent a whole new approach to get where you are going, and it just might be better than what you are doing now.

7. What, if you only knew how, would you be doing? What would you do now if you had additional resources - and should the lack of resources be stopping you? What, if you were sure it would be successful, would you jump on right away? What would you begin immediately, if your resources were limitless? (Yes, limitless can be relative.) What are you betting the future of your company on? What would you be willing to bet the future of your company on?

8. What are the most important issues, right now? Make separate lists for issues in your market and issues in your company.

Which of these issues are you dealing with, which ones are on the backburner, and which ones aren't even in the kitchen? What are the processes you use to deal with these issues? Which issues are you ignoring, or hoping will go away?

What breakthroughs might be possible by addressing or resolving issues in the latter category? Where are you "resolving" issues by compromising? What possibilities are available by refusing to compromise, or by breaking your compromises? What old stories or old ways of looking at things make these compromises seem inevitable? Where could new technologies (either material, virtual, or societal) be applied to break these compromises?

9. What are you sacrificing to accomplish your current objectives? The definition of sacrifice is giving up something of value for something of even greater value. Did you intend to give up that thing of value, or is it a thoughtless byproduct of your other choices? Do not dismiss this lightly.

In your business there are a number of priority-conflicting critical success factors. These include profitability, product development, new sales, customer satisfaction, recruiting and retention, revenue growth, sufficient capital - which one gets the most attention? And in this operating cycle - will each area get the attention it needs? Even in a lower position of priority, these areas cannot be neglected. What isn't getting done that needs to be done and how are you going to do it?

10. What is the purpose of your organization? I don't just mean increasing shareholder wealth that simply won't inspire your people to greatness. What besides that - a given - is the purpose of your company. Purpose is not something you invent, it is there already - you have to uncover it. Why do you come to work each day? What do you hope to accomplish in the long run?

What about your executive team? Your individual employees - why do they come? What do they think they are doing each day? Do you know? Have you bothered to find out? You've just completed a planning cycle, and I'm asking what your purpose is! If you can't answer this question easily, now would be a great time to start.

Bonus question for consideration: Are there any questions I've listed above that you do not have easy answers to, but wish you did?

Every so often I do an exercise called the "One-Hundred Questions." Download a copy of a recent 100 questions at http://www.paullemberg.com/tipsandtools.html, along with how to use this simple thought-provoker.

(c) Copyright Paul Lemberg. All rights reserved

Teens And Sex -- 5 Must Ask Questions

Summary:

What I am about to tell you may save the life of your child. In today's world the safety and well-being of your teenager depends on his awareness and knowledge of sex.
It is critical that you, as a responsible and loving parent address that issue in detail. Here are some key questions to broach the subject, to let your child know you care and want the best for him.

Recognize he may be reluctant to speak about something so personal with you if you are not accustomed to sha...

Keywords:

teens and sex, parent and sex education, sex education for teen, teen pregnancy and sex education

Article Body:

What I am about to tell you may save the life of your child. In today's world the safety and well-being of your teenager depends on his awareness and knowledge of sex.
It is critical that you, as a responsible and loving parent address that issue in detail. Here are some key questions to broach the subject, to let your child know you care and want the best for him.

Recognize he may be reluctant to speak about something so personal with you if you are not accustomed to sharing feelings and intimate topics. You may feel embarrassed bringing up the subject.
Before you do, be sure you can answer these questions for yourself. Also, decide what you are comfortable sharing about your personal experiences and beliefs on the subject of teen sexuality and activity.

* To start, simply ask your teenager, "What kind of questions do you have or what do you want to know more about regarding sex?" You will certainly grab his attention.

* You may want to throw out some information he is unlikely to know, something like, "Do you know that the sex partners you choose can influence your vulnerability to certain types of cancer?"

The object here is to get your child talking-or at least willing to talk. He may tell you he knows everything he needs to know. Where do you go from there?

* Ask, "Do you know that sex is not the same thing as love?" Watch his face for acknowledgement, disagreement, or confusion. Follow up with, "Sex is physical while love is emotional".

Listen to him. Pay attention to what he says and to the words he does not speak. Notice his body language, hear the underlying message, the words between the lines, his tone, word choice and pace. Note his emotions, eye contact, and whether he is at ease or trying to conceal any discomfort.

If you do observe that he is uncomfortable, tell him you noticed and ask if he wants to talk about what is bothering him. Assure him that you are not here to judge him.

Most important, let him know you are having this talk because you love him and no matter what he has done or is thinking about doing, he is safe talking with you. Tell him nothing can change your love for him.

And then go where he takes you. If he chooses to be silent, let him be silent. It is okay to have silence. You do not need to speak. He may be processing.

Give him the time and space he needs to do what he needs to do. He knows you are available when he wants to talk.

Facts are key. If he has unanswered questions, where can he go for accurate information? The streets, his friends, and the media may not be the best place to find what he seeks on the subject of sex.

* Be sure you ask your child, "Do you know that protection is not a 100% guarantee of health, safety or an absolute deterrent to pregnancy?" Be sure he knows the consequences of the actions he may or may not take.

* Follow-up with, "Do you want help or advice in obtaining protection?" That question is especially important for girls who may want to see a gynecologist and may not know how to find a good one who can take care of her needs.

If your teen uses the Internet, know that more than 61,000 searches were done in the month of April on phrases dealing with teen pornography. What pages is your child visiting? Ask. Know that if you impose your will he will go elsewhere to pursue his desires. Build trust with your teenager.

The purpose in having this talk is education. I do not, in any way, shape, or form, advocate teen sex. However, statistics show that youngsters as young as 13 engage in sexual activity. Have the talk now.

When hormones and peer pressure kick in, a wise and educated youngster, who has previously given thought to and made decisions about his actions, has a better chance of living the life he wants than one who has not prepared himself for the inevitable emotions and situations that will come up in life.

Actions and results, desirable and undesirable, reflect self esteem. To change behaviors, treat the cause not just the symptoms.

What is the cost, to you and to him, of not knowing where your teenager stands on sex?

Reliable Information Answers Men's Sexual Health Questions

Summary:

Men are often left to wonder about issues that are common to many men, particularly questions about men's sexual health.

Keywords:

men, men's health, men's questions, men's health news, men's health issues, men's issues, men's health forum

Article Body:

As adolescents, boys get their information about sexuality and men's sexual health from their peers. As teens, locker room talk may titillate, but it provides little in the way of accurate information about men's health issues. Unfortunately, while adult women are likely to seek out information from professionals, men are more reticent to discuss questions about men's sexual health and men's health news in general with their doctors or other professionals. When compared to women, they're also less likely to discuss their concerns with other men. As a result, men are often left to wonder about issues that are common to many men, particularly questions about men's sexual health.

Luckily, with the explosion of the Internet, a wealth of information has become available that answers men's questions - anonymously. While there are certainly many bogus sites with misinformation, discerning men are able to find reputable websites that discuss men's issues or that include a men's health forum.

Men's sexual health questions cover a wide range of topics. For example, condoms are widely (and correctly) seen as both a contraceptive and a way of protecting against sexually transmitted diseases. Nonetheless, many men opt not to use condoms. In a men's health forum, men can get the facts and news about condoms, while also discussing risks, tips, and personal experiences.

Another men's sexual health topic often covered by a men's health forum is erectile dysfunction. Despite pharmaceutical advances over the past decade, many men find it embarrassing to discuss this topic with friends or even their physicians. By visiting a reputable online information source, men can find answers to the questions and alleviate their concerns, as well as discovering options for correcting the problem.

Other men's questions revolve around more general issues, such as how to improve the libido. A forum can address both underlying medical causes, as well as identify lifestyle issues that could impact desire, such as fitness, dieting, and weight management.

Some men's sexual health questions are very specific. For example, men's health issues might include abnormal urethra development, the inability to retract the foreskin, Peyronie's disease, venous leakage, and so forth. Obtaining reliable information online will often encourage men to take the next step and seek care from their medical professionals. Being able to identify and intelligently discuss a problem increases men's comfort levels in discussing men's health issues with doctors.

Needless to say, sexually transmitted diseases should be a centerpiece of all discussions about men's sexual health. There is so much misinformation and sheer ignorance about STDs that men must be able to anonymously access accurate information about HIV/AIDS, gonorrhea, herpes, and syphilis.

A cornerstone of men's sexual health - and the ability to fully enjoy a sexual relationship - is accurate information. An online men's health forum is an excellent way to answer men's questions and concerns, and when necessary, urge them to seek medical attention.