The Successful Interview & Beyond

THE SUCCESSFUL INTERVIEW & BEYOND THE SUCCESSFUL INTERVIEW & BEYOND Australia Canada Mexico Singapore Spain Uni...

Author: Lois Pigford

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THE SUCCESSFUL INTERVIEW & BEYOND

THE SUCCESSFUL INTERVIEW & BEYOND

Australia

Canada

Mexico

Singapore

Spain

United

Kingdom

United

States

The Successful Interview & Beyond by Lois Pigford

Business Unit Director: Susan L. Simpfenderfer

Editorial Assistant: Elizabeth Gallagher

Executive Production Manager: Wendy A. Troeger

Acquisitions Editor: Zina M. Lawrence

Executive Marketing Manager: Donna J. Lewis

Production Editor: Kathryn B. Kucharek

Development Editor: Andrea Edwards Myers

Channel Manager: Nigar Hale

Cover Design: Dutton & Sherman Design

COPYRIGHT © 2001 by Delmar, a division of Thomson Learning, Inc. Thomson Learning™ is a trademark used herein under license Printed in the United States of America 1 2 3 4 5 XXX 05 04 02 01 00

For permission to use material from this text or product, contact us by Tel (800) 730-2214 Fax (800) 730-2215 www.thomsonrights.com ISBN: 0–7668–2235–4

For more information contact Delmar, 3 Columbia Circle, PO Box 15015, Albany, NY 12212-5015. Or find us on the World Wide Web at http://www.delmar.com ALL RIGHTS RESERVED. No part of this work covered by the copyright hereon may be reproduced or used in any form or by any means— graphic, electronic, or mechanical, including photocopying, recording, taping, Web distribution or information storage and retrieval systems— without written permission of the publisher.

Library of Congress Cataloging-in-Publication Data Pigford, Lois. The successful interview & beyond / Lois Pigford. p. cm. Includes index. ISBN 0-7668-2235-4 1. Vocational guidance—United States. 2. College students— Vocational guidance—United States. 3. Job hunting—United States. I. Title: Successful interview and beyond. II. Title. HF5381 .P534 2000 650.14—dc21 00-060279

NOTICE TO THE READER Publisher does not warrant or guarantee any of the products described herein or perform any independent analysis in connection with any of the product information contained herein. Publisher does not assume, and expressly disclaims, any obligation to obtain and include information other than that provided to it by the manufacturer. The reader is expressly warned to consider and adopt all safety precautions that might be indicated by the activities herein and to avoid all potential hazards. By following the instructions contained herein, the reader willingly assumes all risks in connection with such instructions. The Publisher makes no representation or warranties of any kind, including but not limited to, the warranties of fitness for particular purpose or merchantability, nor are any such representations implied with respect to the material set forth herein, and the publisher takes no responsibility with respect to such material. The publisher shall not be liable for any special, consequential, or exemplary damages resulting, in whole or part, from the readers’ use of, or reliance upon, this material.

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Contents Preface

iv

Acknowledgments

xi

SECTION 1: You—Your Personal Code

2

CHAPTER 1—Your Attitude What Is Attitude? 6 ■ Attitude and Your Self-Image 7 Self-Image Expressed Through Many Dimensions 8 ■ Attitude and Your Relationship with Others 12 ■ Attitude and Your Success 13 ■ Attitude and Goal Setting 14 ■ Setting Your Goals 15 ■ Chapter Summary 19

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CHAPTER 2—Attitude and Personality Personality—Your Inner Self and Your Outer Self 22 Chapter Summary 29

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CHAPTER 3—Attitude and the Workplace What Supervisors Want 32 ■ What Subordinates Want 34 ■ What Coworkers Want 35 ■ Personal Employability Skills 36 ■ Human Relations Skills 38 ■ Principles of Human Relations 40 ■ Basic Employment Skills 41 ■ Business Ethical Standards 44 ■ Stress on the Job 49 ■ Learn to Recognize Stress Symptoms 50 ■ Stress Relievers 50 ■ Try These Stress Relievers for Long-Term Results 51 ■ Conflict at Work 53 ■ Chapter Summary 54 CHAPTER 4—Attitude and Life Management Skills Time Management 58 ■ Money Management 60 ■ Lifestyle Management 62 ■ Ten Commandments for Happiness 67 ■ Chapter Summary 68 v

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SECTION 2: You—Your Appearance

70

CHAPTER 5—Health Nutrition 74 ■ Health 75 ■ Rest 83 Posture 86 ■ Chapter Summary 90

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Exercise 84

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CHAPTER 6—Personal Hygiene and Grooming Hygiene 94 ■ Hair Care 94 ■ Skin Care 96 ■ Your Teeth 100 ■ Body Care 101 ■ Grooming 101 ■ Personal Grooming Musts 106 ■ Your Personal Grooming Routine 107 ■ Chapter Summary 107 CHAPTER 7—Dressing for Success Select Quality Clothes to Match Your Activities 114 ■ How to Recognize Quality 115 ■ How to Determine Fit 116 ■ Choosing the Best Fabrics and Colors 117 ■ The Magic of Color 117 ■ Basic Business Colors and Their Meanings 118 ■ Nonbusiness Colors and Their Meanings 119 ■ Fashion Terms 119 ■ Accessories 121 ■ Phases in Planning Your Business Wardrobe 121 ■ Know Yourself 134 ■ The Mechanics of Wardrobe Planning 134 ■ Tips for the Smart Consumer and Job Seeker 135 ■ Maximize Your Chances to Land the Job 136 ■ Silent Messages: The Language of Clothes 140 ■ Examples of Classic Styles 141 ■ Changes for a Basic Dress 143 ■ Chapter Summary 149 CHAPTER 8—Exclusively for Men Jacket Silhouettes 152 ■ Applied Design in Jackets 153 ■ Yokes and Epaulets 154 ■ Vents 154 ■ Pockets 155 ■ Jacket Bottom Finish 155 ■ Vests 155 ■ Tips on Fitting a Suit 155 ■ Pants 156 ■ Applied Design on Pants 157 ■ Dress Shirts 158 ■ Fabrics for Dress Shirts 158 ■ Cuffs 159 ■ Fit of Shirts 159 ■ Ties 159 ■ Discovering Dimensions of Your Personality 159 ■ Shoes 160 ■ A Checklist for a Professionally Dressed Man 160 ■ A Picture of Harmony 161 ■ Chapter Summary 161

Contents

CHAPTER 9—Social Graces Entertaining with Elegance and Style 164 ■ Introductions 164 ■ Table Manners 165 ■ Table Setting 168 ■ Dinner Parties 169 ■ Dining Out 171 ■ Corporate Etiquette 172 ■ General Office Behavior 174 ■ Chapter Summary 175

SECTION 3: You—Your Communication Skills 177 CHAPTER 10—The Communication Tool Box Introduction 180 ■ Communication Tool Box 180 ■ Speaking 180 ■ Listening 181 ■ Feedback 181 ■ Perception 182 ■ Nonverbal Communicators 182 ■ Reading 182 ■ Writing 182 ■ Chapter Summary 183 CHAPTER 11—Listening and Nonverbal Communication Listening 186 ■ The Listening Process 187 ■ Listening Techniques 187 ■ Responsibilities of the Listener 188 ■ The Results of Effective Listening 188 ■ Barriers to Effective Listening 188 ■ Types of Listening 189 ■ Real Listening 189 ■ Nonverbal Communication 190 ■ Chapter Summary 192 CHAPTER 12—Writing Effective Communication 196 ■ Coherent Writing Through Careful Outlining 199 ■ The Writing Process 199 ■ Writing Positive Messages 200 ■ Writing Negative Messages 200 ■ Writing Persuasive Messages 201 ■ Chapter Summary 203 CHAPTER 13—Telephone Etiquette First Impressions 206 ■ Communicating on the Telephone 206 ■ Telephone Manners 206 ■ Answering Calls 208 ■ Placing Calls 210 ■ Telephone Efficiency 211 ■ Handling Complaints and Irate Callers 212 ■ Emergency or Crisis Call Handling 212 ■ Public Relations 213 ■ Chapter Summary 214

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CHAPTER 14—Giving a Talk What Is a “Talk”? 218 ■ A Summary of Tips for Public Speaking 221 ■ Chapter Summary 226

SECTION 4: You—Your Job Search and Work Habits

229

CHAPTER 15—The Job Market Step I: Get the Facts and Figures about the Job Market 232 ■ Step II: Choosing an Occupation 232 ■ Step III: Launch a Systematic Job Search 233 ■ Use a Long-Term Effort Job Search System 234 ■ Chapter Summary 237 CHAPTER 16—Tools for Securing a Job Step IV: Use Effective Tools for Securing a Job 240 ■ Electronic Resume 243 ■ Cover Letters 245 ■ Resume Alternatives 246 ■ Application Form 251 ■ Step V: Market Yourself 256 ■ Chapter Summary 256 CHAPTER 17—The Interview Step VI: Ace the Interview 260 ■ The Universal Link 265 ■ Last-Minute Suggestions 266 ■ Interview— Beginning to Ending 269 ■ Step VII: Follow-Up after the Interview 272 ■ Chapter Summary 276 CHAPTER 18—Working with a Diverse Society Working in a Diverse Environment 280 ■ Global Marketplace 280 ■ Defining the Term 281 ■ Learning to Understand and Value Diversity 281 ■ Diversity, a Profit Motive 282 ■ Demographics and the Global Market 282 ■ Diversity for Its Own Sake 283 ■ The Way of the Future 284 ■ Guidelines for Success in a Culturally Diverse Workplace 284 ■ Chapter Summary 285

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Preface College students entering today’s workforce need to be knowledgeable in the four top areas that employers look for: attitude, appearance, communication skills, and job search and work habits. Young professionals need to know what employers expect.

Interviewing Success is written for a unique population—anyone who is seeking information to help find a job, grow on the job, be flexible, and progress up the career ladder in a changing world. This book is divided into four sections—the four top areas that employers look at— YOU! YOU! YOU! YOU! The employer is always looking at you. You will portray the “no” skills look, the “wrong” skills look, or the “right” skills look. Section I, YOU—YOUR PERSONAL CODE, discusses personal qualifications needed for success in your personal and professional life, and the importance that your attitude plays in achieving that success. Since your attitude is so important in facing the challenges of a rapidly changing, diverse workplace, attitude is the focus in all four chapters in Section I. Section II, YOU—YOUR APPEARANCE, addresses the four elements of a positive appearance—health, hygiene, dress, and social graces. While building a workable business wardrobe is important, dressing for success is not all about clothes. Clothes are just your packaging. There are the three other elements where particular emphasis on them will enhance your appearance. Each element will be discussed in a separate chapter in Section 2. Section III, YOU—YOUR COMMUNICATION SKILLS, is written to help you learn to communicate effectively. To communicate effectively, you need basic skills. Much like a mechanic repairing a car, you use the tools in the “communication tool box” to help you communicate. Communication is an imperfect art, but there is, and always will be a need to communicate. Technology has expanded our means of communication. While technology has helped the communication process in many ways, it has robbed us of some important elements such as nonverbal communication, for example, eye contact, facial expressions, gestures, and so on. However, nonverbal communication will continue to play a role in communication and has been included in this section. Section IV, YOU—YOUR JOB SEARCH AND WORK HABITS, focuses on searching for a job, securing that job, and successfully working in a diverse society. You will find information on the job market, the necessary tools for securing a job, tips to ace the interview, and guidelines to learn, understand, and value diversity. Shaking off ix

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Preface

our ethnocentric thinking will unleash a powerful labor pool and literally change the face of the globe. Employees and employers, as well, are facing exciting times as they plunge into a business world of thriving diversity. The first chapter of this text deals with “Attitude.” Though a common term and concept it has magical powers. Perhaps no other word will have more impact on your success. A positive attitude will allow you to integrate body, mind, emotion, and spirit to craft a vision of the life you would like to live, and take responsible steps to make it happen. This text ends with opportunities to explore the future and change the face of the globe.

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Acknowledgments The author and Delmar would like to sincerely thank the reviewers for their positive and constructive suggestions and for sharing their content expertise. Denise Carr Beta Tech Charleston, South Carolina Linda Schulte Southern California University for Professional Studies Santa Ana, California Carolyn Hagaman Western Kentucky University Bowling Green, Kentucky

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SECTION 1

You –Your Personal Code CHAPTER 1 YOUR ATTITUDE

• CHAPTER 2 ATTITUDE AND PERSONALITY

• CHAPTER 3 ATTITUDE AND THE WORKPLACE

• CHAPTER 4 ATTITUDE AND LIFE MANAGEMENT SKILLS

•

IN CHAPTER 1, YOU SHOULD LEARN: • A definition of attitude • How attitude influences your self-image • The seven dimensions of self-image • The importance of attitude and your relationship with others • The importance of attitude and your success • How to set worthwhile goals • Value clarification for goal setting

Chapter

1

YOUR ATTITUDE

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Yo u — Yo u r P e r s o n a l C o d e

Remember Rapunzel? Her experience as a young girl, imprisoned in a tower with an old witch, contains valuable truths for us.

Rapunzel was beautiful. However, the old witch consistently told her she was ugly. The witch was a genius. By convincing the young girl she was ugly, she knew Rapunzel would never gain the confidence to step outside the castle walls. Enter Prince Charming! Standing at the base of the tower, he convinced Rapunzel of her attractiveness and desirability. She hung her hair, long and beautiful, out of the window, and Prince Charming braided the ends into a ladder and climbed to her rescue. Suddenly, Rapunzel realized she had never been imprisoned by the tower, but by the fear of her own ugliness. She had allowed herself to be trapped by the witch’s insistence of her ugliness. Oh, the blessing and curse of a vivid imagination! It can free us or cause us to be locked inside the prison tower of ourselves. How you see yourself will ultimately determine how others see you.

What is Attitude? Attitude can be defined as a “mood,” or a “state of mind.” Though not genetic or innate, it can be influenced by surroundings. Will a positive attitude give me a brighter future? Almost everything is enhanced by a positive attitude: your career (money factor), human relationships (happiness factor), and chance of reaching your life goals. You win in all directions. Attitude is a very common word. You hear it daily. Parents talk about it at home. Teachers talk about it in school. Supervisors discuss it at work. Perhaps no other word will have more impact on your success. Your positive attitude is your most priceless possession, because it is your attitude, not your aptitude, that determines your altitude. Attitude can be positive or negative, and it can be changed. Your attitude can express your feelings and emotions. The story that follows will show how expressions and actions reveal more than words. It was an exciting discovery! After many long days and short nights, four men panning for gold came across an unusual stone. Breaking it open, they saw, to their delight, a nugget of gold. Their hopes renewed and spirits lifted, the men worked eagerly to uncover an abundance of the precious metal. They began celebrating their newfound wealth and congratulated one another, “We finally did it! We’re rich!” They interrupted their ecstatic celebration to make a trip into a nearby village and stock up on the supplies they would need to continue their venture. The four men agreed not to breathe a word about their discovery. Each man kept his word. However, when they prepared their return to camp, several village people were packed and ready to travel with them. Angered and disappointed, each man wanted to

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Yo u r A t t i t u d e

7

know who had revealed the discovery. The following crowd replied, “No one said a word. We saw it on your faces.” Our expressions and actions can reveal more than any words will ever tell. People will see on our faces the attitudes we hold within. We are all responsible for our own expressions.

Attitude and Your Self-Image Self-image is the “mind’s eye” through which each person sees himself/herself. The “mind’s eye” often snaps a different self-portrait for each setting a person finds himself/herself in. Our self-image is formed very early in life from the feedback we get from others. The image we have of ourselves exists largely because of our past experiences. However, those experiences have not made you the way you are; they have made you believe you are the way you are. Ultimately, however, we have the power to decide what we believe about ourselves. Don’t allow people to impose limitations on what you can do or become. People rise no higher than their expectation level. An attitude that expects great things has an awesome way of achieving great things. Take the bumblebee. Biologists have determined that, technically speaking, the bumblebee cannot fly. Fortunately, the bumblebee doesn’t believe a word of it. If you expect little or nothing from yourself, don’t be surprised if you amount to nothing. Seeing yourself the way others do isn’t easy. The mirror of self-love is often deceiving. Looking at yourself is a complicated process. It means facing some difficult questions and, sometimes, coming up with even more difficult answers. Because you will be dealing with people who must base their opinions about you on a first impression gained from your conversation, behavior, and appearance, you need to know what conclusions they are likely to draw from various perceptions. People believe you are more competent and poised if you project a positive attitude, display a professional image, and pleasantly communicate your qualities and strengths. It is effort, not birth, that makes the difference. Effort is much more than just choosing the right career. Since most of us work for someone else, you must also learn how to become a good employee, and to see yourself as a good employee. Some workers don’t care about the quality of their work, aren’t reliable, and scorn authority. Others are eager to please, try their best, and show up every day ready and willing to pitch in. Why are these people different? The difference lies in attitude. Whether your attitude is positive or negative is up to you.

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Self-Image Expressed Through Many Dimensions Self-image is expressed through many dimensions that affect your attitude and the way you see yourself. Before you start exploring careers, you need to get to know yourself a little better. Knowing yourself better will help in thinking about the job you might prefer. It will help in considering the lifestyle you would like to have someday. Going out on your own represents a major change in life. Soon you will make many vital and difficult decisions. These decisions aren’t easy. Each decision or commitment you make may affect several different dimensions of your self-image. Seven dimensions of self-image follow. Check your self-image in each dimension.

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EVALUATION

SELF-CONFIDENCE An important dimension that affects self-image is self-confidence. Take a moment now to determine your confidence level. The test below will determine into which category you fit. Do you have self-confidence to spare, a satisfactory level, a fair share of the characteristics, or do you score low in self-confidence? You are assigned a task involving an entire area that is unfamiliar to you. You would: 1. delegate someone else to do it 2. get someone to help you do it 3. study the procedure very carefully, and then do it yourself 4. plunge right into the work without giving it much thought You solicit the advice of others before making a decision: 1. always

3. rarely

2. sometimes

4. never

You offer advice to others: 1. never 2. hardly ever 3. willingly, if you are asked to do so 4. always (even when no one asks for it)

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At business meetings you come up with ideas for projects: 1. never

3. frequently

2. sometimes

4. always (to let the bosses know you’ve got a million ideas)

When meeting with your superiors, you acknowledge the ideas you’ve received from others rather than passing them off as your own: 1. never

3. often

2. rarely

4. always

Your boss expresses an opinion that is contrary to your strong beliefs or convictions. You would: 1. remain silent 2. attempt to disagree only if you felt it wouldn’t jeopardize your job 3. calmly explain your feelings about the issue 4. become incensed and speak up about your views If there was a job opening that you would like in a higher classification at work, you would: 1. wait until a superior asked if you were interested in it 2. drop hints to your boss that you just might be interested in it 3. go through the regular channels to apply for it 4. do everything you can to persuade your boss that he/she should recommend you for the position You feel your work is inadequate: 1. always

3. hardly ever

2. frequently

4. never

You feel that you deserve a position of leadership in an organization or in your job: 1. no 2. perhaps 3. yes (and hope others recognize your leadership qualities) 4. without a doubt You believe you are brighter than many of your colleagues at work: 1. never

3. usually

2. at times

4. of course

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In response to criticism, you: 1. feel devastated and say nothing to the person who made the comment 2. become angry at first but later try to analyze the criticism 3. discuss the matter with the person who made the comment and try to resolve it 4. tell the person to buzz off At a party, you introduce yourself to people you don’t know and begin conversations: 1. never

3. usually

2. hardly ever

4. always

In a restaurant, you will complain about improper service or bad food: 1. never

3. usually, and in a calm, constructive way

2. sometimes

4. always and loudly

While waiting in a long line for a bus, or at the movies or supermarket: 1. you let others get ahead of you 2. you wait patiently wherever you may be 3. you try to speed up the line 4. you push ahead of others When someone compliments you about something you’ve done: 1. you are embarrassed and don’t know what to say 2. you say, “Oh, it was nothing, really.” 3. you smile and say, “Thank you.” 4. You say, “Thanks,” and add, “Yes, I know I’m talented and wonderful.”

Score yourself by adding up the numbers you inserted in the answer space. If you scored 16 to 25, you are eating too much humble pie. If you scored 26 to 35, your SC (self-confidence) quotient is not low, but you could work a little on raising your self-esteem. If you scored 36 to 50, you are brimming with self-confidence. If you scored 51 to 60 you are an overconfident type who should give some thought to tempering your arrogance.

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SELF-MOTIVATION In order to get a job done, you must be motivated. Motivation is a key element in helping to improve self-image. Motivation is what leads us to do things. 1. Do you recharge your batteries from within yourself, taking action on your own initiative (internal motivation) rather than being prodded by others?

Yes ____ No ____

2. Do you have the capacity to be prodded by others (external motivation) when it is necessary?

Yes ____ No ____

3. Are you aware that you must be motivated to perform a task well?

Yes ____ No ____

SELF-CONTROL 1. Can you channel your physical, emotional, and mental energy in ways that enhance your self-image?

Yes ____ No ____

2. Do you think before acting?

Yes ____ No ____

3. Do you ask the questions: How will my action affect other people and their self-esteem? How will it affect me?

Yes ____ No ____

4. Do you try to control the direction of your life and aim as far as you can?

Yes ____ No ____

SELF-AWARENESS 1. Do you know that you are you, a one-of-a-kind human being?

Yes ____ No ____

2. Do you accept your personal perspective of your own life?

Yes ____ No ____

3. Are you aware that you have subjective feelings?

Yes ____ No ____

4. Are you learning to become objective about your feelings?

Yes ____ No ____

5. Do you know that other people have egos also?

Yes ____ No ____

6. Do you know that other people’s personal perspective may not mesh with yours?

Yes ____ No ____

SELF-ESTEEM 1. Do you like yourself for what you are and what you are becoming?

Yes ____ No ____

2. Can you treat others with courtesy and consideration?

Yes ____ No ____

3. Can you accept constructive criticism and build even greater self-esteem?

Yes ____ No ____

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SELF-SUFFICIENCY 1. Do you use your inner strengths to help you reach your goals?

Yes ____ No ____

2. Can you tolerate a reasonable amount of solitude?

Yes ___

No ___

3. Do you use time alone to think, relax, work, dream, and plan?

Yes ___

No ___

SELF-DIRECTED ACHIEVER Taking personal charge of your life in order to make each day count requires goal setting, in terms of both short-range and long-range planning and daily scheduling. Long-range goals give you purpose and direction, while immediate daily plans are means for arriving at those goals. As Laurence Peter (author of The Peter Principle) states, “If you don’t know where you are going, you will end up somewhere else.” The purpose of setting goals is to help you end up “somewhere,” not “somewhere else.” 1. Have you set realistic, specific goals? (See Value Clarification for Goal Setting.)

Yes____

No ____

2. Have you worked out a plan to achieve your goals?

Yes____

No ____

3. Have you prioritized your goals?

Yes____

No ____

Look over your “No” responses in the previous six dimensions. These responses imply that you have some improvement to make as you read through the book; pay particular attention to those areas.

Attitude and Your Relationship with Others As an employee, you will spend a good portion of your time with your coworkers; therefore, it is important that you get along with them. If you do not get along with your coworkers, you can expect very little cooperation from them. Perhaps the greatest factor that determines one’s acceptance by others in any work environment is attitude. Your attitude shows how you feel toward your job and your coworkers. Coworkers are usually more willing to accept a person who has a positive attitude. Having a good attitude means a willingness to work hard, to be ambitious, to be pleasant to others, as well as trying to be courteous and respectful to those with whom you work. This means that you treat everyone with proper respect. Finally, having a good attitude tells people you care about others on your work team. People with good attitudes bring humor to be the workplace. Humor in the workplace has recently become an important topic. While the study of humor is not new, investigating its use in the business world is. Many benefits of humor have been suggested by writers, from reducing stress to enhancing communication. One of the most widely promoted benefits is that humor

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appears to fulfill an individual’s psychological desire to be part of a group. Seemingly, people have a natural desire to be part of a team, whether it is professional or social. Humor also promotes novelty, divergent thinking, creative problem solving, and risk taking. When people are laughing, their brains seem to operate more efficiently and symmetrically. Laugh at yourself. The ability to laugh at oneself is seen as an indication of positive self-esteem. A good laugh enhances one’s ability to communicate more effectively with others. “Blessed are they that can laugh at themselves, for they shall never cease to be amused.” Everyone needs a feeling of importance (FOI). There’s nothing in the world that men, women, and children want and need more than self-esteem. A positive attitude enhances your self-esteem and helps you to understand the needs of others—to be respected, loved, and needed. Everything we want or need in this world will come from people. Our attitude should be to treat every person with whom we come in contact as the most important person on earth.

Attitude and Your Success Success in any career requires knowledge and skills. It doesn’t just happen by chance. You have to make it happen. The right attitude plays a significant role in one’s success. An increased use of human relations skills by you, your coworkers, and others in the employment environment will lead to a much higher success and quality of work life. It is much more pleasant to work in an organization that runs smoothly and has little conflict or strife than to work in turmoil. When people are getting along with one another, a workplace is more productive, has fewer mistakes, lower employee turnover, and, generally, a positive feeling of team spirit among its members. All of us have deep reservoirs of ability, even genius, within us. What is your strength? You should know what it is. What do you do best? What gives you the most—the deepest—satisfaction? Whatever that is can be honed to marketable proportions and applied, in service, to others to earn you the rewards you seek and deserve. Success in the workplace comes in many different forms. If you can learn how to cooperate with your coworkers, you are well on your way to becoming a successful team member and employee in any kind of job. You are well on your way to success if you are accepted by others. On the job, this means that they respect you as a coworker. They listen to you when you talk with them. They recognize you for yourself and welcome you into the organization. Being accepted by others is the first step in getting along in any work environment. Everyone wants to be accepted by others, and this is especially important to employees. The worker who does not feel part of the team is usually unhappy and not very productive. One who does feel accepted is more likely to be happy and more productive, and to keep his/her job.

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Being accepted by coworkers may take some time, but you can reduce this time by consistently practicing the following: 1. Learn to accept others’ lifestyles. 2. Try not to make incorrect assumptions. 3. Develop a good attitude. If you do these things, others at your place of work will recognize and accept you as a coworker. When you are willing to accept others, they will tend to accept you, too.

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CONSIDERATION is an important element in your success on the job. Being considerate means many things. It means sharing the work with someone who suddenly gets very busy. It can mean helping someone lift a heavy file. It could also mean being polite and asking permission to use a coworker’s tool. Being considerate of others includes thinking before you act. If you are considerate of others, you will find that they will most likely be considerate of you; this tends to bring about a successful working relationship.

Attitude and Goal Setting Setting goals is, perhaps, the most important element in achieving anything significant. A worthwhile goal is a realistic goal. Here are some characteristics of a worthwhile goal. ◆ It is a guide to action—stated as a desired outcome ◆ It is general in its direction ◆ It is both challenging and inspiring to its participants ◆ It calls for investment and involvement by the participants ◆ It provides a long-range time target (three–five years) ◆ It is directly tied to your life expectations ◆ It can be attained through a series of objectives and strategies

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Setting Your Goals A goal is defined as an end that one strives to attain. This end can be tangible or intangible and varies from one individual to the next. You set goals to gain something you value. The important thing to remember is that no great achievements are ever attained without the first step of setting a goal. In your life you should set clear, concise goals for yourself on a short-range as well as a long-range basis. Success isn’t a goal in itself, but a day-to-day journey toward a goal. Therefore, to reach the end that you strive for, you must let goals guide you. Goals are the aims and objectives that grow out of your values. Goals change over a period of time because your attitude, needs, interests, and responsibilities change. Therefore, it is wise to review and revise your goals from time to time. They direct almost everything you do. They reflect your attitude, your interest, your ambition, your needs and wants, and the way you spend your money. First you must ask yourself what it is you want to achieve. What do you want for you and your family? Be realistic in your goal setting because you must have confidence that you will attain what you strive for or you will only be fooling yourself.

“Average is being the best of the worst and the worst of the best.” ANONYMOUS

Start with a positive attitude, decide what you want to accomplish this week, and plan your days accordingly. Next, determine the success you want in your business for the next month, next two months, three months, and so on. Now you should plan for the things that you would like to have for you and your family—a new coat, a bike for your child, repainting the kitchen, draperies for the living room, an automatic dryer, a color television, next year’s vacation. Some short-term goals can be reached in a short period of time, perhaps even a day. You may wish to set aside a day’s pay to buy a video. Use discipline, and that goal is accomplished. These are just a few examples of what you may have as short-range goals within the next year. It may take many weeks, months, or years to achieve long-range goals. Sometimes, long-range goals seem more reachable if they are broken down into a series of short-range goals. Perhaps your goal is to get a college degree. To obtain this goal, you would need to set a time frame of four years or more. Measure your success each year. You must decide what your own individual goals will be. Then comes a very important step in realizing these goals. After you have decided what it is you want to accomplish, write it down! Nothing constructive has ever been created without first having a plan written down in black and white. If you just try and remember your goals and do not write them down where you can read them every day, you will not accomplish what you set out to do. Setting goals and achieving them add to self-confidence, enhance self-image, and serve as a map for a career path. Setting realistic goals (goals with a reasonable chance of success) helps in planning the future and maintaining a positive attitude.

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Make a list of what you want and when you want it. Set a timetable for these goals and stick to it. A good idea is to put easier, more reachable goals at the top of your list. One method is to have a list of ten goals and as you reach one, remove it from the list and add a new one at the bottom, always having ten. As you attain your goals, you will have a feeling of satisfaction that is very rewarding, a positive attitude, and you will find yourself well on the road to the success and happiness you desire.

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QUESTIONS

VALUE CLARIFICATION FOR GOAL SETTING Answer the following questions to help you clarify your values and make decisions on setting realistic goals. Put a check mark by the answers that apply to you.

What Do You Want for Yourself? popularity

good looks

money

honors, awards

travel

good health

reputation as intellectual

one special person

outstanding friends

lots of privacy

After College Graduation, What Do You Want? new car

marriage

job with high salary

a family

travel

job with a future

nice apartment

benefit society

large wardrobe

try new activity—sky diving, skiing, flying, etc.

What Do You Want From Your Job? status

satisfaction

good salary

good working conditions

pleasant coworkers

variety of duties

nice office

chance for advancement

responsibility

good boss

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What Do You Want in a Date? good looks

intelligence

good personality

good figure/physique

good dancer

money

owns a car

quiet and serious

humor

popularity

What Do You Want in a Marriage Partner? consideration

college degree

understanding

good looks

sense of humor

nice figure/physique

equality

career potential

intelligence

large savings account

What Do You Like To Do on a Day Off? watch TV

be with a special person

participate in sports

movies or theater

be with friends

do something very different

be alone

study

wash hair, do laundry

read a good book

Answer These Questions To Help Assess Your Values. • What makes you smile? • What depresses you? • What things can you do to get out of a depression? • What are your favorite things? • What are your favorite memories? • What do you do to make a holiday special? • What do you do to make others feel important? • What do you do to improve your personality? • What do you do to improve your appearance? • What do you do to become a better person?


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As stated earlier, self-image is the way you see yourself, and you look at yourself through many dimensions. The way that you look at yourself through these dimensions affects your self-image. Since we’re always in a state of “becoming,” we can improve our self-image by setting goals, becoming motivated, being more confident, and having a positive attitude. No one is perfect. No one has ever truly “arrived.”

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QUESTIONS

ATTITUDE INVENTORY The list of questions below will give you an idea of the kinds of attitudinal traits that employers look for. Think about each question and then rate yourself from 1 to 5, 5 being the highest and 1 the lowest. Are you? Sure enough of yourself that you don’t have to be either retiring or aggressive? Comfortable when you are on your own in a social situation and can’t lean on your friends? Able to make small talk with strangers when the situation calls for it? Able to remember people’s names and faces when you see them a second time? Willing to go out of your way to help someone else? Considerate enough of other people to always be on time for appointments? Aware of how much easier it is in the long run to always tell the truth? Willing to listen to the other person’s point of view? Able to state your point of view tactfully, so that the other person’s feelings aren’t hurt? Aware that you can be friends with people who sometimes disagree with you? As tolerant of the other person’s mistakes as you are of your own? Able to “do unto others as you would have them do unto you” in your day-by-day living? Able to laugh when the joke is on you? Aware that good manners are like oil in that they take the friction out of people-to-people contacts? Loyal to your family and friends? Able to control your moods so that you don’t get nasty or angry when things don’t suit you?

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Able to keep your complaints to a minimum and to yourself? Interested in learning more about the world around you? Willing to try new ways of doing things? Aware of what is required of you when you are a member of a team? If your total score is below 70, you need to work on a more positive attitude.

Chapter Summary Attitude is a very common word. You hear it daily, yet a positive attitude is a priceless possession that can change the course of your life. Almost everything is enhanced by a positive attitude: your career, human relations, and chances of reaching your life goals. Our attitude determines how we see ourselves and others. A positive attitude allows us the opportunity to untie the chains of negativism. A good attitude is the first step in experiencing a successful life and in facing the challenges of a rapidly changing, diverse society. People believe you are more competent and poised if you project a positive attitude. Whether your attitude is positive or negative is up to you.

IN CHAPTER 2, YOU SHOULD DISCOVER: • Your own personality • Your inner self • Your outer self

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I

n this chapter, you will take a close look at yourself, to find out how you really feel about who you are, and how you can become the person you want to be.

Personality—Your Inner Self and Your Outer Self Your personality is a window through which you display your inner and outer self to the world. You are a five-part individual (physical, mental, emotional, social, and spiritual). You display this five-part individual through three basic areas—your body, your mind, and your personality. Though personality might have some innate qualities, your attitude is involved in each of the basic areas that describe you as an individual.

INNER SELF Your mental being is displayed through your mind. You become what you are through your mind—not your body—and your attitude, to a great degree, determines what’s on your mind. Your emotional and social beings are displayed through the windows of your personality. Your attitude can influence your emotional and social state. Your spiritual being is displayed through your body, your mind, and your personality. In other words, your spiritual being overarches and undergirds all other aspects of life. To a great degree, your personality determines your self-image. Self-image is the way you see yourself. It’s not only what you see when you look in the mirror; it’s also the way you feel about yourself, your attitude, and everything that makes you who you are. Self-image and the dimensions of self-image were discussed in Chapter 1.

OUTER SELF Your physical being is displayed through your body. Health factors such as diet, exercise, and rest affect your physical being.

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EVALUATION

PERSONALITY INVENTORY Your Personality: All the qualities that make you an individual different from every other individual on earth are summed up in the word personality. Your employer knows when she hires you that she is going to get a real person rather than a robot that has been made on an assembly line. Even so, there are certain fundamental qualities in your personality that are very important to her because they tell her, just as your appearance does, how other people are going to react to you and how you are going to react to them. This is obviously important if your job is one where you will be working directly with people. Employers won’t hire unfriendly, disagreeable, or unreliable people even for jobs where the employee never sees or talks to people. The employer wants her business to run smoothly, with a minimum of problems. She doesn’t want to have to work all day with someone who is hard to get along with, and she doesn’t want to put her other employees in that position either. The following test is designed to help you discover your own positive personality qualities. Answer each question by “Yes” or “No.” 1. If you make a promise, do you always keep it? 2. If someone, a friend or coworker, or a member of your family, is in need of help, do you give that help cheerfully? 3. Are you frequently witty in a sarcastic way? 4. Do you have a tendency to gain attention by “topping” the remark made by the previous speaker in a conversation? 5. Are you usually ill at ease with strangers? 6. Are you critical of others when you feel they are at fault? 7. Can you usually avoid being bossy? 8. Are you able to avoid making fun of other people when they are not present? 9. Do you frequently laugh at the mistakes of others? 10. When others make mistakes (in grammar or in pronunciation, for example) do you correct them? 11. Do you smile easily? 12. Are you able to praise and compliment other people easily? 13. Do you frequently try to reform other people?

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14. Are you able to keep your personal troubles to yourself? 15. Are you suspicious of other people’s motives? 16. Do you frequently borrow the belongings of others? 17. Do you enjoy gossip? 18. Are you able to keep out of other people’s business most of the time? 19. Do you avoid talking about yourself and your successes most of the time? 20. Do you ever use belittling words when referring to those who differ from you in religion, race, politics, or beliefs? If you are well liked by most of your acquaintances, you will probably answer “yes” to Questions 1, 2, 7, 8, 11, 12, 14, 18, and 19. Your “no” answers should be to Questions 3, 4, 5, 6, 9, 10, 13, 15, 16, 17, and 20. Give yourself five points for each answer you wrote that corresponds to the instructions given. If your total score is below 70, you need to work on more positive traits.

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TAKE A LOOK AT YOURSELF How Well Do I Know Me? This exercise is designed to help us get to know ourselves. There are no right or wrong answers. In fact, no one will know how you answer the attached questions, unless you want to tell us. First, it is important that we be honest with ourselves, so that we are able to more effectively communicate with others. You can start this process by taking a few minutes and “take a look at yourself.” Second, you must be honest with yourself. Do not answer these questions the way that you think that I or someone else may want you to, but be honest with yourself. You might surprise yourself when you find out how you feel about yourself. 1. List two things that you like about yourself or two things that you do well. 2. List two things that you do not like about yourself or that you do not do well. 3. Name something that you did recently that made you feel good about yourself. 4. Name something that you did recently that you wish that you had not done. 5. In one sentence, how would you like people to describe you? 6. What person has had the greatest influence on your life? Why?

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QUESTIONS

SELF-RATING SHEET Here is a list of words which describe different behaviors. In the column labeled SELF-CONCEPT, rate yourself on each word, using the following scale: 5 = always

4 = usually

3 = sometimes

2 = seldom

1 = never

After you have rated yourself on all behaviors, fold back the column labeled SELF-CONCEPT. Then ask a friend to rate you on all behaviors in the column labeled SELF. After a friend has rated you on all behaviors, ask a person who is in an authority position to rate you. Examples of persons in authority are teachers, employers, supervisors, and parents.

BEHAVIOR DESCRIPTION

AUTHORITY

SELF (from a friend’s perception)

SELF CONCEPT

Aggressive Ambitious Cheerful Concerned for others Confident Cooperative Dependable Energetic Enthusiastic Friendly Good leader Hard working Helpful Humorous Outgoing (continued)

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BEHAVIOR DESCRIPTION

AUTHORITY

SELF (from a friend’s perception)

SELF CONCEPT

Optimistic Patient Persistent Pleasant Respectful Responsible Self-centered Serious Shy Tactful Thorough Total

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MENTAL PICTURES On the grid below: 1. Place a check in column 1 next to the statements that correspond to what you think you are like. 2. In column 2, on your grid, check the statements you believe other people think you are like. 3. In column 3, check the statements you would most like to be someday.

1 Tolerant Intolerant Friendly

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Unfriendly Like to be with others Dislike being with others Like most people Dislike most people

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EVALUATION

TEST FOR FRIEND-MAKING SKILLS Put a check mark in the column that applies to you. A = Never

B = Sometimes C = Always

1. Do you remember anniversaries or special days on which others like to be remembered?

_____

_____

_____

2. Do you avoid the use of sarcasm or anything that will rub others the wrong way?

_____

_____

_____

3. Do you avoid saying things about others that you wouldn’t say in their presence?

_____

_____

_____

4. When you make a promise, are you careful about living up to it?

_____

_____

_____

5. Even in an argument, do you keep your temper under control?

_____

_____

_____

6. If you like your friend’s possessions, do you tell him about it?

_____

_____

_____

7. Do you pick out the good points in people and generally advertise them to others?

_____

_____

_____

8. Are you patient and tolerant with people who do not agree with your point of view?

_____

_____

_____

(continued)

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A = Never 9. Do you avoid arguments, if possible? 10. Would you grant a favor, if in so doing you would be slightly inconvenienced?

B = Sometimes C = Always

_____

_____

_____

_____

_____

_____

If you have at least five check marks in the “C” column, you are safe. If you have five or more check marks in the “A” column you had better get busy and start working seriously at the job of making friends. If you have five or more check marks in the “B” column, you need improvement.

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OVERCOMING HARMFUL PERSONALITY TRAITS Benjamin Franklin conscientiously worked at improving his personality. He made up a weekly chart on which he would write the traits he wanted to overcome. Whenever he would fall back into his old, bad habit, he would put a check mark beside that trait on the day it happened. As he eliminated a harmful habit or attitude, he would write another in its place. In this way, he made himself into one of our greatest Americans. His chart method might help you overcome your harmful personality traits. Right now, write down five traits or habits that you feel are holding you back from becoming the kind of person you want to be. Surely you can think of that many.

TRAITS TO BE OVERCOME

MONDAY

TUESDAY

WEDNESDAY

THURSDAY

FRIDAY

SATURDAY

SUNDAY

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Chapter Summary Your personality is a window through which you display your inner and your outer self. Though personality might have some innate qualities, your attitude is involved in each of the basic areas that describe you as an individual. All the qualities that make you an individual different from every other individual on earth are summed up in the word personality. It is important that we are honest with ourselves and work hard at trying to eliminate our harmful personality traits. Chapter 2 is designed to help the reader explore, take a closer look at him/herself, find out how you really feel about yourself, and become the person you want to be.

IN CHAPTER 3, YOU SHOULD LEARN: • The three workplace publics • Personal employability skills • Human relations skills • Basic employment skills • Business ethical standards • How to deal with stress on the job • Conflict resolution

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o one has a single personality. Because each person interprets you differently, the way that person interprets you is your personality to that person. As you look around and study your co-workers and your supervisor, it is easy to see that they are all different. Even though each co-worker has a different personality, supervisors will expect workers to have certain qualities. If you show that you have these qualities, an employer will acknowledge your uniqueness as an employee and as a person. As an employee in the workforce, you’ll fit into one of the following three categories: 1. Supervisor 2. Subordinate 3. Co-worker You’ll be judged by the way you relate to the people in each group. Each group is looking for something different in you. Even though you’re the same person, you’re expected to play many different roles.

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Once you get the job, you’ll want to be successful on it. There are certain attitudes and traits needed to be successful on the job. Perhaps the most important factor in your job success is your attitude. Attitude is a state of mind. You can have a positive attitude, or you can have a negative attitude. In other words, you can be an optimist or you can be a pessimist.

What Supervisors Want Your success on the job will depend on how well you meet your supervisor’s expectations. Some qualities that your supervisor will expect you to have are listed below. ◆ Responsibility ◆ Cooperation ◆ Honesty ◆ Self-confidence

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◆ Initiative ◆ Dependability ◆ Enthusiasm ◆ Ability to accept criticism ◆ Loyalty

RESPONSIBILITY Your supervisor who places her trust in you and turns things over to you has a right to expect you to be responsible to make the right decisions about how things are to be done, and get them done.

COOPERATION Full cooperation means a team approach. Your interaction with your co-workers shows how much of a team player you are. Do you speak in terms of “we” and “us,” or is it all “I’s?” You must work well with everyone to meet the company’s goals. Listen and show respect for your co-workers’ ideas, even if they differ from yours.

HONESTY Supervisors expect their workers to be honest. All of us have strengths and weaknesses. Admit your shortcomings. It shows a lack of honesty not to admit them. Your supervisor expects a full day’s work from you. It is dishonest not to meet those expectations.

SELF-CONFIDENCE Self-confidence is an important trait for all workers. Believe in yourself. Believe that you can perform well on the job, but believe that you can learn new skills to improve job performance.

INITIATIVE If you complete your work, don’t sit and wait for someone to tell you what to do. Find something to do. Show some initiative. Taking initiative means doing what needs to be done without being told to do it. Most employers expect their employees to take some initiative.

WILLINGNESS TO LEARN Before you went to work for your company, you probably did some research on it. Don’t stop learning about the company just because you landed a job in a particular department. Make an effort to learn everything you can about your position and the company. Employers expect that of you. Take a little tip—most people who are promoted have taken the time to learn more than just their own job.

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DEPENDABILITY Employees are expected to be on the job every day, and to be there on time. Supervisors expect you to call if you are unable to work. Call as soon as you know that you are unable to go to work and explain the reason why. You must remember that you’re a part of a team, and it takes dependable people to build a dependable team.

ENTHUSIASM Enthusiasm is an important trait in the workplace. It’s contagious. People catch it readily. Employers know that the most productive employees are those who like their work and show enthusiasm for it. If there are parts of your job that you don’t like, don’t dwell on that. Dwell on the positives of your job and how fortunate you are to have those positives. This will help you show enthusiasm and be a more productive and successful worker.

ABILITY TO ACCEPT CRITICISM You must have the ability to accept criticism constructively. Criticism is one way for the supervisor to let you know that some changes need to be made. Constructive criticism is necessary on every job. Your employer will expect you to show your ability to accept criticism good-naturedly. Use this criticism to help yourself become a better worker.

LOYALTY Be loyal to your employer. If for some reason you cannot be loyal, look for another job. You will never be happy working for an employer if you have only negative things to say about him/her. It’s to your benefit to do all you can to help your employer. Your job and your chances for success depend on your employer’s being successful. You may object to some of the company policies, but you should not talk unfavorably about the company.

What Subordinates Want As an employee you have the right to expect certain things from your employer. These include many of the same expectations that supervisors have of you. ◆ Respect for others ◆ Willingness to share information ◆ Readiness to praise ◆ Tact ◆ A sense of justice ◆ Helpfulness

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◆ Availability ◆ Courtesy ◆ Enthusiasm ◆ Loyalty ◆ Encouragement Smart supervisors know that they can’t do their jobs without their subordinates. They will do their utmost to adhere to the expectations of subordinates because they know that these qualities influence the subordinates’ performance. Professionals can’t manage their responsibilities unless their subordinates are behind them every step of the way.

What Co-workers Want In the workplace, you’ll be working with other people who are on the same level as you are—your co-workers. In addition to meeting your supervisor’s expectations, you must get along with the people you work with. The way you interact with them can help determine how much of a team player you are. The following traits help make good team relationships. Again you will find many of the same expectations that supervisors and subordinates have. ◆ Cooperation ◆ Loyalty ◆ Respect ◆ Courtesy ◆ Fairness ◆ Open-minded ◆ Modesty You cannot be truly successful in your work unless you get along with your co-workers. The general morale within a company can make people feel good, or, conversely, it can make them hate their jobs. No two people are exactly alike. People see things differently and react in different ways to the same situation, but you can encourage good co-worker relationships, enjoy deeper friendships, and be liked by just about everyone you meet by remembering eight simple rules that can improve any relationship. Like yourself. Feeling good about yourself attracts others. The better you feel about yourself, the more others will want to be around you. Your happiness and self-confidence can rub off on those who know you.

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Be a good listener. Take the time to listen to the people around you. If you tend to dominate the conversation, people will avoid you. Don’t compete. Learn to celebrate your friends’ good fortunes. Be genuinely interested. People sense when you’re truly interested. Make them feel as though you truly care. People interested only in themselves will never attract others. When meeting someone for the first time, or when a new person comes to work or moves into the neighborhood, express a true interest in them, and the doors to friendship will open. Accept differences in people. When you learn to accept people outside your own religious, ethnic, or career circles, you’ll attract new and exciting friends. Too often, people take the easy road by making friends with only those with similar backgrounds in age, religion, race, ethnicity, marital status, or sexual orientation. Be loyal and trustworthy. People will like you when they know you can be trusted with their thoughts and opinions. Loyalty is rated highest in desirable traits among friends. Trust will attract you to others and make them want to be your friend, and will also deepen existing friendships. Give compliments. Sincere flattery is a great magnet for attracting people to you. No one is ever too busy to enjoy or appreciate a kind word or gesture. Comment when you notice someone with a new haircut, or let them know they have performed a task extremely well, or even pass on a compliment secondhand from someone else; it boosts that person’s self-esteem. A kind remark can even melt the aloofness of a total stranger. Make it sincere. Respect others’ opinions. Age, religion, race, ethnicity, and politics can be volatile areas. If you’re strongly opinionated in one or more of these areas, you can drive people away. Avoid controversy. Allow others to voice opinions without attacking them. Remember that differences of opinion are healthy and natural, and if someone disagrees with you, don’t take it as a personal attack. Accept differences in attitudes, beliefs, and behaviors.

Personal Employability Skills In addition to knowing what supervisors, subordinates, and co-workers expect, you must possess other skills to be employable. There are many little traps you can easily fall into during your first days on the job. A good point to remember is be yourself; be your best self—a valued worker!

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Tip

PERSONAL EMPLOYABILITY SKILLS The valued worker who possesses these personal skills has eight keys to employability. 1. Personal Values

• Are consistent in their relations with people

Valued workers

• Are cooperative

• Are honest

• Accept assignments pleasantly

• Have good self-esteem and a positive selfimage

• Are tactful

• Have personal and career goals

• Respect the rights and property of other people

• Demonstrate emotional stability

• Have leadership qualities

• Exhibit a good attitude • Are self-motivated • Do not limit themselves 2. Problem-Solving and Decision-Making Skills

• Accept all types of people

4. Communication Skills Valued workers • Ask questions • Seek help when needed

Valued workers

• Notify supervisors of absences and the reasons for absences

• Are flexible

• Clearly express themselves orally

• Are creative and innovative

• Listen well

• Can adapt to changing demands of a job • Can plan and organize work • Can reason and make objective judgments • Keep their mind on several parts of a job at a time 3. Relations with Other People

5. Task-Related Skills Valued workers • Work neatly and complete work on time • Can follow oral, visual, written, and multistep directions • Are not distracting or distractible

Valued workers

• Stick with a task and keep busy

• Work well with peers

• Are precise and meticulous

• Accept authority and supervision

• Care for tools and materials

• Accept constructive criticism

• Are accurate

• Are team workers

• Constantly improve their performance

• Are friendly

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6. Health and Safety Habits

• Show initiative

Valued workers

• Remain calm and self-controlled

• Observe safety rules

• Accept responsibility for their own behavior

• Maintain a good work pace and production rate

• Demonstrate maturity in thoughts, actions, and deeds

• Practice good personal hygiene

• Evaluate their own work

• Dress appropriately and are well groomed

• Are patient

• Perform well under stress and tension

• Use time wisely

• Have appropriate physical stamina and tolerance for the kind of work they are doing

• Are assertive when necessary • Show self-confidence 8. Commitment to Job

• Are in good health

Valued workers

7. Maturity

• Are punctual and have good attendance records

Valued workers • Work well without supervision • Are reliable and dependable

• Observe all organization policies • Consider their work more than a job • Are interested and enthusiastic

• Accept responsibility • Don’t let their personal problems interfere with their work • Are willing to perform extra work and work overtime • Are always prepared for work • Show pride in their work

• Want to learn more • Exhibit loyalty to the organization and its employees • Give their best efforts consistently and strive to please • Show concern for their future career with the organization

Human Relations Skills Whether your work requires extensive technical training and experience, or whether you are just beginning your career, your interaction with your peers shows how much of a team player you are. Master the six human relations skills listed next, and you are well on your way. 1. Self-control. When you’re pushed to the end of your rope, you should tell the person you’re displeased—and why. But you should maintain your cool. Self-control is one of the most important human relations skills. 2. Open mind. Employers want the workers to think—to use their good judgment and their creative abilities. Everyone must be open-minded and listen for the best way to get things done.

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3. Loyalty. You must be for your employer and the company, not against them. No one is perfect, and neither is any company. You may not agree with everything your employer does. You may object to some of the company policies, but you should not complain to other employees or run the company down. Employers expect their workers to keep to themselves those things that pertain to the business. 4. Humility. Employers need employees to get the job done. You can get their cooperation better, and you’ll learn something in the process, if you show your humility. 5. Cooperation. Cooperation means working well with everyone on the job to reach a common goal. The employer who pays your salary has a right to expect your cooperation. Take a team approach in getting cooperation. The best way to get cooperation is to consult everyone who has a stake in decision making. 6. Tact. Whatever the situation, you can always use tact. A basic technique that you can use anytime you must criticize is: First compliment, and then criticize gently and constructively. Never allow any situation to blind your ability to be tactful. A CREDO For My Relationship with Others You and I are in a relationship which I value and want to keep. Yet each of us is a separate person with unique needs and the right to meet those needs. When you are having problems meeting your needs, I will try to listen with genuine acceptance in order to facilitate your finding your own solution instead of depending on mine. I also will try to respect your right to choose your own beliefs and develop your own values, different though they may be from mine. However, when your behavior interferes with what I must do to get my own needs met, I will tell you openly and honestly how your behavior affects me, trusting that you respect my needs and feelings enough to try to change the behavior that is unacceptable to me. Also, whenever some behavior of mine is unacceptable to you, I hope you will tell me openly and honestly so I can try to change my behavior. At those times when we find that either of us cannot change to meet the other’s needs, let us acknowledge that we have a conflict and commit ourselves to resolve each such conflict without either of us resorting to the use of power of authority to win at the expense of the other’s losing. I respect your needs, but I also must respect my own. So let us always strive to search for a solution that will be acceptable to both of us. Your needs will be met and so will mine—neither will lose, both will win. In this way, you can continue to develop as a person through satisfying your needs and so can I. Thus ours can be a healthy relationship in which both of us can strive to become what we are capable of being, and we can continue to relate to each other with mutual respect, love, and peace. (Courtesy of Cooperative Education, Community College of Denver) ◆

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Principles of Human Relations

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There are several basic principles and techniques which you can utilize to help you master the six human relations skills and to improve your human relations when working with people. ◆ Greet people cordially. Be sincerely happy to see them. ◆ Remember that while criticism tends to bring out the worst in people, appreciation and praise will bring out the best. ◆ Show your gratitude for things others do for you. ◆ Pass on compliments to other people which are paid to them by third parties. ◆ Make others feel more capable and adequate by showing that you have faith in their abilities. ◆ Be as helpful to others as you can. ◆ When interviewing or talking to others use the other person’s name frequently. ◆ Recognize and praise the accomplishments of others. ◆ Have respect for the difference of other people. ◆ Be sympathetic and understanding when a person turns to you for help. ◆ Act cheerful at all times, even if you don’t feel cheerful. ◆ Learn to take a joke on yourself and use your sense of humor in a pleasant way. ◆ Do your best to suppress irritability toward other people. ◆ Respect others opinions and refrain from arguing. Everyone has his/her own beliefs and is entitled to them. ◆ Don’t bother others with your problems because they have to take care of their own. ◆ Try not to point out others faults to them. Never attribute an unworthy motive to another person. ◆ Don’t call attention to the shortcomings and mistakes of others. ◆ Don’t make others nervous by discussing topics that make them depressed. Keep the subjects of your conversations optimistic.

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◆ Avoid controversial topics, such as politics and religion. ◆ Give others the benefit of the doubt if your feelings are hurt. People generally don’t insult deliberately; they usually are only trying to solve their own problems and we sometimes get in the way. ◆ Be aware of the moods of others. Choose your actions with regard to how the other person feels at that particular moment. ◆ Develop the art of being a good listener. ◆ Recognize the importance of others by asking their advice or opinion on various matters. ◆ Keep confidential information to yourself. ◆ Always be dependable and reliable. Never make a promise that you feel you won’t be able to fulfill.

Basic Employment Skills When you are considering what fields of work interest you, you may find it helpful to consider your preference for data, people, and things. Would you enjoy working with data (Data is information, knowledge, and conceptions (facts, such as numbers, words, and symbols)? How would you feel about doing most of your work with people? People, obviously, are human beings. Or are you a person who likes to work with things? The things people work with include machines, tools, equipment, and products. To find a career you will enjoy, you will need to know if you are most interested in data, people, or things. Of course, very few jobs are limited to just one of these three categories. Most jobs involve combinations of the three. It is possible, though, to identify jobs as being primarily involved with one or two of these. As you research a career to see which of the three categories interest you, it may be helpful to refer to the following chart to determine whether the position you are exploring emphasizes skills with people, data, or things. Then you can match your skills with the skills required for various jobs.

DATA SKILLS Synthesizing: Being able to integrate analyses of data to discover facts or to develop concepts or interpretations Coordinating: Being able to determine the time, place, and sequence of operations or actions Analyzing: Being able to examine and evaluate data, and being able to present alternative actions

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Compiling: Being able to gather, collate, or classify information Computing: Being able to perform arithmetic operations and to carry out prescribed actions in relation to them Copying: Being able to transcribe, enter, or post data Comparing: Being able to judge whether easily observable characteristics of data, people, or things are similar to, or different from, certain other characteristics (Courtesy of Cooperative Education, Community College of Denver)

PEOPLE SKILLS Mentoring: Being able to deal with individuals in terms of their total personalities so that you can advise and guide them with regard to problems Negotiating: Being able to exchange ideas, information, and opinions with others to come up with policies, programs, decisions, conclusions, or solutions Instructing: Being able to teach or train people or animals Supervising: Being able to determine work procedures for a group, assign specific duties, maintain good relations with them, and promote efficiency Diverting: Being able to amuse other people (a skill needed by people who choose careers in the performing arts) Persuading: Being able to influence other people in favor of a product, a service, or an idea Speaking and Signaling: Being able to convey or exchange information by talking or signaling, including giving assignments and directions to helpers and assistants Serving: Being able to attend to the needs or requests of people immediately Following Instruction and Helping: Being able to follow instructions or to help others (Courtesy of Cooperative Education, Community College of Denver)

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THINGS SKILLS Setting Up: Being able to adjust machines or equipment by replacing or altering tools, fixtures, jigs, and attachments Precision Working: Being able to use your judgment in using tools to work or move objects or materials to meet specified standards Operating and Controlling: Being able to start, stop, control, and adjust the progress of machines or equipment Driving and Operating: Being able to start, stop, and control the actions of machines or equipment which must be steered or guided Manipulating: Being able to use tools or special devices to work, move, guide, or place objects or materials Tending: Being able to start, stop, and observe the functioning of machines and equipment Feeding and Off-bearing: Being able to insert, throw, dump, or place materials or to remove them from machines or equipment which are automatic or are operated by other workers Handling: Being able to move or carry objects or materials using hand tools or special devices (Courtesy of Cooperative Education, Community College of Denver) While basic employment skills are required to be successful in today’s workplace, many people overlook numerous other skills that are necessary for one’s upward mobility. Those who succeed must be willing to work hard. Winners work hard. They are willing to give more than is expected of them, working early and staying late when necessary. Winners get the job done no matter how much effort it takes. Winners demonstrate by their actions and words that they are hard workers. People who watch the clock and have many excuses why they can’t get jobs done right are not the successful people. Every job you perform, no matter how small, builds the professional image you communicate to your superiors and colleagues. Willingness to devote your utmost effort to routine jobs as well as to “glory” jobs will help establish your image as a professional.

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Business Ethical Standards Giving or accepting expensive gifts in the course of doing business is widely regarded as unethical in the United States, but must we hold to this standard when dealing with members of cultures in which gift-giving is an accepted part of business transactions? As you are introduced to the workplace, you will gain an understanding of the importance of feeling good about yourself. How you feel about yourself, to a great degree, will be influenced by your ethical standards. You will examine many of your ethical decisions and you will also begin developing life-long skills that will improve as you gain experience. Businesses, like individuals, face moral decisions on a daily basis. In many situations what’s good for business may be morally abhorrent to employees at all levels, including company decision makers. Because such issues are present everywhere and increasingly complex, businesses, today, are paying more heed to ethics. Many times there seems to be no one clear, correct choice. In fact, many ethicists, today, make the case for situational ethics, arguing that there can be no, or few, absolute standards of behavior; each case/decision must be analyzed and judged in its own context, and conflicting claims must be carefully evaluated. A growing number of companies now offer ethics training to their employees, and many curricula, particularly at graduate levels, include ethics as a required course. The following exercises are designed to help clarify your personal values and preferences, and explore your ethical standards.

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QUESTIONS

VALUES AND ENVIRONMENTAL PREFERENCE INVENTORY Values Explain how important each of the following values is to you, then describe what you are looking for in your career as it relates to each of the values. 1. Money:

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2. Education/learning:

3. Social needs:

4. Respect:

5. Integrity:

6. Recognition:

7. Freedom:

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8. Security:

9. Spiritual needs:

10. Challenge:

11. Expression (creative, artistic, etc.):

12. Other(s):

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QUESTIONS

ENVIRONMENTAL PREFERENCES In the columns at the right, answer “yes” or “no” depending on whether or not you are seeking or prefer the environmental conditions listed below. Environmental Condition

Preferred (Yes or No)

1. Indoor work

______________________________

2. Outdoor work

______________________________

3. Factory setting

______________________________

4. Office setting

______________________________

5. Working alone

______________________________

6. Working with others

______________________________

7. Working with things

______________________________

8. Working with people

______________________________

9. Working with data

______________________________

10. Working with ideas

______________________________

11. Challenge

______________________________

12. Predictable, orderly work

______________________________

13. Pressure work

______________________________

14. Problem solving

______________________________

15. Standing while working

______________________________

16. Sitting while working

______________________________

17. Busy surroundings

______________________________

18. Quiet surroundings

______________________________

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QUESTIONS

EXPLORING ETHICAL QUESTIONS Check Your Ethical Standards by Answering the Following Questions: Always

Sometimes

Never

1. Do you use company services for personal use?

_____

_____

_____

2. Do you pad an expense account up to 10 percent?

_____

_____

_____

3. Do you give gifts/favors in exchange for preferential treatment?

_____

_____

_____

4. Do you take longer than necessary to do a job?

_____

_____

_____

5. Do you do personal business on company time?

_____

_____

_____

6. Do you divulge confidential information?

_____

_____

_____

7. Do you conceal your errors?

_____

_____

_____

8. Do you pass the blame for errors to an innocent person?

_____

_____

_____

9. Do you claim credit for someone else’s work?

_____

_____

_____

10. Do you falsify time/quality/quantity reports?

_____

_____

_____

11. Do you call in sick to take a day off?

_____

_____

_____

12. Do you authorize a subordinate to violate company rules?

_____

_____

_____

13. Do you pilfer company materials and supplies?

_____

_____

_____

14. Do you accept gifts/favors in exchange for preferential treatment?

_____

_____

_____

15. Do you take extra personal time (late arrivals, longer breaks and lunch hours, early departures)?

_____

_____

_____

16. Do you not report to others’ violations of company policies and rules?

_____

_____

_____

SITUATION 1: Family versus Ethics Thomas, a 58-year-old supervisor with children in college, discovers that the owners of his company are cheating the government in taxes. The sum is enormous—several thousand dollars a year. Thomas is the only employee in a position to know this. Should Thomas report the owners to the Internal Revenue Service at the risk of endangering his family’s livelihood, or should he disregard the discovery in order to protect his family’s livelihood?

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SITUATION 2: The Roundabout Raise When Mary asks for a raise, her boss praises her work but says that the company’s rigid budget won’t allow any further merit raises for the time being. Instead, her boss suggests that the company “won’t look too closely at your expense accounts for a while.” Should Mary assume this is an authorization to pad her expense account on the grounds that she would simply be getting the money she deserves through a different route, or should she ignore this opportunity to obtain a “roundabout raise”?

SITUATION 3: Ethical Dilemma: Dream Job Comes too Late Lana starts as a trainee in a new job. After one week, the job she really wants comes through. This job is two steps up the management chain from her current position and at a higher salary. Moreover, after one week, she detests her current job. What should she do? a. Stay with the current job because she was hired in good faith. b. Describe the new job to her boss, explain that she wants to take advantage of the opportunity, and say how much she hates to leave. c. Explain the job offer and ask to be released but without sugarcoating the words. d. Leave immediately but write a note explaining her reasons.

Stress on the Job Anyone who has ever worked knows that stress can be an everyday occurrence. Failing to deal effectively with the everyday pressures that employees, bosses, and guests put upon us can lead to burnout. Understanding what stress and burnout are, your physical symptoms, and techniques to cope will help you successfully deal with the pressures in your everyday life. Stress, quite simply, is the way you react physically and emotionally to change. Like change, stress can be either positive or negative.

POSITIVE STRESS Stress gets you up in the morning, helps you concentrate, and helps you reach peak efficiency in dealing with the rigorous and demanding business world. Many people do their best work under pressure. Then, when the stressor is gone, they take the time to relax and enjoy their achievements. This relaxation response allows you to gear up and meet the next challenge and is the key element to positive stress.

NEGATIVE STRESS Stress becomes negative when you stay geared up and do not or cannot relax after meeting the challenge. This negative stress can lead to physical ailments from tension headaches to heart attacks. When stress becomes a constant,

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ongoing cycle, burnout can result. Burnout results from total emotional and/or physical exhaustion and is not a conscious decision. When your psyche finally says I’ve had enough, I quit! you have experienced burnout. The good news is that stress doesn’t need to be hazardous to your health. If you learn to recognize when you are under stress, you will be able to manage it and be happy that you did!

Learn to Recognize Stress Symptoms Do you know how your body reacts when you are under stress? You need to know so you can respond appropriately; positive stress does not lead to negative stress, burnout, and physical ailments. When faced with a challenging situation your heart rate and blood pressure increase, your muscles tense, you may perspire more, and you may notice a gripping sensation in your stomach. All, or just some, of these symptoms can occur when a challenge is faced. When stress is positive, and the challenge has been met, your body relaxes and will return to its normal state. When stress is negative, these symptoms are not removed when the stressor is gone. Fortunately, you can stop the cycle of negative stress by becoming aware of your stress, by practicing relaxation techniques, and by developing a positive attitude and lifestyle.

Stress Relievers After you have recognized the things in your life that cause stress, and how your body reacts to that, you are ready to try some techniques to handle the stress in your life. Try immediate stress relievers! ◆ Take a mental vacation. Visit the Bahamas or any other pleasant scene. Visualize the scene in detail. Stimulate your senses. Smell the salty air. Feel the warm sun on your skin. Hear the waves crashing on the shore. In just a couple of minutes you will recapture the pleasure of actually being there! ◆ Have a good laugh. Pull a joke book out of your drawer and read it. Visit with a co-worker who has a good sense of humor. Or just laugh! Your spirits will rise immediately. ◆ Stretch. Stand up. Raise your arms above your head. Stretch left and hold 1-2-3-4. Stretch right and hold. Repeat several times. ◆ Change the scene. Take a brisk walk around the block. Go outside and breathe deeply for two minutes. ◆ Find a friend. Talk out your troubles with someone. Find a friend, member of the clergy, counselor, or psychotherapist you can be open with. Expressing your bottled-up tension to a sympathetic ear can be incredibly helpful. Choose someone who will not butt in or give advice.

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◆ Try a breathing exercise. a. Breathe in through your nose and out through your mouth for six breaths. Take the time to notice how your abdomen expands as you fill your lungs with air. b. Take a full deep breath and hold it for a count of ten. When you exhale, let it all out at once, letting your body go completely loose and limp. ◆ Try a muscle relaxing exercise. a. Clench your fists tightly for a count of ten. Release and let your whole body go completely limp. b. Progressive relaxation involves first a tightening then a loosening of the muscles starting with the feet and gradually working up the body to the face and scalp, until the body is loose and limp as a rag doll. ◆ Finish something. Are you bogged down by lengthy and complex projects? Give yourself a quick sense of accomplishment. Pick a task you can easily finish in the next ten minutes. Then do it. ◆ Change your focus. Put your job concerns aside for five minutes and concentrate on your life away from work. Plan how you will spend the evening or the weekend. Think of those friends you have been meaning to call and decide when you will do it. Check to see if you need to stop at the market on your way home. Think up a nice surprise for someone you care about. As your mind gets busy with these kinds of thoughts, you will find that your stress will begin to fade away. In just five minutes or so, you will be able to get back to work with a new vitality. ◆ Get a fresh outlook. Stress often comes from taking yourself and the job too seriously. Lighten the load by asking (and answering) the question, What’s the worst thing that could happen . . . if I make a mistake? or we missed the deadline? The actual consequences are usually not nearly as bad as the ones we imagine.

Try These Stress Relievers for Long-Term Results DEVELOP A POSITIVE LIFESTYLE ◆ Physical conditioning. Plan out a regular aerobic exercise program and follow it. Get plenty of sleep and eat healthy. Limit alcohol intake to a moderate usage. ◆ Learn to plan. Disorganization can breed stress. Having too many projects going on simultaneously often leads to confusion, forgetfulness, and the sense the uncompleted projects are hanging over your head. Set up daily routines at work and home. Eventually, things will become automatic and greatly reduce the physical energy you expend.

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◆ Recognize and accept limits. Most of us set unreasonable and perfectionistic goals for ourselves. We can never be perfect so we often have a sense of failure or inadequacy no matter how well we perform. Set achievable goals for yourself. ◆ Learn to play. You need to escape occasionally from the pressure of life and have fun. Find past times which are absorbing and enjoyable to you no matter what your level of ability is. Do not use the traditional vacation as a stress reducing technique. Vacations can be highly stressful if they entail a change of location, scenery, and so on. ◆ Learn to tolerate and forgive. Intolerance of others leads to frustration and anger. An attempt to really understand the way other people feel can make you more accepting of them. If you have a high self-expectation or expectations from others, your performance goals can become unobtainable. Learn to accept the fact that no one is perfect; mistakes will be made. ◆ Avoid unnecessary competition. There are many competitive situations in life that we cannot avoid. Too much concern with winning in many areas of life can create excessive tension and anxiety, and make us unnecessarily aggressive. ◆ Time blocking. Set aside specific blocks of time for specific tasks. This can be done on a daily or weekly basis depending upon the task. This will assure that the task gets done and reduce any anxiety connected with finding time for the specific task. ◆ Mental health day. Establish one day a week for true rest and relaxation. Your mental health day should: a. Be on the same day each week b. Entail relaxing behavior c. Be as simple as possible d. Be strictly adhered to

DEVELOP A POSITIVE ATTITUDE ◆ Think positively about yourself and you are on your way to succeeding. ◆ Develop an attitude of challenge, commitment, and control.

IN CONCLUSION Learning to cope with stress and its symptoms takes practice but the rewards will bring long-lasting benefits. If you can recognize the difference between positive and negative stress and develop a positive attitude and lifestyle, you are on the way to a healthy, productive career and life.

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Conflict at Work PREPARATION HELPS WHEN FACING CONFLICT When preparing for a confrontation we often think only about steeling ourselves so we aren’t run over—or at least so the tire treads don’t leave too deep a mark. But effectively dealing with conflicts involves a lot more savvy and homework. These ideas could be helpful in situations such as making a proposal to your harshly critical boss or dealing with an irate customer. They are based on the idea that it’s best to anticipate the other person’s needs and behavior and to know your own. Know your goal. You’ll be most successful if your purpose is professionally based (I want to get support for this proposal) instead of personally motivated (I want this supervisor to think I’m brilliant). Know who you’ll be dealing with so you can anticipate that person’s responses and understand the concerns. Find out how that person makes decisions, handles problems, reacts to surprises. What is the bottom line for your boss? What are your customers’ needs? What is your boss’s professional background or your customer’s history with your company? Think about everything that could go wrong in the meeting and plan responses to defuse each problem. But as you list all those possible hurdles, look realistically at how high they really will be. Will you lose your job if your proposal is rejected? Are you a worthless employee if you can’t satisfy a belligerent customer? Also use a list of possible nasty comments to rehearse your reactions. For each anticipated comment list how you’d react impulsively. Next, write how you’d react professionally. This helps you avoid the “I-wish-I’d-said” syndrome after the meeting. Rehearse the meeting with someone who can give you honest feedback. Have a friend act as the difficult person. Your friend should react to your message in several different ways—including more positively than expected. State your goal during the meeting so you’re both talking about the same issue. Acknowledge the other person’s feelings (I can see that you’re angry about . . .). Explain your feelings, too (I feel frustrated that I can’t get an agreement from you). Remain professional no matter what. Let your appearance, actions, and words show that you’re cool and objective.

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Don’t look for a compromise—look for an answer better than either position alone. Don’t answer insults with insults. You both lose when you try to get even. End the meeting with a commitment to action—what happens next, who will do what, by when.

Chapter Summary In the workplace, you will fall into one of three categories: supervisor, subordinate, or co-worker. Whether your work requires extensive technical training and experience, or you are just beginning your career, your interaction with your peers shows how much of a team player you are. You cannot be truly successful in your work unless you get along with your co-workers. Take the time to listen to people around you. Remember that differences of opinion are healthy and natural. Accept differences in attitudes, beliefs, and behaviors. The employee who possesses employability skills, masters good human relations skills, and knows the importance of establishing ethical standards, will be off to a winning “climb” up the ladder of success. Stress can be either positive or negative. Understanding what stress really is, the physical symptoms of stress, and the techniques to cope with it will help you deal with the pressures and conflicts in your daily life.

IN CHAPTER 4, YOU SHOULD LEARN: • Time management • Money management • Lifestyle management

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ATTITUDE AND LIFE MANAGEMENT SKILLS

➥

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Have you ever uttered the following words? “If only I had time, I would . . .” “The month is always longer than my money.”

Time Management Have you ever felt envious of those who seem to do all they set out to do? Do you wonder how they take control of the time in their life? Would you like to end the day and not feel frustrated? No human has more than twenty-four hours to spend or waste each day. The management of those twenty-four hours is the responsibility of each individual. Benjamin Franklin’s Poor Richard’s Almanac asks, “Dost thou love life? Then do not squander time, for that’s the stuff life is made of.” Life is an adventure for those with the courage to explore. Books are written word by word, mountains are climbed step by step, and all major tasks are performed by means of minuscule actions. Accordingly, each minute of the day should be directed toward a purpose. Time-structuring is the organization of time into various categories. The two broad categories are discretionary (free time) and nondiscretionary (time that you do not regulate). Whether you are engaging in discretionary time or nondiscretionary time, you are either active or inactive. Active time can be divided into five categories: ◆ Rituals ◆ Pastimes ◆ Games ◆ Intimacy ◆ Activity Rituals can be simple. Greetings such as “Hi, how are you?” “Fine, how are you?” are important American rituals. Religious ceremonies, patriotic holidays, and fraternity rites are examples of rituals. Some culture traits are shown through everyday ritualistic behavior. Pastimes are forms of social exchange that serve to pass the time of day. Games are activities that should look like fun but are really traps. Games differ from pastimes in that they have the ulterior design of catching someone. Intimacy is a form of interaction between two people who can freely relate to each other without fear of rejection. Each feels comfortable in the presence of the other, and mutual respect is evident.

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Activity is the core of time-structuring and the basis of all other transactions. Activity is the road to achievement of goals. Inactive time is the portion of the day spent daydreaming, fantasizing, withdrawing, or planning for the future. Here are some practical tips for managing your time. ◆ Create a daily plan and write it down. ◆ Never be caught waiting. ◆ Don’t procrastinate. ◆ Don’t be a perfectionist. ◆ Be a speed reader. ◆ Avoid a cluttered work area. ◆ Learn to say no. ◆ Learn to foresee and avoid time wasters. To get an accurate picture of how you spend your time, keep a time log. The time log shown here will give you a clear picture of your activities.

RECORD OF ACTIVITIES Place a check mark in a space to indicate how you have spent a full hour. Place fractions in the spaces to show parts of hours. Add columns to fit your own typical activities. Definitions: Eating: includes preparation, cleanup Maintenance: housework, yard work, care of clothes, car, etc. Shifting Gears: includes changing clothes, showering, getting from one place to another Sleeping

Eating

Maintenance

Shifting Gears

1:00 2:00 3:00 4:00 5:00 6:00 7:00 (continued)

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Sleeping

Eating

Maintenance

Shifting Gears

8:00 9:00 10:00 11:00 12 Noon 1:00 2:00 3:00 4:00 5:00 6:00 7:00 8:00 9:00 10:00 11:00 12 Midnight

Money Management Money management is one of those things you tell yourself you should do, and you will do—someday. That day is now! Even if you’re one of the fortunate few who go through life untouched by crises and problems, you should know how to manage your money. Financial planning is a skill that will demand your continuous attention throughout your life or career. You should establish guidelines for dealing with the various kinds of financial problems and opportunities you will encounter in life. These will likely be smaller in scope early in life than later on. Nevertheless, if you develop a responsible attitude toward a practical day-to-day concern of budgeting, planning, and investing now, you

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will be more able to cope with financial problems and opportunities that arise in the years to come. Parents have the responsibility to be sure that their children enter life with all the tools necessary for success. Personal example and explanation of sound financial principles will be major tools in doing that. Life is far more complicated today than it was for pioneer families. They relied on themselves for most of their needs and wants. It was not uncommon for early settlers to build their own dwellings. Many pioneer families also grew their own food and made most of their own clothing. Today people rely on others to produce and make available the goods and services to satisfy almost all of their needs and wants. Your ability to satisfy your needs and wants will depend partly on your income level. However, your spending habits will be just as important. A financial plan will help you to keep track of your income and expenses.

BASIC FINANCIAL PLAN WORKSHEET THREE-MONTH TRIAL PERIOD Income

Month ____________

Month ____________

Month ____________

Est.

Est.

Est.

Actual

Actual

Actual

Total Income Expenses

Month ____________

Month ____________

Month ____________

Fixed/Periodic Fixed

Est.

Est.

Est.

Actual

Actual

Actual

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Month ____________

Month ____________

Month ____________

Est.

Est.

Est.

Actual

Actual

Actual

Total Expenses Total Income $ ______________________________ Total Expenses

______________________________ $ ______________________________

Est. = estimated

A three-month financial plan will help you to keep track of your income and expenses.

Lifestyle Management Your lifestyle is the way you live. It is a very personal area. While you are dependents, most of your major lifestyle decisions will be made by your parents. As adults, you face some lifestyle choices. Lifestyles can include people’s beliefs, eating habits, housing, education, leisure activities, manner of dressing, and many other daily activities. There are hundreds of different lifestyles, and several of them probably will be represented where you work. The idea, of course, is to respect the way others choose to live and behave. You should never ridicule another’s speech, dress, religion, home, eating habits, ideas, or beliefs. It is important to respect another person’s right to be different. Most often the differing lifestyles that you will likely encounter in the workplace are lifestyles that are associated with different cultures. In this shrinking world or “global community” we live in, business activities often take place across national borders. In fact, international business is so prominent that none of us, even if we wanted to, is likely to avoid it in some form. When working with people from other cultures it is simply good human relations to

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be tolerant and accepting of their lifestyles. Others tend to accept you when you accept them. Your choice of lifestyle can determine your degree of independence. Consider the following factors which will affect or alter lifestyle. 1. Geographic environment 2. Material needs and wants 3. Career satisfaction and achievement 4. Leisure activities 5. Cultural activities 6. Moving 7. Getting married 8. Having children 9. Changing jobs 10. Growing

?

QUESTIONS

EDUCATION AND LIFESTYLE QUESTIONNAIRE Give some time and thought to answering this series of questions. These questions give some insight and begin an exploration into life plans.

Some Basic Questions 1. Do you have a educational major or area you are considering as a major? Yes _____ No _____ What? 2. What job or career can/will you seek as a result of this major?

(continued)

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3. What lifestyle or role do you see yourself in: a. right after graduation?

b. ten years after graduation?

c. twenty years after graduation?

4. Does the job you seek and the lifestyle you see yourself in fit together? Yes _____ No ______ a. How do they fit together?

b. How do they conflict?

More Basic Questions A. List (five or more) main goals in your life. B. Rank these goals in order of importance to you. C. Rank these same goals in the order in which you think you will accomplish them.

GOALS 1. 2. 3. 4. 5.

IMPORTANCE

ACCOMPLISHED

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QUESTIONS

A. CHECKLIST—HAVE YOU CONSIDERED THIS? I.

About Working

Yes No ____ ____

1. Do you know how to look for a job (prepare resumes, portfolios, letters of application, prepare for interviews)?

____ ____

2. Would your future employment be affected if you didn’t finish your college degree?

____ ____

3. Would graduate school help or not help your employment possibilities?

____ ____

4. Have you checked the supply/demand status of the field you have chosen?

____ ____

5. Have you considered the discrimination you may encounter in a field where either men or women may predominate?

____ ____

6. Does the thought of either a traditionally women’s or men’s field appeal to you?

____ ____

7. Would you be happier in either a small or large organization/city/town?

____ ____

8. Is it important for you to meet new members of the opposite sex through work?

____ ____

9. Does your field provide any barriers for advancement?

____ ____ 10. Will your chosen field require some kind of additional training in order to advance? ____ ____ 11. Do you know the approximate salary at which you should start for a certain job? ____ ____ 12. Will your salary for a job allow you to support yourself comfortably? ____ ____ 13. Will you derive satisfaction as well as salary from the sort of work you want? ____ ____ 14. Do you distinguish between a job and a career?

II. About Working and Marriage Yes No ____ ____

1. Do you know the age you would like to marry?

____ ____

2. Have you considered the fact that if you don’t plan to work, but then don’t find a suitable marriage partner at the right time, you might have to take anything you can get? (continued)

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3. Will you discuss these things with your potential spouse? a. Goals in life: both your and your spouse’s b. Career: both your and your spouse’s expectations c. Marriage: male/female traditional roles d. Children: if, when, and how many e. Work: working or nonworking parent

____ ____

4. Would it bother you to work while your spouse continues his/her education?

____ ____

5. Would it bother your spouse to work while you continued your education?

____ ____

6. Will your work be affected if your spouse is transferred to another city or state?

____ ____

7. Would your spouse’s work be affected if you were transferred to another city or state?

III. About Working, Marriage, and Children Yes No ____ ____

1. Have you considered whether you will work while having and raising children?

____ ____

2. Have you set restrictions on the times you might work according to the ages of the children?

____ ____

3. Have you considered circumstances that might keep you from following these restrictions (financial or psychological needs)?

____ ____

4. Have you considered the various forms of work and how they might best fit for you (fulltime, part-time, unskilled, skilled, and professional)?

____ ____

5. If you work but drop out to raise children, have you considered how you will “keep up” in your field of work?

____ ____

6. Have you considered the mechanics of working and having and raising children?

____ ____

7. Does your employer have maternity benefits? Child care facilities?

____ ____

8. Have you thought of the alternatives for care of the children and home (baby-sitters, relatives, paid professional housekeepers, day care centers) you would be willing to accept?

____ ____

9. Have you considered how you could arrange your job so that some or all of your work could be done in the home?

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____ ____ 10. Will your spouse feel that he or she should share equally in raising the children, doing housework, arranging his/her job to do some work at home? ____ ____ 11. If you have not worked while raising your children, have you considered that you will require training to get back into a job even though you may have a college degree?

IV. About Other Possibilities Have you ever thought of what your lifestyle might be like as a/an: Yes No ____ ____

1. Widowed person?

____ ____

2. Divorced person?

____ ____

3. Unwed parent?

____ ____

4. An unmarried person with an adopted child?

You have just completed a series of questions and considerations that you should have thought about somewhere along the line. If you were able to successfully proceed through the reality testing kit with a minimum of stress and strain, consider yourself pretty aware and knowledgeable about yourself and your future plans. However, if you had a lot or even some trouble with plans to determine what things you may not know or not have thought through, you may want to ask for assistance from a counselor or a faculty person in beginning an exploration of things you should consider for your life after college.

Ten Commandments for Happiness 1. Thou shalt not despise thy body, but shall consider it a vehicle most precious. Thou shalt eat nourishing food, exercise regularly, and relax often. 2. Thou shalt look upon work as thy greatest source of happiness and find great satisfaction in thy accomplishments. 3. Thou shalt have a worthwhile purpose in thy life and allow nothing to deter thee from its fulfillment. 4. Thou shalt budget thy time, money, and energies so that thou art never without reserve. 5. Thou shalt not ignore the desires of thine heart, but shall supplement thy dreams with action.

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6. Thou shalt renew the wellsprings of thy life by ever expanding horizons of achievement. 7. Thou shalt not covet they neighbor’s looks, possessions, or talents, but shall do all in thy power to develop and make use of thine own. 8. Thou shalt develop a sense of values and be unperturbed by thy or others’ follies. 9. Thou shalt have faith and believe in the, as yet, unseen and courage to face the, as yet, unknown future. 10. Thou shalt strive to have a balanced life in which there is time for the enjoyment of THIS MOMENT.

Chapter Summary “If only I had time, I would. . . .” No one has more than twenty-four hours to spend or waste each day, therefore each minute of the day should be directed toward a purpose. Your time that you spend, or waste, each day, will fall into two categories: discretionary (free time) and nondiscretionary (time that you do not regulate). In utilizing that time, you will be active or inactive. Get an accurate picture of your time. The best way to do that is to keep a time log. Money management is important. Life is far more complicated today than it was for pioneer families. Financial planning is a skill that will demand your continuous attention throughout your life or career. If you develop a responsible attitude toward a practical day-to-day concern of budgeting, planning, and investing now, you will be more able to cope with those that arise in the years to come. A financial plan will help you keep track of your income and expenses. Consider factors that will affect your lifestyle. Your choice of lifestyle can determine your degree of independence. Most often the differing lifestyles that you will likely encounter in the workplace are lifestyles that are associated with different cultures. When working with people from other cultures it is simply good human relations to be tolerant and accepting of their lifestyles.

SECTION 2

You—Your Appearance CHAPTER 5 HEALTH

• CHAPTER 6 PERSONAL HYGIENE AND GROOMING

• CHAPTER 7 DRESSING FOR SUCCESS

• CHAPTER 8 EXCLUSIVELY FOR MEN

• CHAPTER 9 SOCIAL GRACES

•

IN CHAPTER 5, YOU SHOULD LEARN: • The four elements of a positive appearance • Health • Hygiene and grooming • Dress • Social graces • The four basics of good health • Nutrition • Rest • Exercise • Posture

5

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Yo u — Yo u r A p p e a r a n c e

H

ave you had the experience of someone saying, “You look great.” “You’ve lost weight.” “How much?” “How did you do it?” “How long did it take?” Sound familiar? Section II presents four elements of a positive appearance: health, personal hygiene and grooming, dress, and social graces. One chapter is delegated to each element. Chapter 5, Health, the number one element of a positive appearance, presents the four basics of good health (nutrition, rest, exercise, and posture). Good health shows. You are living in a fitness-conscious generation. Be inspired to live an active, healthy life. Make the commitment to yourself to eat healthy, keep fit, and stay well.

Nutrition Nutrition is the process in which the body takes in and uses food substances. Good eating habits start with maintaining a balanced diet. A balanced diet includes seven nutrients that you should have each day: proteins, carbohydrates, fats, vitamins, minerals, water, and fiber. Nutrients are substances that help the body build and repair itself. Nutrients also provide energy and assist the body in performing its vital functions. Let’s discuss nutrients. Proteins. Protein is rich in nutrients that build body tissue. Protein also contains calories. Protein is easily converted into muscle tissue. Meat substances and a number of plant foods, including beans and peas, are high in protein. Carbohydrates. High levels of fuel, but very little nutrition, are found in carbohydrates. Carbohydrates consist primarily of sugars and starches. High sugar content is found in candies and many soft drinks. Examples of foods high in starches are potatoes, rice, and bread. While your body needs some carbohydrates, you can easily exceed that need. It is easy to take in more calories than your body can burn. When this happens, your body turns carbohydrates into fats. Excess fats cause weight gain and impair your health. Fats. Fats are chemically similar to carbohydrates. However, fats contain twice as many calories, by weight, as carbohydrates. Fats include the slippery white substance at the edges of some meats, such as steaks and pork products. Butter is almost pure fat, as are many cooking oils. Some fried foods, such as french fried potatoes, are a combination of carbohydrates and absorbed fats. Every balanced diet should include some amount of fat. Care is necessary in controlling the amount of fat in your diet. Too much fat leads to rapid weight increases. Most people should limit the fat in their diets. Vitamins. Vitamins are necessary for regulating bodily functions, including healthy growth and repair. While we need very small amounts of vitamins,

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getting the proper amounts can make the difference between being healthy and being sick. A balanced diet usually contains all of the vitamins you need. Minerals. Minerals are chemical elements found in nature. Iron, calcium, and copper are examples of minerals. Iron in your blood helps to absorb oxygen. Calcium is a major substance in bone structures. Milk is a good source of calcium. Water. Your body cannot function without water; in fact, your body is actually two-thirds water. You can live for several weeks without food, but you can’t live for more than a few days without water. You should drink six to eight glasses of water daily. Fiber, also known as roughage, is food that helps move other substances through the body’s digestive system. Roughage aids the body in eliminating waste. Cereals, bread, and lettuce are examples of foods containing fibers. Eating three balanced meals a day is a good health habit. Meals should be eaten at regular mealtimes whenever possible. Eating snacks and unhealthy treats between meals is a bad habit that contributes to skin and weight problems. The best way to make sure that you’re eating right is to follow the basic-foodgroups plan. This plan calls for specific servings from four food groups: meat group, fruits and vegetables group, cereal and breads group, and milk group. Balanced meals are the foundation upon which you are going to build your lifetime. Take the time to become familiar with what should be included in a balanced meal.

Health BALANCED MEALS Balanced meals are for you, too. They are the foundation upon which you are going to build your lifetime wellness. Each day’s meals must include: 1 pint milk—for those over 35, preferably skim 1 egg—for those over 35, 3 to 4 per week At least 1 serving per day of each—leafy green, dark vegetables and citrus fruits 2 helpings of other vegetables including 1 small potato 2 helpings of other fruit, 5 oz meat, fish, poultry 1 serving of whole grain or enriched cereal 2–4 slices whole grain or enriched bread, or sufficient quantities to maintain ideal weight

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Sensible Reducing Diet Includes Each Day: 1 pint skim milk 6 ounces meat, fish, cheese, or poultry 1 egg 1 citrus fruit 2 other fruits 1 cup (8 ounces) dark, leaf, green vegetables 1/2 cup deep yellow or green vegetable 1/2 cup whole grain or enriched cereal 2 other helpings of carbohydrate-rich foods, such as bread, potatoes, corn, rice, or pasta (macaroni, noodles, etc.)

Follow These Rules While Dieting: ◆ Eat three regular meals as outlined in your diet. ◆ Eat only the foods allowed in your diet, in the amounts allowed. ◆ Use a household measuring cup and measuring spoon to set up accurate helpings. ◆ If you wish to have a snack, plan to subtract some foods from your meals for this purpose. ◆ All fried foods are to be omitted. This means nothing fried: meat, potatoes, doughnuts, pancakes, fritters, etc. ◆ No gravies, cream sauces, cream soups, or rich casserole dishes. ◆ No sugar, molasses, candy, jellies, jams, honey, syrups, or preserves. You may use artificial sweeteners or artificially sweetened foods. The latter should be measured as part of the diet. ◆ No carbonated beverages and tonics are to be used. Substitute artificially sweetened beverages for these.

Guidelines to Follow While Dieting: ◆ An adequate breakfast is a must in a reducing diet. People who skip breakfast tend to overeat during other meals and indulge in unnecessary snacks. ◆ Chew your food thoroughly. Eat slowly. Do two special reducing exercises at the table. One is to shake your head vigorously from side to side when offered second helpings, and the other is to push your chair away from the table before you are full.

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◆ Watch your posture. Be mindful of your abdominal muscles. Keep shoulders back. Hoist up your rib cage. ◆ Drink plenty of fluids. ◆ Use salt cautiously. Too much salt whets the appetite. This is the converse of what you are aiming for. ◆ Do your exercises faithfully. It will help to tighten up the skin while burning up the fat. ◆ Keep all organs of elimination functioning efficiently. This includes the skin, kidneys, and bowels. ◆ No alcoholic drinks are allowed. No weight loss will take place unless this rule is obeyed. This applies to sweets, too. ◆ Weigh and measure yourself on the day you begin. Wait one week before repeating this procedure, preferably in the morning after elimination and before breakfast. Wear little or no clothes. There may be fluctuations, but do not be discouraged. ◆ Avoid abdominal distention. Refrain from excessive use of carbonated beverages, even those artificially sweetened, because of the likelihood of gas formation. Refrain from eating foods that cause distention or bloat. This mars your appearance.

Exchange Lists for Low Calorie Diets 1. Milk: Use only skim milk in the amounts indicated. One/8 oz cup = 1 skim milk exchange. 2. Vegetables A: Unless specified, eat as much as you desire of these. Asparagus

Kale

Beet greens

Lettuce

Broccoli

Mushrooms

Brussel sprouts

Okra

Cabbage

Parsley

Cauliflower

Green pepper

Celery

Radish

Chicory

Rhubarb

Cucumber

Romaine

Eggplant

Sauerkraut

Escarole

Spinach

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String beans

Tomato (limit 1 at each meal)

Summer squash (Zucchini)

Tomato juice (4 oz = 1 serving)

Swiss chard

Watercress

3. Vegetables B: 1 exchange = 1/2 cup Beets

Pumpkin

Carrots

Rutabagas

Onions

Winter squash (Hubbard, acorn, etc.)

Green peas

Turnips

4. Fruits (Must be fresh, frozen, canned without sugar) Apple—1 small

Grapes—12

Applesauce—1/2 cup

Honeydew melon—1/8

Apricots, canned—4 halves

Nectarine—1 medium

Banana—1/2 small

Orange—1 medium

Blackberries—1 cup

Peach—1 small

Blueberries—2/3 cup

Pear—1 medium

Cherries—10 large

Pineapple—2 slices

Dates—2

Plum—2 medium

Figs, dried—small

Prunes—2 medium

Figs, fresh—2 large

Raspberries—1 cup

Grapefruit—1/2 small

Strawberries—1 cup

Grapefruit juice—1/2 small

Tangerine—1

Grape juice—1/4 cup

Watermelon—1 cup diced

5. Bread Exchanges: Bread—1 slice

Spaghetti—1/2 cup cooked

Muffin—1 (2≤ in. diameter)

Sponge cake (no icing—1 1/4 inch cube)

Cereals—1/2 cup cooked Cereals—3/4 cup dry

Ice cream—1/2 cup (Omit 2 fat exchanges)

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Crackers:

Oyster—20 (1/2 cup)

Graham—2

Saltines—5

Soda—3

Parsnips—2/3 cup

Macaroni—1/2 cup cooked

Potatoes:

Noodles—1/2 cup cooked

White, baked—1 small

Rice—1/2 cup cooked

White, boiled—1 small

Vegetables used as bread exchanges:

White, mashed—1/2 cup

Corn 1/3 cup, 1/2 ear corn, popped—1 cup

Yam or sweet—1/4

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6. Meat Exchange: Meats (1 oz = 1 exchange) Beef, fowl, ham (lean), lamb, liver, pork, veal . . . . . . . . . . . . . . . . . .1 ounce Fish . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 ounce Cold cuts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 ounce Cheese . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 ounce Cottage cheese . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1/4 cup Eggs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 7. Fat Exchange: Fats Avocado—1/8

Oil or cooking fat—1 tablespoon

Bacon, crisp—1 slice

Cream, light—1 tablespoon

Butter—1 teaspoon

Mayonnaise—1 teaspoon

Olives—5 small

Nuts—6 small

Cream cheese—1 tablespoon

Types of Fats Fats not only cause overweight, but also affect the cholesterol level of the blood. There are two types of fats: saturated fats which tend to raise the cholesterol level (butter; ordinary margarines; hydrogenated shortenings; cream; animal fats except poultry, coconut, and chocolate) and polyunsaturated fats which tend to lower the cholesterol level of the blood when it is too high (liquid vegetable oils such as corn, cottonseed, soybean, sunflower, and others; margarines containing substantial amounts of liquid vegetable oils; and peanut butter, fish oils, and poultry fat). Miscellaneous: Use as desired—broth, coffee, unsweetened gelatin, lemon, parsley, saccharine, seasoning, tea, vanilla, vinegar, sour pickle.

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Height-Weight Charts WOMEN Locate your height and then find your correct weight under your frame size.

SMALL FRAME

MEDIUM FRAME

LARGE FRAME

5′

100

105

110

5′1″

105

110

115

5′2″

110

115

120

5′3″

115

120

125

5′4″

120

125

130

5′5″

125

130

135

5′6″

130

135

140

5′7″

135

140

145

5′8″

140

145

150

5′9″

145

150

155

5′10″

150

155

160

5′11″

155

160

165

6′

160

165

170

HEIGHT

The Ideal Measurements Here is a chart with which you can compare measurements. These measurements represent the general proportions of the ideal figure. Height

Weight

Bust

Waist

Hips

Thigh

Calf

Ankle

5′

100–110

32

22

32

20

111⁄2

7

5′2″

110–117

321⁄2

221⁄2

33

20

12

8

5′4″

115–125

34

24

35

22

121⁄2

8

Chapter 5

Height

Weight

Bust

Waist

5′6″

125–135

351⁄2

251⁄2

5′8″

135–145

371⁄2

5′10″

145–155

6′

155–165

Hips

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Thigh

Calf

Ankle

361⁄2

22

131⁄2

8

27

38

231⁄2

131⁄2

8

371⁄2

27

381⁄2

24

141⁄2

9

38

28

39

25

141⁄2

9

MEN Locate your height and then find your correct weight under your frame size.

HEIGHT

SMALL FRAME

MEDIUM FRAME

LARGE FRAME

5′2″

128–134

131–141

138–150

5′3″

130–136

133–143

140–153

5′4″

132–138

135–145

142–156

5′5″

134–140

137–148

144–160

5′6″

136–142

139–151

146–164

5′7″

138–145

142–154

149–168

5′8″

140–148

145–157

152–172

5′9″

142–151

148–160

155–176

5′10″

144–154

151–163

158–180

5′11″

146–157

154–166

161–184

6′0″

149–160

157–170

164–188

6′1″

152–164

160–174

168–192

6′2″

155–168

164–178

172–197

6′3″

158–172

167–182

176–202

6′4″

162–176

171–187

181–207

(Courtesy of American Heart Association) Life insurance charts give you a range of weight based on height and bone structure, but more importantly is the amount of fat tissue you have. It is important to know, however, that fat weighs less than muscle, so you can be the ideal weight for your size and still be fat. The reverse is also true, so if we could just forget about the scales and reeducate ourselves to look at the Body Mass Index Chart for our desirable BMI, our bodies would be in better shape.

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BODY MASS INDEX CHART Desirable BMI ≤ 27 BMI

22

23

24

25

26

27

28

29

30

31

32

33

34

35

36

37

38

39

40

Height (inches) 4′10″

105 110 115 119 124 129 134 139 143 148 153 158 163 167 173 177 182 186 191

4′11″

109 114 119 124 128 133 138 143 148 153 158 163 169 173 179 183 189 193 198

5′0″

113 118 123 128 133 138 143 148 153 159 164 169 175 179 185 189 195 200 204

5′1″

116 122 127 132 137 143 148 153 158 164 169 174 180 185 191 196 202 206 211

5′2″

120 126 131 136 142 147 153 158 164 169 175 180 186 191 197 202 209 213 218

5′3″

124 130 135 141 146 152 158 164 169 175 181 187 192 198 204 209 215 220 225

5′4″

128 134 140 145 151 157 163 169 174 180 187 193 199 204 210 215 222 227 232

5′5″

132 138 144 150 156 162 168 174 180 186 193 199 205 210 217 222 229 234 240

5′6″

136 142 149 155 161 167 173 180 186 192 199 205 211 217 224 229 236 241 247

5′7″

140 147 153 159 166 172 178 185 191 198 205 212 218 224 230 236 243 249 255

5′8″

145 151 158 164 171 177 184 191 197 204 211 218 224 230 237 243 250 256 262

5′9″

149 156 162 169 176 182 189 196 203 210 217 223 231 237 244 250 258 264 270

5′10″

153 160 167 174 181 188 195 202 207 216 223 230 237 244 251 258 265 272 278

5′11″

158 165 172 179 186 193 200 208 215 222 230 236 244 251 259 265 272 279 286

6.0″

162 169 177 184 191 199 206 214 221 228 236 243 251 259 266 273 281 287 294

6′1″

167 174 182 189 197 204 212 220 227 235 243 250 258 265 273 280 289 295 302

6′2″

171 179 187 194 202 210 218 226 233 241 250 257 265 272 281 288 297 303 311

6′3″

176 184 192 200 208 216 224 232 240 248 256 264 272 280 289 297 305 312 319

6′4″

181 189 197 205 213 222 230 238 246 254 263 271 280 288 296 304 313 320 328

Weight (pounds) (Courtesy of Capital Hill Internal Medicine, Denver)

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It is important to remember that all charts are general and do not allow for individual differences. Therefore, when your figure is pleasing to the eye—to your eyes and the eyes of others—it has achieved the ultimate.

Rest Adequate rest is another important part of maintaining good health. A good night’s sleep enables the body to regain strength and energy. Frequently the lack of sleep can destroy the quality of the sleep you do get. If you’ve ever been too tired to sleep, you probably recall that it was a tense kind of fatigue—one that wouldn’t let your mind or body relax. Your rest was plagued with unresolved problems about things you had done, hadn’t done, or had done wrong.

QUANTITY OF REST Sometimes hair shampooing, hand laundry, and other chores are put off until late at night in order to get in a movie during the week. Because of this, you get to bed two hours later than normal bedtime. The next day is one of sluggish movement, a lack of mental alertness, and general poor job performance ability—all due to lack of rest. If this happens frequently, the work suffers as much as the worker, and the employer is sure to notice both. The amount of rest you need each night depends upon your particular body mechanism. The amounts required vary from an average of six to ten hours of sleep per night. Take into account any emotional stress or illnesses you may have when you are planning your rest time. Stress can be as exhausting as physical activity and illnesses weaken your body so that it takes more energy to perform your regular activities. Be alert to the additional rest requirement during these periods. It is not wise to automatically assume that you are one of those people who can function well with only six hours of sleep. People are different. Try it for three nights consecutively and see how efficiently you can function each of the days. If you are not as alert and energetic as you normally are, increase the length of your night’s rest for a few nights until you find the optimum length of time you require for sleep. Usually it takes two or three nights consecutively of the same number of hours of sleep to determine how much sleep is required. If you are an eight-hour sleeper, a six-hour night sandwiched between two eight-hour nights may go unnoticed. However, three six-hour nights consecutively may bring about undesirable changes in your disposition and demeanor. Adequate rest makes a difference in your effectiveness during waking hours.

QUALITY OF REST The quality of rest is as important as the amount of rest. It is possible to be as exhausted in the morning as you were the night before if you have a night of fitful rest. There are, however, ways to improve your rest.

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Recreative exercise will improve your rest by fatiguing your body. The fatigue felt from tension and stress of the day’s activity is not the kind that brings restful sleep. The fatigue felt from walking two miles or jogging one mile is the kind that brings restful sleep. Complete muscular fatigue of the body can be brought about by recreative exercise that is enjoyed in a relaxing way. The enjoyment brings relaxation of the nerves, and the activity brings fatigue to the muscles. A good rest will follow. Improve the quality of your waking hours by making rest time a beauty treatment. Before going to sleep, try these activities: ◆ Rub on face creams, hand creams, or if heels are cracking, smear cream on them before going to sleep so that skin can get the benefit of the soothing emollients while you sleep. ◆ Manicure your nails, and allow nail polish to dry overnight. The longer nail polish goes without being disturbed before it dries, the longer it usually lasts. ◆ Just before turning out the lights is a good time to use cuticle cream. When you wash your hands in the morning, use the towel to push back the cuticle that has softened overnight. This procedure, practiced two or three times per week, saves time at your regular manicure as well as saving you dry, roughened cuticles between times. Try to plan your day’s activities so that important items that might haunt your sleep are not left undone at the end of your day. Learn to set priorities and to accept the fact that sometimes small things can wait until you sleep—soundly.

Exercise Your daily program should include general exercises as well as those for specific figure problems. What are your problems? Improve your figure and push back your point of fatigue by keeping track, every day, of the number of times you can repeat each exercise. For instance, you may not be able to do more than two or three leg raises when you first start your program. By increasing the number of times you do this exercise, you will build strength and firmness in the stomach muscles in a relatively short period of time. On the other hand, if you are content to do this exercise only a few times, and not increase this number, it will be of relatively little value. To increase your strengths and perfect your figure, you must have as your goal the ability to do each exercise up to at least the number of times recommended. On Your Mark, Get Set, Go! ◆ Start with the warm-up. ◆ Do general exercises first, then specific ones.

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◆ Taper off with relaxing exercises that will help you “cool down.” ◆ Breathe in rhythm with the exercises—the faster the movements, the faster you breathe. ◆ Inhale through the nose, exhale through the mouth unless you work so hard you have to pant, then breathe entirely through the mouth. ◆ Inhale on expansive movements, exhale on contracting movements. ◆ For reducing or building, use the same exercises, but for building, use slow, deliberate, controlled movements, for reducing, rapid, quick movements. ◆ Do about eight to ten different exercises each day. ◆ Change your exercises every two weeks. This will make for more rapid progress and keep you from becoming bored with the same routines. ◆ For bustline building, use weights in the hands. These can be books, cans of food, or Glamour Belles. It is a good idea to stretch the body well before getting up in the morning. This is a gentle awakening of the muscles, increasing circulation and preparing them to bear the weight of your body without a shock. Getting up quickly before notifying your muscles of what is coming and before the blood resumes its speeded-up flow for daytime activity can result in pulled muscles and weakness when you try to walk just after rising. The four basic types of exercises are warm-ups and stretching, aerobics, isometrics, and isotonics. As a rule, before beginning an exercise session or playing any sport, you should do at least five minutes of warm-ups and stretching exercises; afterwards you should do cool-downs. Warm-ups actually warm up your muscles and prepare them for the heavier work that follows. The thing to remember is to begin slowly so you won’t pull a muscle. Cool-downs consist of the same exercises used for warm-ups; they enable the heart rate to slow down gradually. Stretching exercises help the muscles become more flexible. Yoga exercises, for example, are designed to stretch the muscles. Most yoga exercises are done very slowly. The muscles are released into the stretch, and the stretched position is held. Aerobic exercises require large quantities of oxygen for prolonged periods of time. The cardiovascular system—the heart, lungs, and circulatory system—are stimulated, and this forces the body to use oxygen more efficiently. The best aerobic activities include sports such as cross-country skiing, swimming, jogging, and bicycling.

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Isometric exercises require the contraction of a muscle, without the movement of a joint or any other part of your body. Isometric exercises can help tone up specific muscles. Isotonic exercises require the contraction of a muscle and then the movement of a joint and/or an extremity. Weight lifting and calisthenics are the basic types of isotonic exercises. These exercises help build greater muscle mass and strength, but they have little, if any, effect on your cardiovascular system. Make your exercise choice according to: ◆ your time schedule ◆ the facilities available ◆ the climate and environment ◆ your activity preference ◆ your age and size

Posture The shape your body is in is the shape you live in. Without speaking a word, you tell the world a great deal about yourself by your posture. The way you stand, sit, and walk is a clue to your attitude. Erect posture usually is a signal of self-confidence and a positive attitude. Slouching sends the opposite message. Slouching says that you are negative and unsure of yourself. The word posture refers to the various body positions you assume in performing everyday activities. The way you carry yourself affects your well-being in many ways. Many vague aches and pains are caused by requiring muscles to support parts of your body that they were not designed to support. Bones and joints can be permanently deformed by poor posture. The internal workings of the cardiovascular, respiratory, and digestive systems, among others, depend upon the proper functioning of the muscular and skeletal system in keeping the body in appropriate alignment. Beyond the physiological systems, there are some aesthetic considerations that affect your success. Graceful presentation of your form is one of the most important parts of a personal development program. It gives one a feeling of poise and control that reflects to others your confidence in your personal worth, and it frequently communicates to others your feelings about them.

BASIC POSTURES Your body functions with both static and dynamic postures. The postures you assume in movement are dynamic; the ones without movement are static. The body positions that you use for standing, walking, sitting, sleeping, bending, pushing, pulling, and reaching are postures that depend upon your skeletal and muscular systems.

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GOOD POSTURE—AN ESSENTIAL ELEMENT These intricate systems are designed to function in a particular way and that is where the problem frequently lies. While it is true that good posture is essential to a well-groomed, well-presented form, there are other very important reasons to “stand up straight.” Your health and your freedom from pain are two important reasons. Because the muscles and bones are designed to function a particular way, they suffer strain and sometimes permanent disfigurement when they are continually misused. Poor posture can result in low back pain, strained muscles, permanently deformed shoulders, and curved spines. If you have developed good posture already, you are unique. Most of us, without direction, assume whatever posture is most comfortable at the moment with little regard for the design of our bodies. These postures, good or bad, are habit forming. If you have somehow developed good ones, congratulate yourself. If you have developed bad ones, change them and retrain yourself before you do irreversible damage to your body. The muscular and skeletal machinery of your body properly works in such a way as to provide for unobstructed internal functioning with little strain, tension, or possibility of injury. This superb design provides for efficient mechanical functioning; it also provides for beauty in form and movement. The presentation of your form in all postures is important not only to your health but to your self-image and the image others have of you.

STANDING POSTURE Standing posture is a basic one and it influences all other postures. There is a center of gravity for your body in every posture. That center is the point at which the entire weight of your body is concentrated so that, if supported at this point, the body will remain in equilibrium in any position. That center, when your body is properly aligned in a standing position, passes through the midpoint of your body. Specifically, from a side view, this imaginary straight line passes through the earlobe, center of the shoulder, center of the hip, slightly to the back of the kneecap, and slightly to the front of the ankle bone. See “Checking Alignment.”

CHECKING ALIGNMENT FRONT ◆ Stand tall. ◆ Neck over “u” shaped notch in breastbone. ◆ Shoulders, down, relaxed, and even.

◆ Pelvis and hipbones even and centered squarely over your feet. ◆ Feet slightly apart. ◆ Feet pointed straight ahead.

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Side ◆ Stand tall. ◆ Eyes focused so head is level.

When your body is properly aligned, an imaginary straight line should pass:

◆ Shoulders neither too far back nor too far forward.

through your earlobe

◆ Stomach pulled in.

through the center of your shoulder

◆ Small of back straight.

through the center of your hip

◆ Buttocks tucked under.

slightly to the back of your kneecap

◆ Knees straight but relaxed.

slightly to the front of your ankle bone

WALKING POSTURE The posture developed for standing applies to walking. The straight line from your earlobe through your hips remains the same. Legs simply swing from the hip joint in the way they were particularly designed to do. The arms should swing gracefully at your sides to maintain that delicately balanced center of gravity as legs alternately swing forward. Alignment and Movement. The idea is to stand tall, tuck buttocks under, keep shoulders low, take steps about as long as your feet are, and swing the arm of the same side back approximately the same distance as the length of the step. The swing of the arm is very gentle—not stiff or awkward. In fact, it should hardly be noticeable. The knees are kept slightly flexed. If they are stiff, the weight of the body is bounced on the cartilage of the knee, which eventually causes pain. If they are slightly flexed, the “bend” cushions the weight of the body, not allowing it to destroy the structure of the knee. A stiffened knee also will give a bouncing walk that jars your head. “Smooth” is the key word. If you glide along smoothly, your walk is correct. If your head or body is “bobbing,” something is wrong.

SITTING POSTURE There is a difference between collapsing in a chair and sitting in one. The tendency is to brace body weight with your hands and wrists on the arms of the chair and drop the buttocks into the chair. Indeed, that is practically the only way a seat can be taken if the thigh muscles are weak. It amounts to collapsing and is hard on the furniture as well as the person. Graceful, it is not! Graceful Sitting. The most graceful way to sit is to approach the chair from an angle and walk closely enough to touch one leg to the edge of the seat of the chair. Then turn, allowing the back of the leg to touch the chair, placing one foot slightly in front of the other so that the magical center of gravity won’t fail as you propel your body into the sitting position. Slowly bend only

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at the hip and knee joints. Keep the upper part of the body straight. Use hands and arms if necessary only to guide yourself into the seat of the chair if the chair has arms. Otherwise, the hands and arms will not be needed during this maneuver. If you do not turn your head to look at the seat of the chair as you sit, your balance will be easier to maintain and you will appear less awkward and more sure of yourself. Allow the leg that is touching the chair to be your guide. Using this procedure usually places your buttocks on the front part of the seat of the chair. When your weight is on the chair, use your hands on the chair seat to gently lift yourself back into the chair so that the back of the chair braces your back. It is normal to lean forward when you talk from a sitting position, but it must be done from the hip joints, not the waist. A slumped, curved spine results from leaning from the waist. Good sitting posture maintains the same alignment from the hips to the head as good standing posture. Be sure that you sit well back into the chair, keeping the spine straight but allowing the back of the chair to support your back. Thighs should rest on the seat of the chair almost to the bend of the knee, and feet should rest comfortably on the floor. Placing the heal of one foot near the arch of the other, with the knees held close together, is a graceful way to sit. The structure of the chair is important. A chair that has a seat too deep to allow you to sit back and bend your knees simultaneously will be uncomfortable. When you sit in such a chair, sit forward far enough to allow your legs to bend naturally from the knee, but concentrate on keeping your hips, back, and head aligned as if you were standing. This kind of chair simply will not support your back properly. Sitting at a Desk. If you work at a job that necessitates sitting at a desk for long periods of time, concentrate on keeping the spine straight and the legs free so that good circulation occurs. Sitting on your legs restricts circulation and places the hip joint out of position. Be sure that your desk chair is at a height so that both feet rest on the floor with some freedom of the knees. Be sure that you can sit completely back in the chair so that the back of the chair supports your back and yet your knees bend easily at the front edge of the chair seat. For most people, an adjustable back on a desk chair is most comfortable when placed near the small of the back or at the waist. Placed higher, it seems to encourage waist bending which, of course, eventually results in low back pain. If you find it necessary to sit for long periods of time at a desk, move about somewhat each hour to relieve any tension that may be building in your muscles. Some relaxing movements are: 1. Dropping your chin to your chest and rolling your head from one side to the other, then making a complete circle of it. 2. Lifting your shoulders alternately and making circles with them as you dangle your arms at your sides. 3. Stretching your legs out under your desk and flexing your toes and feet, pointing them forward then backward.

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Graceful Rising. Using your hands on the seat of the chair, lift yourself to the front edge of the seat of the chair. With one foot in front of the other, use your leg muscles to lift yourself from the chair, keeping your back and head aligned. It is tempting simply to pump your arms on the arms of the chair to raise yourself. This maneuver looks more like a shoulder-building exercise than the graceful movement of a poised person. Using the leg muscles instead of the shoulder muscles to rise from a chair insures sure footing and control when you begin to move.

!

Tip

Posture Checklist When Walking: 1. Make sure that your shoulders are back and that your head is up. 2. Move your legs from your hips. 3. Don’t walk pigeon-toed or with your feet pointing out. When Standing: 1. Keep your shoulders level and relaxed. 2. Hold your chest high. 3. Pull your abdomen in. 4. Keep your backbone straight. 5. Relax your arms, with your elbows slightly bent. When Sitting: 1. Keep your backbone straight. 2. If your posture is good, you’ll be less tired after sitting eight hours at a desk, and you’ll look more businesslike at all times.

Chapter Summary Chapter 5, Health, the number one element of a positive appearance, presents the four basics of good health (nutrition, rest, exercise, and posture). Nutrition is the process in which the body takes in and uses food substances. Developing the right attitude about food habits is the first, most important step in the right direction toward good health. Each of us, whether we are eat-

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ing poorly or well, is on a diet. We are what we eat. A balanced diet includes seven nutrients that you should have each day: proteins, carbohydrates, fats, vitamins, minerals, water, and fiber. Eating the right foods at regular times helps to maintain good health. Adequate rest is another important part of maintaining good health. The quality of rest is as important as the amount of rest. Your daily program should include general exercises as well as those for specific figure problems. The four basic types of exercises are warm-ups and stretching, aerobics, isometrics, and isotonics. Beyond the physiological systems, there are some aesthetic considerations that affect your success. Graceful presentation of your form is one of the most important parts of a personal development program. Without speaking a word, you tell the world a great deal about yourself by your posture—your walking, sitting, and standing posture. Erect posture usually is a signal of selfconfidence and a positive attitude. Slouching sends the opposite message.

IN CHAPTER 6, YOU SHOULD LEARN: • Hair care • Skin care • Teeth care • Body care • Grooming from head to toe

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PERSONAL HYGIENE AND GROOMING

➥

! ?✘

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Does your mirror reflect an attractive personal and professional image? This chapter will provide information on personal hygiene and overall grooming “musts.”

Hygiene Hygiene is the practice of caring for the body in ways that maintain good health. Hygiene includes care of your hair, skin, teeth, and body—all of which are important aspects of your appearance. Your hair is one of the first things people notice. Your hair should look, feel, and smell clean. Clean, healthy hair looks better in any length or style. Equally important is a healthy scalp. Flaking of the scalp, or dandruff, is unsightly and usually causes itching. Such conditions are also damaging to your image.

Hair Care CARING FOR YOUR HAIR To care for your hair properly, you should know a few facts about its structure and the way it grows. The hair you see is not alive. You can curl it, pinch it, or cut it, and you feel nothing. Only the root of a hair is alive, and hair growth takes place at the root. There is some growth of hair over your entire skin surface, except on the soles of your feet and the palms of your hands. Each hair grows from a hair follicle. This is a part of the outer layer of skin, which has pushed down, like the root of a plant, into the layer below. Cells within the follicle push upward, grow together, and then harden into a hair. As long as the cells in the follicle remain active, a hair can be regrown. Each individual strand of hair has a life span of three to five years. After this time, it falls out, and a new hair begins to grow and replace it. Each hair shaft—the portion above the surface of the scalp—contains three layers of cells. The cortex, or middle layer, contains melanin, which gives hair its color, and keratin protein, which gives hair its elasticity. The amount and kind of melanin determine hair color. As people grow older, the amount of melanin decreases, and the hair turns gray. Hair turns white when all the melanin is gone. Your hair’s luster comes from the sebaceous glands that surround the hair follicle. These glands secrete oil that coats the topmost layer of each hair shaft. Whether your hair is dry, oily, or normal depends on the amount of oil that the sebaceous glands secrete.

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Generally, hair grows about 1/2 inch per month. It grows a little faster in the summer and a little slower in the winter. What you eat affects your hair and the way it looks. A well-balanced diet will help you have good-looking hair. People have different hair types, just as they have different skin types. Most people have the same hair type and skin type. If your skin is dry, your hair is probably dry, and if your skin is oily, you probably have oily hair. The amount and distribution of oil determine the dryness or oiliness of your hair and are a major factor in the way you care for your hair. For dry, oily, and normal hair, proper care includes brushing, shampooing, and conditioning. Brushing. Brushing your hair helps redistribute the oil and loosen dirt. If you have dry to normal hair, brushing is extremely beneficial, because it moves the oil from the scalp to the entire hair shaft. If your hair is very oily, avoid brushing from your scalp, begin brushing about 1 inch away from your scalp. If you have long hair, bend at the waist and put your head down when you brush it. Move the brush from the back of your head to the front. The old wives’ tale about brushing one hundred strokes a day is simply an old wives’ tale. Excessive brushing doesn’t do your hair any good and can cause some damage. You should brush your hair before you shampoo it. Brushing wet hair can cause it to become less elastic and can snap the hair shafts. Women who use a blow dryer should shape their hair with their fingers or a wide-toothed comb as they dry it. When it’s practically dry, it can be brushed. Men with short hair can comb it when it is wet from shampooing and let it dry naturally. If they want to speed the drying process with a blow dryer, a bit of touch-up combing or brushing will maintain a well-groomed appearance. Shampooing. The best thing you can do for your hair—and the most important advice you can get—is to wash your hair with a mild shampoo every day, or as often as necessary. This will vary depending on hair length, oiliness or dryness, the products applied to the hair, and the frequency and quantity of application. If you have dry to normal hair, you need a gentle shampoo that won’t remove the natural oil. If you have oily hair, your shampoo should be formulated to remove the excess oil. There are many different shampoos on the market. Select one for your hair type. Many people find that shampooing in the shower is the best way to keep their hair clean. Make sure that your hair is completely wet before you apply the shampoo. As you rub the shampoo in, also massage your scalp with the pads of your fingers. Rinse you hair well. You might want to count to thirty as you rinse to make sure that all the shampoo is removed. Conditioning. Women especially may want to condition their hair. Conditioners can add body to fine hair and make flyaway hair more manageable. Conditioners can prevent thick hair from tangling. Usually, you should apply a conditioner right after shampooing.

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If you have oily hair, avoid applying the conditioner to the hair roots and your scalp. If you have dry to normal hair, work the conditioner all the way from your scalp and the hair roots to the hair ends. Make sure that you rinse the conditioner off thoroughly. Gently dry your hair by blotting it with a soft, clean towel. If you have very dry hair or use a blow dryer, electric rollers, a curling iron, or another appliance frequently, you may want to use an intensive conditioner monthly. You can buy a commercial conditioner for your hair type, or you many want to try the following hot-oil treatment: Heat 1/4 to 1/2 cup of olive oil, depending on your hair length. Use a cotton ball to apply the oil to your hair. Begin with the ends, and work toward your scalp. If you have oily hair, don’t apply the oil to your scalp. Wrap a piece of plastic around your head, and sit under a hair dryer or in the sun for ten to fifteen minutes. Then remove the plastic and shampoo your hair. Controlling Dandruff. Many people have a problem with dandruff. It’s actually dead cells that are shed from the scalp. Dried-up oil from the scalp makes them stick together and form large flakes. You can control mild cases of dandruff by a daily routine of using the right shampoo, brushing, and gently massaging your scalp. Make sure that your brush is clean, and don’t borrow other people’s brushes or combs. If you have a serious case of dandruff, see your doctor or a dermatologist.

Skin Care CARING FOR YOUR SKIN Skin care begins with daily bathing. Only a daily bath or shower can remove perspiration and dirt from your skin. Perspiration is a continuous process that can cause an offensive odor. Use of a deodorant is worthwhile to support your bathing routine. However, deodorants are not a substitute for bathing. Perfumes and colognes should be used sparingly. They are added-on scents and do not have the odor-killing qualities of deodorants. Having a healthy, attractive complexion will make you look good in any business office. Besides making you look attractive, your skin has other important functions. It helps retain the proper amount of moisture in your body, and it keeps germs out of your tissues and blood. This is why it is so important to apply an antiseptic even to a minor cut and to cover it with a germ-free bandage. Your skin helps control your temperature by releasing excess heat through perspiration. Your skin temperature goes down as the perspiration evaporates, thus perspiration acts as your cooling system. Your skin also gets rid of small amounts of urea and other wastes through perspiration. Both men and women need to pay particular attention to caring for their facial skin, because there are more oil and sweat glands on the face than anywhere else and because the face is constantly exposed to the outside environment.

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SKIN TYPES It is necessary to know your skin type in order to give it the proper care. There are four categories: dry, oily, combination, and normal. By answering the following questions, you can identify your skin type.

Dry Skin ◆ Do you have small pores? ◆ Is little perspiration evident on a hot day? ◆ Does your face chap easily? ◆ Does your skin feel taut after you cleanse it? ◆ Do you sunburn easily? A “yes” answer to all five questions indicates dry skin. Sun, wind, and extreme cold can be very unkind to dry skin, so it needs additional protection from the elements.

Oily Skin ◆ Do you have large pores? ◆ Do you frequently develop whiteheads or blackheads? ◆ Do you perspire easily? ◆ In the morning, does your face have a slick film? ◆ Does your skin have a coarse texture? If you answered “yes” to these five questions, consider yourself in the oily skin category. However, chances are good that by the time you pass the age of thirty, your skin will lose some of its oil.

Combination Skin ◆ Are large pores evident in the forehead, nose, and chin areas? ◆ Are small pores evident in the cheek and eye areas? ◆ Do you find blackheads or whiteheads in the forehead, nose, and chin areas? ◆ Does the skin on your cheeks feel dry after cleansing? Three or four positive responses to the previous questions indicate combination skin. This type of skin usually has an oily T-zone across the forehead and in the nose and chin areas, while the remainder of the face is dry.

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Normal Skin ◆ Does your face have a healthy, glowing look? ◆ Do you seldom have eruptions of whiteheads and blackheads? ◆ Do you have smooth skin with no visible pores? ◆ Does your skin feel taut after washing? ◆ Does your skin have an oily film in the mornings? If you can answer “yes” to the first three questions and “no” to the last two, consider yourself lucky: you have perfect skin. With daily care, moderate amounts of sun, a balanced diet, and regular cleansing and moisturizing, you can continue to have the benefits of good skin. Even though recent research has shown that the skin of men is different from that of women, men should follow the same skin care routine as women. How best to care for your skin depends, as stated earlier, on the type of skin you have. However, regardless of your skin type, skin care, basically, falls into three categories: ◆ Cleansing ◆ Toning ◆ Moisturizing Cleansing. Cleansing your skin means removing dirt, grime, and makeup. You should cleanse your face at least twice a day: in the morning when you get up and at night right before you go to bed. Your nighttime cleansing should probably be more thorough than your morning cleansing, since you’ll be removing the day’s accumulation of dirt and oil. Many different types of cleansers are available, from cold creams to oils and soap and water-soluble creams and lotions. And there has always been controversy about what is the best cleanser. Some beauty experts swear by cleansing creams and lotions; others swear by soap and water. If you prefer soap and water, use pure castile soap or skin soaps and bars that are formulated for individual skin types, such as an antibacterial soap for oily skin or a superfatted soap or a cleansing bar with added moisturizers for dry to normal skin. Make a soapy lather with your hands and apply the lather to your neck and face. Gently massage all the areas. Then rinse. It’s important to remove all the soap, so rinse thoroughly a number of times with lukewarm water.

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If your skin is dry, you may prefer a cleansing cream or lotion. However, be careful about using cold cream as your primary cleanser. Often cold cream clogs pores, and it’s difficult to remove completely. You may want to use a cleansing cream or lotion as well as soap and water. Use the lotion first, to preclean your skin. Saturate several cotton pads or balls with the lotion; then, starting from the base of your neck, clean your whole face up to your hairline. Change the pads frequently. When you no longer see any dirt or grime on the pads, you know that you have removed most of the dirt, makeup, and oil. Then wash your face as described earlier. You may also want to use a mask to help remove dead cells. If you have oily skin, use a clay-based mask. If your skin is dry, use a cream-based moisturizing mask. Whatever type of mask you choose, don’t use it around your eyes and eyebrows or around your lips. Let the mask dry on your skin for about ten minutes, and then wipe it off gently with a damp washcloth. Regular use of a mask will help give your complexion a special glow, but don’t use a mask every day. Use a mask once a week if you have dry skin, twice a week if you have normal skin, and several times a week if you have oily skin. Toning. Toning your face helps remove surface dirt and the residue of your cleanser, and it also helps restore your skin to its normal balance. Toners can also make your pores look smaller temporarily. Apply a toner by moistening a cotton pad with a few drops of the liquid and then moving the pad over your face. If your skin is sensitive, you may want to moisten the pad with lukewarm water before putting the toner on it. Toners are referred to as fresheners, refining lotions, skin bracers, and astringents. Satisfactory, inexpensive toners include witch hazel, diluted lemon juice, and even plain cool water. If you have oily skin, use a toner that contains alcohol. If you have dry skin, choose a toner that contains very little or no alcohol, or use plain water. Moisturizing. Moisturizing your skin gives it a protective shield against the weather and helps keep it feeling smooth, soft, and comfortable. You need to apply a moisturizer only to those areas which feel dry. If you have dry skin, you should use a daytime moisturizer as well as a night cream for lubrication. If you have normal or combination skin, apply a moisturizer to the dry areas. If you have oily skin, apply a moisturizer very sparingly and only to those areas which look and feel dry. Moisturizers come in many forms, from petroleum jelly and baby oil to expensive oils and lotions. According to dermatologists, the least expensive moisturizers are just as good as the most expensive ones. Your daytime moisturizer should be light and should not leave you with a greasy feeling or a shiny look.

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Your Teeth CARING FOR YOUR TEETH An attractive smile depends on healthy teeth and gums. To keep your teeth and gums healthy, you must eat a proper, well-balanced diet, and you must brush and floss your teeth every day. By brushing and flossing, you’ll remove the bacteria that cause dental disease. You must make regular visits to your dentist for professional cleaning and checkups—at least every six months. Brushing. In the past, people were taught to brush their teeth using an upand-down motion. Today, most dentists believe that it’s better to brush your teeth using a crosswise motion, with the bristles of the toothbrush at a 45° angle to your gums. Move the brush back and forth, gently scrubbing both the outer and the inner surfaces of your teeth. Scrub the chewing surfaces of all your teeth as well. Brushing your tongue will help freshen your breath. Use a toothpaste containing fluoride, since fluoride helps make tooth enamel more resistant to decay. Don’t use a toothbrush with hard bristles; it may damage your gums. The newer toothbrushing techniques just described should be used only with a soft brush. Replace your toothbrush every three or four months. A worn-out toothbrush won’t clean your teeth properly and may irritate your gums. Brush your teeth at least twice a day. If you can brush immediately after meals, the sugar in your food will not have time to mix with the plaque and form the acids that can lead to tooth decay. Flossing. Brushing removes plaque and food particles from the outer, inner, and biting surfaces of the teeth, and flossing removes plaque and food particles from between the teeth and from under the gum line—places where a toothbrush can’t clean adequately. Dentists usually recommend using unwaxed floss. Gently slide the floss into the space between the gum and the tooth, creating a C shape so that the floss is wound around the tooth and covers a maximum of the tooth surface. Don’t snap the floss into your gums. Move it up and down so that it scrapes the side of each tooth. Remember to do the far sides of your last teeth. You should floss once every day to remove plaque, and more often, if needed, to remove food particles. Don’t use a toothpick to remove food particles. Not only can you injure your gums with a toothpick, using one is quite unattractive. Rinsing and Using Mouthwash. Rinsing your mouth with water can help remove loosened plaque and food particles from your teeth and gums, but it is not a substitute for daily brushing and flossing. Rinsing your mouth with mouthwash can sweeten and freshen your breath temporarily, but it does not remove the cause of bad breath. Bad breath is usu-

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ally caused by the food you have eaten. Food particles may remain around your teeth, and you must remove them to eliminate bad breath. You can do this by brushing and flossing properly after meals. If you find that you’re often offending people with your breath, check your brushing habits and your diet.

Body Care CARING FOR YOUR BODY Daily bathing, whether a soothing soak in the tub or an invigorating shower, can be a time of relaxation and recharging. Bubble baths, scented soaps, whirlpool attachments, pulsating hand-held shower massages, and loofahs can all make cleansing more enjoyable. Indulge yourself with one thorough cleansing a day. After your bath, apply a lotion or emollient cream to replace the natural oils depleted by the water. Body talc, powder, or fragrant body splash may complete the ritual. Although a scent is very nice, be careful not to put too much fragrance on. Almost nothing is more offensive than an overpowering scent. Scents are available in a wide range, from leather or lime to floral or fruit. Perfumes contain more oil than do colognes and toilet water, and therefore they last longer on the skin. Cologne and toilet water have a higher alcohol content and lighter scent than do perfumes, and can be applied more generously. Several minutes after bathing, apply a deodorant or antiperspirant. Don’t apply these immediately after washing.

Grooming Grooming is regular care designed to make yourself neat and attractive. Most grooming practices are cosmetic beautifying-forms of hygiene. Grooming includes the cutting and styling of hair. Care of the fingernails is another grooming activity. Neatly trimmed, clean fingernails are important for men and women. Your face is the other major area of grooming activity. Shaving is the major facial grooming concern for men. Many men wear mustaches or beards. The length and neatness of facial hair makes a statement about a person’s attitude. Most women use cosmetics, or beauty aids, in facial grooming. Lipstick, blush, eye shadow, and other makeup products can be used along with moisturizers and other skin care products. Cleanliness, of course, is a basic necessity for clear skin.

MAKEUP Now that you know how to care for your skin, let’s look at makeup. The professional businesswoman’s office makeup should enhance her appearance; it

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should not be distracting. Wearing the right makeup can give you a cool, professional look; wearing too much makeup or the wrong makeup will have exactly the opposite effect. Because, as a working woman, you won’t have a lot of time to fuss with makeup, you’ll want a daily routine that’s effective and efficient. We’ll discuss the different kinds of makeup that are available, and you’ll learn how to get the most out of them. But first you should know the following general guidelines about makeup: ◆ Makeup should be applied to absolutely clean skin. ◆ Makeup should be removed every night before you go to sleep. Use soap and water, a cleansing cream, or both, depending on your skin type. ◆ You should wash your hands before applying makeup. ◆ You shouldn’t use other people’s makeup, especially eye makeup or lipstick. ◆ You should keep your makeup applicators, such as brushes and sponges, absolutely clean. Use disposable items, such as cotton balls and swabs, only once.

Office Makeup Office makeup usually includes: 1. foundation 2. blush 3. small amounts of eye makeup 4. powder 5. lip color Remember that office makeup should be subtle. Save the latest fads in makeup for your afterwork activities.

HAIRSTYLES The ideal shape of the face is an oval. You should strive for a hairstyle that will create a well-balanced, oval illusion. If you have regular facial features and the right personality, you may get away with extreme hairstyles. Oval—Oval-shaped faces with regular features may wear most styles, even drawn back in sleek lines. Oval faces with irregular features or mature faces will benefit from styles that are softened around the face. Oblong or Rectangle—You goal is to give width and minimize length. Keep hair full at the sides, using minimum height at the top. A side part is best unless bangs are worn to reduce the length of the face. Center-parted, longhanging, shoulder-length hair is not becoming unless shaped shorter and fuller at the sides of the face.

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Round—The round face requires the illusion of length or height to diminish its moon shape. Wear a center part only if hair covers the sides of the forehead and sides of the face. A side part should be a diagonal line toward the crown. Height is needed at the crown, keeping fullness above the ears. Dip hair onto cheeks to minimize width of face. Pulling the hair away from the face is too severe unless you are a dramatic personality. Square—You need added height to achieve a more oval illusion. Asymmetrical lines are best. Keep fullness away from the jaw line. Layered or broken lines soften the face. Do not expose the entire forehead hairline or wear an extremely low side part. Pear or Triangle—For a pear-shaped face, softly irregular curled or wispy bangs with a flare toward each side may be worn. Keep hair close to the cheek line, partly covering the ears, to soften a wide jaw. Heart or Inverted Triangle—Your goal is to achieve symmetry between a broad forehead and a narrow chin. A soft, feminine coiffure is preferable. Avoid low side parts, severely tailored lines, or a top-heavy look. Hair is fairly close at the top of the head. This is the face shape which best wears the long, lose, full, tapered hair that falls to the shoulder, adding width to the jawline. Diamond—You need to broaden the forehead and jaw areas to balance with the cheek. Symmetrical lines are good. Swirled or feathered bangs across the forehead are effective to provide width, keeping hair full at temples but close at cheekline. You may wear your hair short or long. Keep fullness around your jawline if hair is worn long. Keep your style up to date. Adapt your basic shape to the current trends. Never wear your hair too short, because it gives a mannish look. After twenty-five the hair should be off the shoulders. In fact, after twenty-five everything should go up but the hemline. A center part is the hardest to wear because it accentuates any irregularity in the facial features. An asymmetrical line is easier to wear. It’s simply a matter of emphasizing and de-emphasizing. IF YOU ARE TALL

Don’t wear your hair too short. You need a longer style for a balanced look.

IF YOU ARE SHORT

Don’t let your hairstyle overpower your body. Long hair will emphasize your lack of height.

IF YOU HAVE A BROAD FOREHEAD

Select a style that covers part of your forehead on each side. However, don’t part your hair in the center.

IF YOU HAVE A NARROW FOREHEAD

Part your hair in the center; this will add width to your brow.

IF YOU HAVE A THIN FACE

Wear your hair full on the sides.

IF YOU HAVE A FULL FACE

Wear your full on the crown.

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For both men and women, the most important rule for business hairstyles is neatness. No matter what style you choose, you need a good haircut to keep your hair looking neat. Taking care of your skin, your hair, and your teeth is the foundation of personal grooming. Next we’ll discuss other points you’ll need to remember so that your grooming will be perfect from head to toe.

HANDS, NAILS, AND FEET People see your hands and nails dozens of times each day—when you shake hands, when you gesture, and when you point something out, for example. If there is dirt under your nails, if your nail polish is chipped, or if your hands are rough, you’re probably embarrassed. There’s no reason to be ashamed of your hands and nails. By following a few simple rules, you can make your hands look and feel good.

Hands This is as important for men as it is for women. The basic steps you must take to have good-looking hands are: 1. Keep your hands and nails clean. Wash your hands frequently, especially before meals and after you use the bathroom. 2. Use a nailbrush, if necessary, to scrub under your nails and around your cuticles. As you dry your hands, push the cuticles back gently. Don’t cut your cuticles; this will just make them grow back thicker and coarser. By pushing them back every time you wash your hands, you’ll be able to keep them down. 3. Use a hand lotion, oil, or cream after washing your hands. This will help prevent rough, dry, or chapped skin and will keep your hands soft. 4. When you’re doing a dirty job or washing dishes, wear gloves. To keep your nails clean when you can’t wear gloves, run a bar of soap over them before you start working; the dirt and grime will lodge in the soap, rather than under your nails.

Nails Both men and women should give themselves a manicure once a week. The main purpose of a manicure is not to apply nail polish, although that’s what most women use it for; rather, the purpose is to keep your nails in good condition. Here’s how to give yourself a manicure: 1. Remove any old nail polish, and then shape your nails with an emery board. File your nails in one direction only. 2. Soak your fingertips in warm oil or a soap-and-water solution for a few minutes. If you use oil, remove it with soap and water.

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3. Dry your hands and nails carefully, removing any dirt with a manicure stick or an orangewood stick. 4. Apply cuticle conditioner or remover along your cuticles. Push your cuticles down. 5. Wash your hands in soap and water. Apply hand lotion. A pedicure is a manicure for your toenails. Follow the same general steps, but make sure that you clip your toenails straight across. This helps prevent ingrown toenails, which can be very painful.

Nail-Polish Tips. If you want to apply nail polish, do it before you apply hand lotion at the end of your manicure. Use two or more coats for good color and coverage. You may want to use a clear base coat before you put on your nail polish and a clear topcoat afterward. Then apply hand lotion. A manicure should last a week. However, if you wear nail polish, check it every day. If it is chipped, apply another coat, or remove it entirely and apply a new coat. Keep nail-polish remover and a bottle of nail polish in your desk drawer. A light color of nail polish can make both your nails and your hands look delicate; a dark color will make them look slimmer; and a medium color will make them look larger. For office wear, subdued reddish tones are best. Don’t wear exaggerated, dark, or weird colors. Frosted and glittering colors don’t look professional. And keep your nails fairly short. Very long nails may look good in an advertisement, but in an office they give the impression that you don’t do any work with your hands.

Foot Care Foot odor is a problem for some people. Although the soles of feet are tough, feet are prone to viral, fungal, and other infections caused by poor hygiene and ill-fitting or restrictive footwear. Take the time in your bathing routine to wash feet carefully, being sure to cleanse between your toes. Failure to completely dry feet before putting on footwear provides a perfect environment for the growth of fungus. Athlete’s foot is a common source of foot odor. Self-treatment with the use of over-thecounter medications available at your local drugstore will often solve the problem. If the odor problem persists and is severe, consult a podiatrist, or foot doctor. Although less visible, your feet should receive as much care as do your hands. Get into the habit of giving yourself a regular pedicure. In performing a pedicure, you can follow the manicure guidelines provided in the next section with one exception: toenails should be trimmed straight across, instead of rounded, to prevent them from becoming ingrown.

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Personal Grooming Musts Whatever the position, employers look for employees who look clean, smell clean, and wear clean, well-pressed clothes every day. It pays to pay attention to all the details of good personal grooming. ◆ Brush your teeth at least twice a day. Keep an extra toothbrush at work so that you can brush after lunch as well. ◆ Use a deodorant or antiperspirant every day. Deodorants prevent body odor. Antiperspirants also inhibit wetness from perspiration.

FRAGRANCES For business, only the lightest scents are appropriate, and no fragrance at all is better. The reason is that most people react strongly to all smells—they either love them or hate them. If you prefer to use fragrance, keep it light and wear only one scent at a time.

NAILS Keep your fingernails clean and well trimmed at all times. Very long nails say “I don’t do any useful work.” The classic business length for women is about 1/8 inch beyond the fingertip. For men, the length is even with the fingertip. Use clippers or manicure scissors to cut the basic shape, then refine it and smooth it with an emery board.

CLEAN CLOTHES Finally, keep your clothes clean, fresh, and well pressed. Make small repairs immediately. Never show up for work in wrinkled, dirty clothes—or with buttons missing, a drooping hem, spots on your tie, or runs in your panty hose. Keep an extra pair of panty hose in your desk for emergencies. Good business grooming means paying attention to a great many small details. Every last one of them counts, because one mistake cancels everything else that’s right. Your total image should speak well of you.

UNDERWEAR Business styles are designed to be worn with underwear. At the minimum, men should wear shorts or briefs, and women should wear a bra and panty hose. Underwear provides support for your body and a smooth contour under your clothing. Wearing business clothes without appropriate underwear makes you look cheap and trashy.

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Your Personal Grooming Routine Daily

Weekly

Exercise

Have a manicure

Take a bath or shower

Use a hair conditioner

Shampoo Brush and comb hair Use a deodorant—antiperspirant Wash hands Clean face Brush and floss teeth Shave (men) Apply makeup (women) If you take a bath or shower every day, use a deodorant-antiperspirant, brush and floss your teeth after eating, and change your clothes (including your underwear and hose) daily, you won’t have any trouble smelling fresh and clean. And if you don’t do these things, no amount of fragrance will help you. The best scent is usually no scent at all. Smelling good starts with being clean. Generally, you’ll be better off not wearing a fragrance at work. What smells good to you may be offensive to other people, and there’s no point in antagonizing anyone with your fragrance. However, if you want to wear a fragrance while at work, follow these two guidelines: (1) keep the scent light and (2) make sure that you don’t wear conflicting aromas, for example, aftershave that has one scent and cologne that has another.

Chapter Summary Hygiene is the practice of caring for the body in ways that maintain good health. Hygiene includes care of your hair, skin, teeth, and body. Good business grooming means paying attention to a great many small details. Every last one of them counts, because one mistake cancels everything else that’s right. Your total image should speak well of you. Whatever your position, employers look for employees who look clean, smell clean, and wear clean, well-pressed clothes every day. It pays to pay attention to all the details of good personal grooming. Finally, taking care of your skin, your hair, and your teeth, is the foundation of personal grooming. There are other pointers you’ll need to remember so that your grooming will be perfect from head to toe.

IN CHAPTER 7, YOU SHOULD LEARN: • Basic business wardrobes and a basic wardrobe plan • How to determine quality • How to determine proper fit • How to choose the best fabrics • Basic business colors and their meanings • Colors for basic garments and accessories • Fashion terms • Essential business accessories • How to plan a wardrobe and dress well on a limited budget • A potpourri of things every consumer should know

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DRESSING FOR SUCCESS

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! ?✘

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D

ressing for success is an idea as old as business itself, and so is the basic business look. A professional appearance is based on being well-groomed and appropriately dressed for the occasion. Clothes are your packaging. It is what people see first, but dressing for success is not all about clothes for if you don’t have the self-confidence, the poise, and the positive self-image, you won’t wear the clothes well. Building a wardrobe is like putting a puzzle together. You have to add the pieces one by one. It takes time to see which parts work together. You do not want any extra pieces that will not fit into the finished product. A few right additions to a wardrobe can make a big change. Knowing the differences between styles, fashions, and fads can save you money. A basic wardrobe is designed to go around the season twelve months a year, and around the clock twenty four hours a day. A well-planned, workable wardrobe is not bought solely with money, but with good taste. The following wardrobe plans will help you in developing a tasteful, workable wardrobe.

STARTER BUSINESS WARDROBE MEN

WOMEN

Suits

2

2

Jackets/Blazers

2

2

Pants

3

—

Shirts/Blouses

10

5–8

Dresses

—

3

Skirts

—

3–5

A FEMALE’S BUSINESS WARDROBE ITEM

QUANTITY

COLORS

FABRIC

Suit

1

Grays, blue, brown, beige

Wool, wool blends, linen, cotton, cotton blends

Jackets or blazers

2

Variety of colors, plaids

Velvet, corduroy, wool, tweeds, linen, cotton, cotton blends

Skirts

6

Variety of colors, muted plaids

Wool, wool blends, tweeds, linen, cotton, cotton blends

Pants

2

Shaded colors

Gabardine, wool, wool blends, linen, cotton, cotton blends

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Dresses

3

Tinted colors, prints, and designs

Cotton, polyester, jersey, synthetics, cotton, cotton blends

Blouses

8

Tinted colors, prints, and designs

Wool, cotton blends, synthetics

Scarves

8

All colors

Silk, cotton, synthetics

Stockings

6 pair

One shade darker than skin

Nylon

Shoes

4 pair

Black, brown, matching color

Leather

Coat

1

Dark neutral color

Wool, wool blend

Belts

Several

Various

Leather, fabric, metal

A MALE’S BUSINESS WARDROBE ITEM

QUANTITY

COLORS

FABRIC

Suits

2

Gray, navy, beige

Wool, wool blends, cotton, cotton blends

Sport jackets

2

Gray, blue, beige, plaids

Wool, wool blends, linen, corduroy, tweeds, cotton, cotton blends

Pants

3

Solid colors

Wool, wool blends, gabardine, flannel, cotton, cotton blends

Belts

2

Brown, black

Leather

Shirts

10

White, white background, pastels

Cotton, cotton blends, synthetics

Ties

10

An assortment of colors and patterns

Varied

Socks

10 pair

Dark

Wool, nylon, cotton

Shoes

3 pair

Black, brown, cordovan

Leather

1

Beige or dark

Wool, or for raincoats, cotton or cotton blend

Overcoat, topcoat, or raincoat

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INFORMATION

A BASIC WARDROBE PLAN Coats Basic—Neutral or basic color. Cloth, classic style. Fun—Neutral, basic, or bright color. Patterned or textured fabric or leather. Rain—Light, bright, or neutral color. Waterproof cloth or vinyl. (Fun and rain could be same coat.) Jacket—Blazer, heavy sweater or car coat, depending on lifestyle and warmth desired. Evening—Short fur jacket, stole, long coat, or cape.

Basic Skirt Suit Must be, or look like a natural fiber. 1 for winter of wool or a blend. 1 for summer of linen, cotton, silk, etc.

Basic Dress 1 or 2 of simple, classic style. Medium to dark neutral or basic color. Flat-textured, dull-surfaced fabric. Must be, or look like a natural fiber.

Occasion, After-Five Wear Short cocktail dress. Silk, Quiana, etc. More elegant, could be lustrous. 1 or 2 long garments—dress, pajamas, skirt and blouse, tunic with pants, etc. Cotton, silk, jersey, velveteen, etc. 1 ball gown. Elegant and memorable. Plain or elaborate, dull or shiny, according to personality and lifestyle.

Casual Dresses 2 or 3 cotton, linen, wool, etc. More detailed design or patterned fabric, geared to your personality and lifestyle. Have a variety for changes of climate.

Casual Coordinates 2 or 3 skirts. For easy walking. Wool, cotton, linen, etc. 6 to 8 tops. Long and short sleeves. Blouses and knit tops of polyester, cotton, silk, etc.

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3 to 4 pants. Dressy and casual. Polyester knit, wool, linen, cotton blends. 4 sweaters. 1 or 2 cardigans with long sleeves; 1 or 2 pullovers with long or short sleeves.

Pant Suit Must be, or look like natural fiber. 1 for winter of wool or a blend. 1 for summer of linen, silk, cotton, or polyester blend. Tailored, with matching jacket and slacks. Medium to dark neutral or basic color. Flat-textured, dullfinished fabric. Avoid plaid.

Leisure, At-Home Wear As a lifestyle demands: caftans, long skirt and top, patio dress, pajamas, jumpsuit, velour jogging suit. For gardening or cleaning: pants, shirts, tennis shoes, hat, gloves, thongs, cover-up smock or apron. For special activities: garments for jogging, tennis, skiing, swimming, square dancing, golfing, camping, etc.

Shoes One neutral color Basic pump Sandal Casual shoe Walking shoe

Bags One neutral color Hand bag or envelope Clutch Shoulder or briefcase Tote

Jewelry Metal—gold or silver Shiny for casual (continued)

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Jewelry—(Continued) Brushed for dress Pearls—two lengths short and matinee Chains, earrings, pins, bracelets, rings

Hats Basic felt—light to medium neutral Straw—neutral or bright

Gloves As lifestyle dictates Plain cotton, neutral Leather or kid for dress or casual Warm gloves as needed

Intimate Apparel Bras—2 or 3 Slips—2 or 3 Panties—6 pairs Hose—6 pairs of one shade Robes—1 warm, 1 caftan House footwear suited to your lifestyle

This is a complete basic wardrobe plan—a guide to use in planning a wardrobe that will take you around the clock.

Select Quality Clothes to Match Your Activities Consider Your Needs. To consider your needs when building a wardrobe, review your job responsibilities and your interests in relations to your clothing. For example, a young man working as a food service manager may review his work responsibilities and decide that he needs work clothing for five days each week, casual clothing for bowling and socializing, and dress clothing for

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important days at work and for special holidays or events. As he considers his needs in relation to the weather, he may realize that he also needs heavy outer wear for winter days and sweaters for other times of the year. After a person has reviewed his or her needs, it is helpful to make a written list of needed clothing items, and adhere to pointers for choosing quality clothing.

How to Recognize Quality MATERIALS ◆ Fabric—real and natural versus synthetic (cheaper grades tend to pill) ◆ Buttons—wood, bone, mother of pearl versus plastic

CRAFTSMANSHIP ◆ Well-finished and reinforced seams (pinked or overcast), no puckering ◆ Inside of garment well finished ◆ Faultless stitching lines ◆ Zippers put in straight, edges meet evenly, covered by a flap of cloth ◆ Hems properly finished—straight, no pucker, plastic thread or stitches showing on outside, bound buttonholes ◆ Collars should fall without buckling

ATTENTION TO DETAILS ◆ Thread, zipper, and lining a good match to garment color ◆ Outside leg seam in pants pressed flat ◆ Pocket free of threads ◆ Nice, neat placket on long sleeve blouses (as opposed to leaving last few stitches of sleeve seam open) ◆ Matched plaids, stripes, large patterns, and seams

SWEATERS ◆ Look for full-fashioned sleeves. Crafts and waistbands should be knitted on.

COATS ◆ Coat hem should be caught to the lining or it can have a closed bottom with lining hemmed to coat hem (lining should not hang completely free).

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How to Determine Fit

!

Tip

Buying good quality clothes that do not fit properly will not enhance your image. Always try on clothes before you buy them to make sure they fit and that you feel comfortable in them. Here are some general tips for buying clothes to fit.

FOR MEN ◆ Collar should fit low, but flat. One-half inch of shirt collar should show at back of neck. Jacket collar should lie flat. ◆ Lapels should roll to middle button, which should be located at waist. ◆ Vest should button comfortably. Only bottom button is unbuttoned. ◆ Lower edge of jacket should fit in curl of fingers when arm is straight. ◆ Pants width depends on the style. Side seams should hang straight down leg without twisting. ◆ Shoulder should lie straight without wrinkling or pulling. ◆ Armhole should be large enough to allow arm to move freely. ◆ Waist tapers to and from natural waistline. ◆ About 1/4 to 1/2 inch of shirt cuff should show at bottom of sleeve. ◆ Crotch is neither binding nor baggy. ◆ Bottom of trousers should rest on shoe with slight break.

FOR WOMEN ◆ When jacket is buttoned, there should be no stress lines. ◆ Darts allow jacket to fit with ease. ◆ Jacket sleeve should reach top of thumb joint. ◆ Length of jacket depends on style. Jacket should not break at widest part of hips. ◆ Length of skirt may vary. In classic suit, skirt covers knees. ◆ The shoulder seam on shirts and blouses should stop at the end of the shoulder bone. ◆ Make sure that you have enough room around the chest and waist.

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Choosing the Best Fabrics and Colors Choose clothes made of the best-quality fabric that you can afford.

BEST FABRICS Suits, jackets, and skirts: ◆ 100 percent wool in a hard, gabardine finish; more transitional than a soft, open weave or tweedy fabric and resists wrinkling better. ◆ Wool blends for women who travel or are frequently in their car. ◆ Cotton blends for warm weather, although they are not as durable as wool and wool blends; avoid navy and black in cotton blends as they will look worn after two cleanings. ◆ Silk blends are beautiful but not as durable as wool and wool blends; however, when mixed with other fabrics they provide an interesting nubby texture and a little more sophistication. ◆ Linen blends reserved for warm weather but be careful not to select in pastel shades. Stick to neutrals in the brown-toned and gray-toned family. ◆ Human made fibers are not what they used to be. Blends that closely resemble natural fibers are available; the key is they must look like wool, silk, or cotton. Avoid fabrics with a chemical sheen or ones that do not regain their natural shape.

Blouses and dresses: ◆ Human made fabrics that look like silk are the most useful and easiest to care for. ◆ 100 percent silk—an elegant fabric but is costly to maintain and if done in bright colors will “bleed” into jackets after several wearings. ◆ Cotton—comfortable in warm weather, more elegant in broad-cloth than oxford.

The Magic of Color Clothing is a visual language. Style and color are the words of that language. A clothing message is what you tell others about yourself through what you wear, your makeup, hairstyle, accessories, and posture. These are clues you might give regarding the kind of person you are. You may be stating your authority, income level, your education, or your age. Your clothing message may reflect the status you have or to which you aspire. The message may tell something about your job, and it may indicate feelings about your body— what you want to emphasize or de-emphasize. Clothing messages, like any other communication medium, are sometimes inaccurate.

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Color is the most important variable in the clothing language. When you are dressed, 90 percent of your body is covered with color. Fifty-five percent of our messages are received visually. Using color effectively is an art. It is instinctive for some individuals, but most of us have to practice to learn color principles and their applications. No book can address this subject adequately, because all of us have unique coloring, problems, and possibilities. Every rule is general and has many exceptions. Use color principles as a guideline, and try to develop the expertise to use color effectively.

RULES FOR USING COLOR ◆ The eye will always be drawn to the lightest color in a color combination. ◆ Light attracts and makes an object “move” forward, and appear larger. ◆ Dark retreats and makes an object “move” backward and appear smaller.

COLOR DOES FOUR THINGS IN BUSINESS DRESS ◆ Draws attention to the face ◆ Makes garment appropriate/inappropriate ◆ Implies rank in organization ◆ Expresses personal qualities

Basic Business Colors and Their Meanings DEEP RED

Vitality and interest in people (forceful, impossible to ignore, color of both love and anger)

NAVY

Honesty, sincerity, and loyalty (reliable)

WHITE

Status and purity of intentions (focuses attention to face)

BLACK

Control

GRAY

Business professionalism and success

BROWN

Personal warmth and stability (security)

Accent colors are used in very small amounts to personalize business messages.

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Nonbusiness Colors and Their Meanings THE OTHER REDS

Image of romance and aggression

YELLOW

Image of change and creativity

GREEN

Image of healing and envy

PURPLE

Image of royalty and vulgarity

COLORS FOR BASIC GARMENTS AND ACCESSORIES GARMENT

MEN

WOMEN

Jackets, trousers, skirts

Grays, dark blues, brown

Grays, dark blues, browns, black, deep red

Shirts and blouses

White, light blue, sometimes a few other very pale pastels

White, all other colors

Shoes and other leather accessories

Black, dark brown, cordovan (very dark maroon, near black)

Black, brown, navy, burgundy, dark grays, cordovan

Ties and scarves

Background: grays, dark blues, deep reds, browns, light yellows

Background: all colors

Pattern: Many colors

Pattern: all colors

Fashion Terms In developing a plan for your wardrobe, you should understand three terms: style, fashion, and fad. If you can learn to apply these terms to the clothes you see in stores and advertisements, you will become a wiser shopper. You will buy the clothing items that will help you look smart and well dressed for a long time.

STYLE A clothing style is a type of garment that has specific characteristics that make it unique (unlike any others). For example, there are many styles of skirts— A-line, pleated, and gathered. Each one has unique characteristics that make it different from the others.

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FASHION Sometimes the terms fashion and style are used interchangeably. Fashion, however, is a more general term. A fashion is the particular style that is popular at a given time. Often fashion reappears—what was popular a long time ago. This is why you may have heard the saying, “Fashion repeats itself.” One example of this is the hem length of women’s skirts. It changes continually. Sometimes skirts are short, but longer skirts always come back into fashion. The length of slacks, the width of lapels, and the size and shape of pockets all change. The style does not change, but when the fashion changes, a different style becomes popular. The fashion in men’s neckties changes often. Sometimes the wide, bright ones are in fashion, so many men wear them. In other years, the thin, plain, dark style has been fashionable. Fashion changes quickly today, but the changes are not as complete as they once were. Today more and more people choose to wear a style they like even if it is not the fashion. Personal satisfaction is more important to them than the decision of a fashion designer.

FAD A fad is something new in clothing that is popular, but only for a short time. Fads are “fashions of the moment.” At one time, blue jeans and sneakers were thought to be a fad. But they were so well liked by teenagers that their popularity lasted. They are now a fashion. It is smart not to spend too much of your clothing money on fads. They can be fun, and it is a good feeling to know you are wearing “the latest,” but these items should be purchased with care and only when you have extra money. The next time you go shopping, look for styles, fashions, and fads. Save most of your money for styles that will last. Watch for the latest fashion details within a basic style. Spend very little on fads that will be gone soon. With these ideas in mind, you can build a long-lasting and exciting wardrobe. A new addition or simple modification can make your wardrobe look totally different. If you buy fewer clothes and wear them often, you will not only get your money out of them, but you will welcome new fashions. Regardless of how fashionable something is, if the color or style does not flatter you, forget it!

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Accessories You can get more from your clothing dollar with the use of accessories. These include belts, jewelry, scarves, hats, neckties, handbags, and shoes. They do not cost as much as other clothing items, and the choices are endless. Accessories are the accent notes in your business image. They form the harmonizing link between your basic garments and your face. Accessories that are worn away from the face should be simple and dark. They provide a base or foundation from which eyes can travel upward toward your face. They never create a center of attention in their own right. That’s why classic business shoes are always dark in color and simple in style. The purpose of accessories that are worn near the face is the exact opposite— they are designed to attract attention, to frame your portrait. Clean style lines are best, but colors may be light or dark, bright or soft, depending on your personal taste. Ties, scarves, blouses, and jewelry should all be extremely flattering to your own natural coloring. Accessories add variety to your wardrobe. For instance, you can make the same outfit look either dressy or casual, depending on the accessories you wear with it. They can also help you coordinate your wardrobe. If you have green slacks, you may plan to wear a white shirt or blouse with them. You can look even better by adding a tie or scarf that has green in it. To repeat a color from your outfit in accessories gives you a coordinated look. Another advantage of using accessories is that they can help you keep up with the latest fashion. Since they are less expensive than most garments, you can afford to buy them more often. Watch the newspapers, magazines, and stores for the new fashions. Then look for an accessory that will help give an old outfit that new look. Accessories can give a finished look to an outfit. Look through your wardrobe and decide what it will take to “tie it all together.” What could you select that could be worn with many outfits and improve the looks of each one? You would not want to spend money on items that will seldom be used or worn. This is when planning can really be worthwhile. Consider your likes and dislikes. Would you enjoy having a lot of accessories? You may prefer to spend more for a few rather than having many less expensive ones. Only you can make these decisions!

ESSENTIAL BUSINESS ACCESSORIES MEN

WOMEN

Ties

Handbag/Attaché

Hosiery

Hosiery

Shoes

Shoes

Belts

Belts (when appropriate)

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FOR YOUR FIGURE OR PHYSIQUE Keep in mind your body size and shape when adding anything to your wardrobe. The ideal figure proportions are four equal lengths—1/4 from head to underarms, 1/4 from underarms to hips, 1/4 from hips to knees, and 1/4 from knees to sole of feet. This is seldom, if ever, seen. We come in a variety of shapes and sizes. Therefore, one can only dream, discipline, or disguise. I suggest disguising by using color and fabric to balance the shape of your body and to create pleasing proportions. Keep in mind the following simple guidelines. Small people look better in small accessories. If you are a small, young man, a medium-wide necktie with a small design will look better on you than an extra-wide one with a bold design. Small girls are more attractive with small jewelry, hats, or handbags. Large ones would overpower them! You do not want to wear something so large that your friends will see it instead of seeing you. If a girl has large hips and small shoulders, she can camouflage this figure fault with accessories. Wearing bright jewelry or a scarf at the neckline will draw attention to this area and away from the hips. You can make a long, skinny neck look shorter by tying a colorful scarf around it. On the other hand, you can add height by wearing a long necklace. Experiment with other accessories to find ways to improve your appearance. One last suggestion. All of us have assets. Figure your assets. All of us have liabilities. Accept your liabilities. Learn how to camouflage. Become your own designer.

BELTS Belts are a good accessory for both guys and girls. You can choose any style from conservative to elaborate. They range in size from narrow to wide. The widest ones will look better on tall persons. Western belts are fancy and popular. The buckles vary in size, shape, and design. They look terrific with casual slacks, jeans, and denim skirts. You can add to your belt supply without spending too much money by making your own. This also assures you of having just the belt you want—the right color, size, and design. To make a leather belt, you will need leather strips and some special tools. Kits, as well as individual supplies and instructions, are available in hobby shops and department stores.

JEWELRY Men are more fashion conscious today than ever before. A generation ago, they wore only rings and identification bracelets as jewelry. Now many styles

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of jewelry are worn by men of all ages. Stones, seeds, shells, and other natural materials are popular as well as metal. Earth-tone colors, ecology designs, and animal prints are used in clothing and accessories for a more masculine look. Choosing jewelry is often difficult because of the large variety. It is easy to get “carried away” and spend too much of your clothing money before you realize what you are doing. Planning will help prevent this problem. After you know what is available, think about your wardrobe. Know which outfits will look nice with the new accessory before you buy it. Fourteen karat gold is a good investment for your business jewelry. Quality costume jewelry is a very acceptable substitute for real gold in pieces such as earrings and necklaces. Costume jewelry is much less expensive and allows a great deal more variety in color and shape. As you build your wardrobe, you will want to add many other accessories. They are an important part of looking your best. They help you look put together instead of thrown together. You will feel more self-confident when you know you look “just right.”

SHOES Shoes are an invitation or a rejection. More than any accessory, shoes can make or break your total fashion look. Shoes must harmonize in feeling with the garment. Calf leather is most basic. Classic pumps are your most conservative choice; open-toed pumps and sling-backs offer some variety. Avoid shoes with too much foot showing for business wear. The best colors for versatility are burgundy, taupe, navy, and black.

BAGS Buy the best you can afford in a simple design. Neutral bags are basic and are your best investment. Your bag does not need to match your shoes, but it should harmonize. An envelope bag is versatile. It looks equally good with skirts or pants. The shoulder bag is considered an everyday, run-around accessory. Shoulder bags go best with pants or sport outfits. One advantage of a shoulder bag is that it allows your hands to be free.

THE RULE OF FOURTEEN With a wide choice of accessories, you may have a tendency to overdress. A final check, using The Rule of Fourteen, will help prevent this. Count everything visible, using the following point system. The total should not exceed fourteen points. If your total is under eight points, consider an accessory.

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THE RULE OF FOURTEEN ITEM

POINTS

Suit solid color

1

plaid

2

Dress solid color

1

print

2

noticeable trim

1

Jacket and Slacks or Trousers same color

1

two colors

2

different materials

2

Blouse or Shirt white

1

patterned

2

colored

2

Shoes dark colors

1

bright colors

2

two-toned

2

open toe or heel

2

Socks dark color

1

light color

3

Nylons flesh-toned

1

dark or patterned

2

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Jewelry

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1 (each item)

Scarves or Ties solid color

1

two or more colors

2

Belt

1

Attaché Case

1

Purse dark color

1

two-toned or light color

2

Phases in Planning Your Business Wardrobe Clothes send a message, as does any other communication. Clothes should confirm and support what you say and what you want. The message that one sends with an appropriate business wardrobe reflects some sense of who you are. An appropriate business wardrobe sends clues to the interviewer and the public that words don’t reveal.

PLANNING YOUR BUSINESS WARDROBE Position Analysis Answer these questions about the nature of the position you want. Position title

1. With whom do you have contact? Percent of Daily work contacts time

Percent of Occasional work contacts time

Support staff employees

________

________

________

________

Management employees

________

________

________

________

Clients and customers

________

________

________

________

Others

________

________

________

________

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2. What qualities and skills do these people need to see? Note differences between what your daily contacts and your occasional contacts need to see. Support staff

Management staff

Clients and customers

Others

3. Do you travel?

4. Do you supervise others?

How often?

5. Do you have formal authority to back up this responsibility or do you have to rely on personal persuasion? How much authority? How much persuasion? 6. What is your rank in the organization? _____ High

_____ Middle

_____ Low

7. Do you work in full view of the public? _____ All the time

_____ Part of the time

_____ Never

8. Do you work in full view of the person who can promote you? _____ All the time

_____ Part of the time

_____ Never

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9. List the dress messages (such as high or low authority) that are appropriate for your job and could help you carry out your responsibilities. Daily

Occasionally

COMPANY IMAGE ANALYSIS Answer these questions about the firm you work for now or the industry in which you plan to work. If you do not have a job now, think of employers in your own community. If there are many different types of companies in your area, think about the kind of office you would prefer to work in. You may need to visit some offices in order to get the dress information you need. Type of industry (financial, manufacturing, and so on)

Type of office _____ Independent

_____ Branch

_____ Headquarters

Location _____ Urban

_____ Suburban

_____ Small town

_____ Rural

Climate _____ Cold winters

_____ Hot and sunny all year

Number of employees in office positions _____ Fewer than 20

_____ 20–50

_____ 50–100

_____ Over 100

1. What types of work do the office employees do?

2. Is there a dress code? If not, what is the dress tradition in this industry? (Example: Banks tend to be formal and conservative.)

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3. Will these clothes be appropriate for the company you’d like to work for next? Chief executive officer

Front-desk receptionist

The position you want

4. How many men wear mustaches?

_____percent

5. How many men wear beards?

_____percent

ANALYSIS OF YOUR PERSONAL FEELINGS 1. Would you feel more comfortable working in extremely formal, conservative business clothes or extremely casual business clothes all day every day? _____Formal

_____Conservative

_____Casual

Why? _____

2. Would you feel comfortable working in high-fashion business clothes all day every day? _____Yes

_____No

Why?

3. Do you have a strong preference for one of the business colors? If yes, what color? 4. Is your most comfortable outfit, in your most comfortable color, appropriate for the position you want in the company or industry you prefer? _____Yes

_____No

If not, why not?

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5. If the outfits and colors you prefer are not appropriate for the position you want in the company or industry you want to work for, would you be willing to change your dress image in order to have the job? _____Yes

_____No

If not, why not?

SPECIAL NEEDS ANALYSIS 1. Do you have an appearance problem that dress image can help solve? _____Yes

_____No

2. If yes, what is the problem?

_____ 3. List the dress strategies that will help solve it: Garments Colors Fabrics Patterns Accessories

Hairstyle

Other

RECORD YOUR BUSINESS MESSAGES Summarize the facts that tell you what kind of business clothes will be appropriate for you. Begin with the interview. Company image

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Personal-image, first impression messages I need to send to interviewer, coworkers, supervisors, subordinates, and customers: Daily

Occasionally

SEND YOUR BUSINESS MESSAGE Design a wardrobe to send your business message. Your appearance is your first impression. Appropriate dress is basic to getting a job. Most successful business professionals plan their wardrobe in phases, beginning with the interview outfit. Before you start designing your wardrobe, review messages sent by garment styles, colors, fabrics, and patterns.

Amount of Authority Shown by Jacket Outfits Highest authority

Matched three-piece suit Matched two-piece suit Coordinated separates in same color and same fabric Mix-and-match separates in contrasting colors and fabrics

Lowest authority

Jacket-style sweater with long sleeves Sleeveless sweater or vest

Amount of Rank Shown by Business Colors Highest rank

Nearly black charcoal gray or midnight navy; never brown; black for women only Medium to dark gray or navy; dark brown and deep red for women only Medium to light shades of all basic garment colors

Lowest rank

Light tans and beiges

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HOW STYLE VARIABLES CHANGE SUIT MESSAGES

STYLE DETAILS

MOST FORMAL MOST CONSERVATIVE HIGHEST RANK

LEAST FORMAL LEAST CONSERVATIVE LOWEST RANK

Color

Nearly black navy or charcoal gray

Light beige

Pattern

Solid or pinstripe

Tweeds or checks

Fabric

Fine thread, tight weave, very smooth surface

Medium thread, looser weave, fuzzy or nubby surface

Garment style

Crisp tailoring; hides body contours; ultraconservative

Softer tailoring; suggests body contours; less traditional

Shirt or blouse

White

Pastel

Tie or scarf

Matches suit color; inconspicuous pattern or solid

Contrasting color; stronger pattern

SEND YOUR BUSINESS MESSAGE Phase 1: Interview Outfit _____Two-piece suit

_____One-piece dress (shirtwaist)

_____Three-piece suit

_____Two-piece dress (matching skirt and blouse)

_____Separates

_____Three-piece dress (with jacket)

Color(s) Fabric(s) Pattern(s) Other style details

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Color

Style Details

Shoes

_________

______________________________

Socks or panty hose

_________

______________________________

Belt

_________

______________________________

Briefcase, notepad, or handbag

_________

______________________________

Blouse/shirt 1

_________

______________________________

Tie/scarf 1

_________

______________________________

Phase 2: Accessories and Jacket Substitutes for One Week Color

Style Details

Blouse/shirt 2

_________

______________________________

4

_________

______________________________

2

_________

______________________________

3

_________

______________________________

_________

How many? __________________

Tie/scarf

Socks or panty hose Jacket substitute: Color Fabric Pattern Other style details

Phase 3: Add a Second Jacket Outfit and Accessories for Three Months _____ Two-piece suit

_____ One-piece dress (shirtwaist) Note: For women, classic shirtwaist dresses may show all but the very highest levels of authority, depending on their fabric, pattern, and color.

_____ Three-piece suit

_____ Two-piece dress (matching skirt and blouse)

_____ Separates

_____ Three-piece dress (with jacket)

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Color(s) Fabric(s) Pattern(s) Other style details

Color

Style Details

Shirt/Blouse 4

_________

______________________________

5

_________

______________________________

4

_________

______________________________

5

_________

______________________________

Tie/Scarf

Phase 4: Add Color-Coordinated Mix-and-Match Garments

Jackets

Jacket Substitutes

Skirts/trousers

Blouses/shirts

Ties/scarves

Shoes

Color

Style Details

_________

______________________________

_________

______________________________

_________

______________________________

_________

______________________________

_________

______________________________

_________

______________________________

_________

______________________________

_________

______________________________

_________

______________________________

_________

______________________________

_________

______________________________

_________

______________________________

_________

______________________________

_________

______________________________

_________

______________________________

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Know Yourself Planning a wardrobe that suits your needs always begins with your existing wardrobe. We change throughout our lives, in lifestyle, values, and the way we feel about ourselves. These changes are reflected in our clothing needs. Clothing mistakes are commonly last-minute decisions. You can avoid mistakes by anticipating your clothing needs. The styles you choose give clues about your values, your personality, the roles you play, and other aspects of your life. Evaluating your current priorities, needs, and values will help you make clothing purchases that reflect the real you.

The Mechanics of Wardrobe Planning A successful, versatile wardrobe usually consists of both patterned fabrics (fabrics with a design) and single-color (plain) fabrics. The design of a fabric is formed by light and dark contrast. Patterns with little contrast give an overall effect. The eye quickly takes in the design and travels up the face. A pattern becomes very distinct with light and dark contrast and competes with the face for attention. As a general rule, people who have strong value contrast between their skin and hair will be able to wear stronger value contrasts in designed fabrics. People who have little contrast in their coloring (light hair and skin, or medium-value hair and skin) might be overshadowed by their clothes if they wear patterned fabrics with strong value contrasts next to the face. People with dark hair and dark skin can wear fabrics with little contrast. Breaking your wardrobe down into smaller units, or wardrobe wheels, makes the task of coordinating a wardrobe manageable. A wardrobe wheel is a group of garments and accessories related in color and which may be worn together harmoniously. The first step in planning a wardrobe wheel is to decide which color will predominate. (1) Start with at least four garments in your major color. (2) Add two or more garments of a second color. (3) Create excitement with an accent color in at least one garment or accessory. (4) Coordinate your colors with one patterned fabric. You may add other patterned fabrics later, but to start a wardrobe wheel, use a ratio of seven to one: seven plain garments to one patterned garment. Express your own individuality by revealing something about yourself: your spirit, your habits, your capacities, your temperament. Your clothes should look like they belong to you, and that you are an interesting person to know. Dash, a bit of humor, a feeling that you are unique, and wearing clothes with confidence are all a part of style.

A POTPOURRI OF THINGS YOU SHOULD KNOW To dress for success does not require an extensive wardrobe, but it does require planning, training, and wise shopping. Your visual image is important. To help you present a good visual image, the following pages are filled with a mixture of things you should know.

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Tips for the Smart Consumer and Job seeker FROM THE OTHER SIDE OF THE DESK

!

Tip

It takes three minutes for most prospective employers to decide to hire . . . or not to hire you. Your appearance presents your first impression. What does an interviewer see in what you wear? Clues to the you that words don’t reveal. We turned the tables (desks!) to get their advice. Here is some advice from the other side of the desk. WEAR THE RIGHT CLOTHES. THE RIGHT CLOTHES ANSWERS THESE BASIC BUSINESS QUESTIONS AT A GLANCE: ◆ WILL YOU COOPERATE ON THE BUSINESS TEAM? ◆ WHAT IS YOUR STATUS IN THE ORGANIZATION? ◆ DO YOU HAVE THE KNOWLEDGE AND THE RIGHT SKILLS FOR BUSINESS? ◆ YOUR DRESS WILL SHOW THE “NO” SKILLS LOOK, THE “WRONG” SKILLS LOOK, OR THE “RIGHT” SKILLS LOOK. Show that you care. We heard several pointers on how to do that: “I appreciate the effort of a suit,” says the V.P. of a New York travel agency, where suits are not a must. “Clothes should reflect that you’ve done some homework on the industry,” adds Phyllis Brotman, president of a Baltimore advertising firm. “Grooming,” rang from a huge chorus of interviewers–that means nails, hair, makeup, shoes, wrinkle-free clothes. Show who you are . . . Even in a suit, aim to “reflect some sense of yourself” to make the best impression. You’ll feel more comfortable and confident, advises Elaine Silverstein, Miami ad agency co-owner. “Have some fun, some spirit.” Use touches of color and pattern in your outfit—a floral pocket square, a jacquard or patterned blouse, or a piece of unique or heirloom jewelry. . . . but don’t go too far. “I like to look at a person, not an item of clothing,” is the warning from several interviewers. Ideally, clothes should register once, then be a nonissue. Beware of sending a mixed message. New York career strategist Shirley Potter, PhD., points out, “If your clothing jolts the interviewer’s eye because it is incongruous with the other messages she’s receiving, a red flag goes up: “She doesn’t know who she is. She’s not confident.’ ” Clothes should confirm and support what you say and what you want. (continued)

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Confidence comes across—here’s how to boost yours. Does confidence elude you at the critical moment? There are ways to build it. ◆ Familiarize yourself with the dressing style and working atmosphere where you’re interviewing. Fearing that you look way off-base as you walk in isn’t the way to confidence. ◆ Go for the straight-back chair and sit just a bit forward. You’ll feel more in control than you would on a sofa or laid-back chair. ◆ If new clothes make you feel terrific, buy something new for the interview, as long as it’s appropriate. Then rehearse it—standing, walking, sitting, legs crossed, rear view. Borrowing is riskier. Does it really look and feel right for you? ◆ A ready-anytime interview outfit that makes you feel terrific is a confidencebuilding buy. Just knowing it’s there can mean extra security. ◆ Wearing a suit may boost confidence, but it won’t fool anyone if your energy and words don’t convey the same message. ◆ Walk in as if you own the room, and you will.

Maximize Your Chances to Land the Job TOP DO’S AND DON’TS

!

Tip

DO’S DO

wear hosiery, even when it’s 105°

DO

dress, in a way that’s right for you, and for the job and field.

DO

wear a dress instead of a suit, if you like, but add a jacket. (Ladies)

DO

forgo a purse if you’re also carrying a briefcase or portfolio. Too much to carry looks disorganized. (Ladies)

DO

be sure clothes fit just right. “She spent the money but only got halfway home,” says an interviewer of a candidate in a poorly fitting, expensive suit.

DO

rehearse the night before, if possible. Save that time to think about what you’ll say, not to panic about what you’ll wear.

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DO

dress for your physical and psychological comfort; discomfort translates into no-confidence.

DO

remember that you’ll be judged on whether or not you’ll fit into the working environment.

DO

shake hands before you sit down, and initiate a conclusion when you sense the interview is finished. Both show confidence, awareness.

DO

be aware of gender-related perceptions. A woman is likely to be more critical of details such as grooming, clothing quality, shoes.

DO

have in mind before the first interview what you might wear to the second.

DO

speak up, tactfully, if you see that you’re inappropriately dressed: “Does everyone always dress so casually here?” “I notice you’re all in suits. Is that a requirement?” It will show that you’re aware.

DONT’S DON’T wear opaque white or pastel hosiery. DON’T look like a little girl or boy. DON’T wear a sleeveless dress or top. (Ladies) DON’T wear pants. (Ladies) DON’T wear anything you wouldn’t normally consider; stay within your style, including hairstyle and makeup. DON’T assume that an expensive suit will make you more successful, cautions one hirer. Your individual touches are what make an outfit stand out. DON’T wear a starched cotton shirt—too masculine. (Ladies) DON’T wear rings on more than one finger. DON’T wear white linen. DON’T wear tight, sheer, high- or low-cut anything. (Ladies) DON’T wear anything that will be louder than you are, including jewelry. Interviewer will remember your clothes, might forget your credentials.

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STYLE SELECTOR FOR FIGURE TYPES IF YOU HAVE

WEAR

AVOID

A round face

V necklines

Turtlenecks

A square face

Round or V necklines

Square

A long face

Turtlenecks, chokers, ascot ties, scarves

V neckline

Oval face

Anything—you have no neckline problem

A narrow neck

Ascot ties, scarves, chokers, turtlenecks, stand-up collars that are high, frou-frou ruffles, soft neckline with no collar

Thin, clinging fabrics; skimpy bodices; bony exposure

A broad neck

Man-tailored V necklines, bateau collars, wide square necklines, rounding neckline with no collar

Turtlenecks, ruffles, dainty fabrics, chokers

A long neck

Square necklines, hats and hair fairly low in back, ascot ties, scarves, high stand-up collars

Long dangling necklace, V-shaped necklines, low necklines without a horizontal line around the neck (choker, scarf)

A short neck

Low V neckline; rollback collars; picture necklines; high necklines that are dropped a little in center front, hair off neck, short; brimless hats

Bulky jewelry, chokers, wide shouldered clothes and built-up shoulder lines, high round necklines, hair that comes to the shoulders, turned down brims on hats

Square shoulder

Dolman sleeves, cap sleeves, sleeves that fit loosely at the armhole, saddle shoulders

Shoulder pads, halter necklines, large collars, set-in sleeves

Very sloping shoulders

Wide V necklines, square necklines, small shoulder pads

Strapless gowns, spaghetti string shoulder straps, sleeveless dresses

Wide shoulders

Usually no problem

Narrow shoulders

Wide lapels, stiff shoulder lines, leg-of-mutton sleeves, yokes across chest, built-up shoulder lines

Small collars, droopy shoulders, tightly fitted sleeves, vertical lines

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A large bosom

Fullness across the bustline is best, wide armholes and sleeves, loosely fitted bodices, long swagger coats

Fussy details, bows, pockets, tight sleeves, tight armholes, fitted coats

A flat bust

Padded bras (ample fullness above and below) amusing bodices, details (pockets, ruffles, lace)

Tight bodice, heavy accessories, bodices without detail

A low bust

Wear good uplift brassieres, correctly fitted

Long arms

Full, loose fitting bracelet-length sleeves, large cuffs, gauntlet gloves, sleeves that end just below the elbow

Long tight sleeves, sleeveless clothes, extremely short or full-length sleeve

Short arms

Full-length sleeves, long balloon sleeves, puffs, raglan sleeves

Color accents, such as contrasting cuffs

Plump arms

Slack-fitting sleeves, clothes with full armholes, full-length sleeves, sleeves that end just above the elbow

Short puffs, skin-tight sleeves, soft shoulder lines

Thin arms

Draped, full sleeves; long balloon sleeves; puffs; raglan sleeves

Sleeveless dresses, tight sleeves, sheer fabrics

A wide waist

Partial belts, lines that direct the eye downward and inward below the shoulder, fullness above the waistline, narrow self-belts, princess lines that break the figure into three parts

Contrasting colors at waistline, wide belts, narrow skirts, especially bias

A narrow waist

This seldom poses a problem.

A high waist

Vertical lines, unbroken by yokes, beltless clothes, dropped waistlines, lines that break the middle hip area

Yokes, unless high on the shoulder, raised waistlines, contrasting belts

A low waist

Raised waistlines, bolero jackets, horizontal lines above the waistline, wide belts if you are slender, three-quarter length sleeves, contrasting collars

Lowered waistline, long suit coats, vertical torso lines, large oversized pockets on skirts, sleeves with contrasting cuffs at wrist, detailing on bodice that ends below waist

(continued)

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Wide hips

Accented shoulders, bloused Lines that narrow the shoulders, tightly fitted effects above the waist, gathers skirts, horizontal pockets, horizontal lines across at waistline, diagonal pockets, hips, change of color at hipline contrasting colors above the waistline, peplums and tunics that come below the widest part

Narrow hips

This is a problem?

A rumble seat

A little fullness below waist at center back, garments loosely fitted at the small of the back, full skirts, shirtmaker lines, over-blouses

Tight skirts, tight belts, too short bolero jackets, plaid skirts, cutaway jackets

The diaphragm problem

A little extra width in skirt below the waist, partly belted effects, closely fitted gathers over diaphragm, draped effects over diaphragm

Bunchy bows at waistline, thick gathers either above or below waistline, tight belts

An abdomen problem

Skirts with front fullness just below the waist, gathers to either side of center, suit jackets that end below widest part, partial belts

Form-fitting garments, bias skirts, too plain front, short jackets, built-in belts.

Long legs

Tiered skirts, slightly shorter hemline, conspicuous hems, long jackets

Vertical lines, long hemline, color sameness, short jackets

Short legs

Vertical lines, princess styles, slightly longer hemline

Horizontal details below hips, short hemline, hemline borders

Fat legs

Seam hosiery, neutral-dark colors, slightly flared skirts

Seamless hosiery, pencil slim skirts, too short skirts

Thin legs

Seamless hosiery, skirts that are narrow to medium in width, light colored hose

Dark seamed hose, extremely full skirts, dark-colored hosiery

Silent Messages: The Language of Clothes Have you every thought of the “messages” your clothing can communicate to others? Here are some of them: ◆ Your idea of who you are ◆ Your self-image

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◆ Your station or place in society ◆ Your values ◆ Your background ◆ Your place on the hierarchical need ladder ◆ Your national heritage ◆ Your income ◆ Whether you want to attract attention ◆ Where you are going ◆ Where/how you live ◆ Your age and sex ◆ Your “space needs” ◆ Your interests ◆ Your color preferences ◆ What you think of others ◆ What you do ◆ Your interest in becoming part of a “group” ◆ The group or groups to which you do belong ◆ The events that have occurred in your life ◆ The climate and weather ◆ The condition of “the world” and community ◆ Your job

Examples of Classic Styles A. Dresses: Shirtdresses are versatile daytime wear. They can be worn alone or under a jacket and dressed up with accessories. Wrap dresses have a feminine look, and can go from day to evening. Classic Shirtdress—with small collar and long sleeves, can be worn with a jacket or alone. Shawl-Collared Dress—a more dressy style, can go from day to evening. Short Sleeve—good for warm weather, trim classic lines.

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Soft Shirtdress—a more dressy style, can go from day to evening. Classic Wrap—has slim lines and long sleeves. Short-Sleeve Wrap—a little more dressy, can be used for day or eveningwear. Soft Wrap—full skirt and soft sleeves, the dressiest wrap dress. B. Blazers: One of the most useful items—can finish a look and make many looks work. Single-Breasted Blazer—good over skirts, pants, dresses; buttoned or unbuttoned. Double-Breasted Blazer—good over shirts and pants, look better unbuttoned. Shirt-Jacket—more casual, usually worn open with pants and skirts. Belted Blazer—a tailored look, works well with skirts. C. Skirts: A-line is a good all-around skirt for daytime wear; slim skirts are also a good choice, but less figure concealing; dirndls are better figure concealers and good day-into-evening choices. Yoked A-Line—fitted over stomach, fuller at hips. Works well with sweaters pulled down over hip. Classic A-Line—good with blouses tucked in, not as well with sweaters pulled over. Classic Kick Pleat—kick pleat in front—good casual style. Slit Skirt—works well with blouses or sweaters. Side Kick Pleat—pleats concealed in side seams—a more dressy look. Full Dirndl—good for blouses tucked in, but not sweaters. Modified Dirndl—less full, works with blouses or sweaters. D. Classic Shirts: These are the staples of your wardrobe. Collect a variety to add interest and versatility to your wardrobe. Long Sleeve Shirt—the most classic style, in a silky fabric can go anywhere. Shawl-Collared Shirt—more dressy, can be long sleeved or short, can go anywhere. Contrasting Collar and Cuffs—more sporty, can be worn with casual skirts and pants. Tie-Collar Shirt—this is the dressiest style, can be worn with skirts and dressy pants.

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E. Sweaters: These are good tops for skirts or pants. Depending on the knit, may be dressy or sporty, worn tucked in or pulled over. Crew-neck—can be sporty or dressy, worn alone or over a shirt. V-Neck—can also be sporty or dressy, worn alone or over a shirt. Cardigan—can be worn as a jacket with a blouse, or alone with a scarf. Classic Turtleneck—a more tailored look, works with skirt or pants. Cowl-Neck—works with pants or skirt. F. Pants: Tailored, straight leg pants can go anywhere for daytime use—can look dressy or sporty depending on the choice of tops. Casual pants are a good choice for at home or any casual situation. Pleat Front Pants—the pleats create a softness at the hips. Can be dressy when worn with a silk shirt, casual with turtleneck sweater. Classic Straight-Leg Pants—fit snugly through the hips. Can be worn with blouses or sweaters. Classic Corduroys—styled like jeans, durable and good looking; great with sweaters. Jeans—for casual situations, you can’t beat the durability and good looks of jeans. Drawstring Pants—a little more dressy, can be casual everyday pants or casually elegant depending on the fabric. G. T-Shirts: Great for any casual occasion, with skirts or pants.

Changes for a Basic Dress Fake fur belt. Fake fur vest (wear only one fake fur item at a time). Fake fur collar and cuffs. Net overskirt may be in same color as dress. It takes only 1 1/2 yards gathered at the waist, sewn to a piece of velvet ribbon and cut the same length as the dress. Sew iridescent sequins or pearls to the skirt and you have a really “lush” look. Flowered polished cotton apron worn in the back or on the side. Hand-painted overskirt. Scarf tied around the neck with a matching flower to hold it.

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Velvet belt with a velvet handbag and suede shoes. Inexpensive, oblong silk scarf tied ascot fashion with inexpensive pearls used to trim the edges. Velveteen or slipper satin stole. Cardigan sweater trimmed with grosgrain ribbon the color of the dress and worn in place of a jacket. The tape is sewed around the collar and down the front. These are just a few ways to change a basic dress. Let your imagination run riot as you invent ways to wear flowers, scarves, jewelry, jackets, and overskirts.

CHECKLIST FOR A PROFESSIONALLY DRESSED WOMAN ◆ Choose a suit, classic dress, or skirt with blazer. ◆ Base your professional look on being well groomed and appropriate for the occasion. ◆ When wearing a sleeveless dress or blouse, add a suit jacket or blazer. ◆ Select fabrics with enough body to hold their shape. ◆ Select shoes, belts, and handbags in basic colors. ◆ Shoes and bags need not match but should coordinate with your outfit. ◆ Avoid wearing slacks to the interview. ◆ Always wear hose. ◆ Avoid clothes that give mixed social and business messages. ◆ Enhance your femininity—don’t try to imitate male dress. ◆ Carry a briefcase or a well-organized handbag, if appropriate for your profession. ◆ When planning your professional wardrobe, work to create an image that expresses your respect for yourself and for those with whom you come in contact.

QUICK WELLNESS CHECKLIST ◆ Are you eating well-balanced meals? ◆ Are you doing your exercise routine every day? ◆ Are you confident of your personal hygiene practices? ◆ Are you well groomed from top to toe including your hair, nails, and makeup?

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◆ Are you wearing clothes that are appropriate for your way of life? ◆ Do you wear the most becoming lines and styles? ◆ Do you select only the colors that are becoming to your own personal coloring of skin, eyes, and hair? ◆ Do you make it a practice to sit, walk, and stand with good posture? ◆ Are you courteous to everyone you meet personally, socially, and in business situations? ◆ Are you satisfied that your manners are without fault? ◆ Do you feel satisfied that your voice is pleasant and that you use good grammar? ◆ Are you confident that you project yourself in a professional manner when on the job? If you can answer “yes” to all twelve questions then you are to be congratulated. If you answer “no” to any of these questions then go back and review the chapter dealing with that subject. No one is perfect but with a little effort anyone can grow better day by day!

✘

EVALUATION

APPEARANCE INVENTORY Your Appearance. One thing the employer will be interested in is your appearance. Because he is concerned about the impression you will make on other people, he will want to make sure that you will do a good job and that you can gain the trust of other people. Appearance includes such things as good health habits, grooming, posture, and a sense of appropriateness about clothes. The new fashions in clothing have freed people, especially men, from having to dress alike, but employers still expect you to know what is in good taste for your job and what is not. To see how you rate on the subject of appearance, here are some of the factors that employers think are important. In each case, read the statement and rate yourself from 1 to 5. Use 1 for always, 2 for usually, 3 for sometimes, 4 for seldom, and 5 for never.

Do you: Eat a well-balanced diet? Try to keep your weight within the limits that are right for you? (continued)

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Take a bath or shower once a day? Use a reliable deodorant routinely? Brush your teeth and see your dentist regularly? Get an adequate amount of rest, fresh air, and sunshine? Have a regular exercise program? Take care of your skin? Keep your fingernails manicured? Keep your hair clean, neat, and styled in a way that is not extreme? Wear clothes that are always clean and well pressed? Take care not to wear clothes that need mending? Keep your shoes repaired and clean? Try to wear the appropriate outfit for every occasion? Use good taste in matching clothes and accessories? Know what is the right amount of jewelry? Have a sense of balance rather than following the current fads in clothing? Practice correct posture when sitting, standing, or walking? Look people in the eye when you are talking or listening to them? Know how to sit or stand still without looking tense or nervous?

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STORES Department Store: A department store offers for sale everything you might want under one roof. The biggest ones carry any item you can imagine for men, women, and children, and, in addition, have a vast selection of goods for the home: furniture, washing machines, food items, records, books, toys, and garden equipment. Sometimes there is even a pharmacy, or an automotive department where you can buy tires for the family car! In many department stores, you can buy everything from birdseed to gourmet cheese in one stop. Not every department store’s offerings are this varied, but most offer a fine assortment of soft goods—clothing and accessories—and hard goods—appliances, tools, sporting goods, and similar items.

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Specialty Store: Specialty stores also come in many sizes. They can be quite large with several branch stores, or very small and specialize in just one type of merchandise. Specialty stores generally carry fashion apparel and accessories. Some will offer items for all ages and both sexes. Others specialize even further by selling only women’s clothing or just infant’s wear or fine jewelry. The important feature is that specialty stores do not carry hard goods—no furniture or equipment that would put them in the department store category. But they all have a very specialized group of items for sale. Chain Store: Chain stores are centrally owned and their many branches may be found in several cities and states. Some chain operations are large enough to have stores all across the country. Not all chain stores carry an enormous variety of merchandise, but they all offer the same items at similar prices all across the nation. Discount Store: The discount store is a relatively new retailing idea that became popular after World War II. Some are specialty discount stores, featuring only apparel and accessories. Others resemble department stores and offer a broad range of goods. The discount store may be a single store or part of a small or large chain. The real appeal of these stores for shoppers is that discount operations offer bargains, often on well-known brands of merchandise.

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A CALENDAR OF SALES AND PROMOTIONS SHOPPING BY THE CALENDAR CAN SAVE YOU HUNDREDS OF DOLLARS. Make a list of the items you’ll need throughout the year, including gifts. Buy them on sale and store them until they’re needed. Here is a month-by-month guide of what to look for when: JANUARY—The traditional white-sale month, with big discounts on linens and towels. Storewide clearance sales offer bargains on holiday merchandise, from Christmas cards and ornaments to toys and gift items. Other good buys include clothes dryers, furniture, radios, stereos, refrigerators, and freezers. FEBRUARY—Lincoln’s and Washington’s birthday sales and final markdowns on January leftovers. Check out air conditioners, bicycles, bedding, dishes, curtains, glassware, men’s shirts, rugs, and carpets. MARCH—Preseason sales on spring clothing and end-of-season sales on winter items. Plan ahead and look for next year’s winter coats, sportswear, and sports equipment. Other bargain items may include housewares, china, laundry appliances, storm windows, and luggage. (continued)

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APRIL—Use your income-tax refund, if you get one, to shop for building materials, paint, garden items, wallpaper, and outdoor furniture. After Easter, April 19, you can look for sales on women’s dresses and coats, men’s and boy’s clothing. MAY—Mother’s Day and Memorial Day sales. Replenish stocks of winter blankets, get children’s camp clothing and any vacation luggage you might need. Make a list of things you’ll need for summer and start looking for bargains. JUNE—Father’s Day sales, plus end-of-semester sales on school supplies, including typewriters. Potential good buys include cars, tires, men’s clothing, hosiery, lingerie, and summer sportswear. JULY—Storewide clearances again. The biggest markdowns are likely near the end of the month, but your choice may be limited. After the Fourth of July, check sales on shoes, bathing suits, air conditioners, hats, appliances, garden supplies, outdoor furniture, and sports equipment. AUGUST—A second round of white sales. Also worth checking: summer clothing, coats, fall fabrics, camping items, furniture, bedding, lamps, back-to-school supplies, and preseason discounts of fall clothing. Look for auto sales toward the end of the month. SEPTEMBER—Labor Day sales, back-to-school promotions and preseason specials on winter merchandise. Final sales on summer clothing, garden supplies, and outdoor furniture. Watch for good buys on china, glassware, furniture, bedding, and silver. If you’re a theater or concert-goer, check on season tickets at a discount. OCTOBER—Sales on the last of the old-model automobiles, along with Columbus Day coat promotions. Take advantage of postseason sales on bicycles and fishing equipment and preseason deals on ski items. Other good buys may include auto batteries, electric blankets, children’s fall clothes, and lamps. NOVEMBER—Veterans Day sales. You’ll also find the lowest prices of the year on paint, hardware, and other home-improvement supplies, along with relatively good buys on blankets, stoves, water heaters, and used cars. Look for bargain bulbs, trees, and shrubs for late fall planting. Try to shop early; the sales will disappear toward the end of the month as stores switch to full-price Christmas merchandise. DECEMBER—The major retailing month of the year and the worst time to buy. Sales are few. If you’ve planned wisely, you should be able to avoid big purchases.

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Chapter Summary Dressing for success is an idea as old as business itself, and so is the basic business look. Building a wardrobe is like putting a puzzle together. You have to add the pieces one by one. It takes time to see which parts work together. You do not want any extra pieces that will not fit into the finished product. A basic wardrobe is designed to go around the season twelve months a year, and around the clock twenty-four hours a day. A well-planned workable wardrobe is not bought solely with money, but with good taste. The idea is for all the elements of your personal appearance to work together to present a picture of harmony. ◆ Choose a hairstyle that is flattering and easy to groom. ◆ Choose makeup and clothes in colors that enhance your hair and eyes, as well as flatter your skin tones. ◆ Look for clothing styles that compliment your figure type. The results will be a pleasing appearance that boasts your self-confidence, expresses your own individuality by revealing something about yourself (your spirit, your habits, your capacities, your temperament), and creates a good impression on the world around you.

IN CHAPTER 8, YOU SHOULD LEARN: • Jacket styles • Tips on fitting a suit • Pant styles • Shirts—fit, color, fabric • Accessories • Your personality of appearance .

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This chapter is written exclusively for men and presents a potpourri of things every man should know. The initial impression you create and the image you maintain with an attractive wardrobe have great influence on your success in the business world and in your social life.

A man’s position and self-image improve as he goes through life, but he is often slow to upgrade his clothing style accordingly. Men should know which colors look best on them and how to coordinate colors most effectively. Men should dress to express their unique personality and put a power look together with immaculate grooming, contemporary hair styling, and good accessories. To introduce you to your options and explain men’s clothing in its simplest form, the term “silhouette” is used. Silhouette describes the basic cut or shape of a garment exclusively of any decoration. The silhouette should be your primary consideration when you go to purchase any suit, jacket, or pant. It must be correct for your body, your personality, and your lifestyle. The basic silhouette is called “structural design.” Anything added to it in the form of pockets, lapels, buttons, yokes, plackets, vents, shoulder treatments, trim, and the like is “applied design.” Applied design is used to add interest and function to a garment. It can “reconstruct the architecture” or improve the visual balance of the body. Applied design, along with fabric texture and pattern, is the most effective way you can express your personality.

Jacket Silhouettes SHAPED JACKET The shaped jacket has moderate shaping in the side seams and occasionally a few darts or seams incorporated in the pocket treatment or over double vents in the back. All men can wear the shaped jacket. Even a portly or heavy man will benefit from the shaping it provides in the area just below the armpit or midriff section and in the back. The jacket’s lower-back contour looks very attractive on most men. Its shaping in the midriff is more flattering than shaping at the actual waistline because it lengthens the leg and therefore gives a more fashionable and slimmer look. The suit of a sturdy or heavy man will have a shaped jacket rather than one that is fitted. The heavy man’s coat should never be really snug, but the shaping creates an illusion of relative slimness. The taller, slimmer man who might utilize more fitted styling in his suits will wear shaped sports jackets because they offer a more casual, comfortable look.

FITTED JACKET A most becoming, wearable silhouette, the shape of a fitted jacket follows the general lines of the body. It has moderately broad and lightly padded shoul-

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ders, a gently nipped-in waist, a comfortable skirt, and a moderately high armhole. “Blades,” or soft folds of extra fabric in front and in back near the armhole, allow arm and shoulder movement. The fitted silhouette has been the choice of fine dressers for decades. The fitted jacket symbolizes youth, success, and affluence; it epitomizes the “power look.” You need a slim midriff and waistline to wear the fitted jacket, but it is worth all the dieting and workouts you may have to do to maintain your physique so that this silhouette looks good on you. The fit of this flattering coat is in the midriff area, rather than at the waistline itself. Raising the emphasis of fit gives your body a slimmer look and visually lengthens your legs for a longer, more fashionable appearance.

STRAIGHT JACKET The straight jacket silhouette looks good on the man with broad shoulders, a full chest, and narrow hips. It provides great camouflage for a full abdomen or a thick waist because a man needs some substance in those areas to fill the jacket out. The straight jacket looks best if its length reaches to the crotch, thus retaining all possible leg length to provide a sense of tallness. The straight or box jacket is not often seen in suits or sport coats, except in portly sizes. This silhouette is primarily found in leisure jackets or shirts, lumberjack shirts, and quilted or cold-weather coats.

BELTED JACKET The belted jacket silhouette is great for casual wear, but never buy a belted dress suit because a belt will date a suit. A belt on the back of a jacket will emphasize a slim middle. If the skirt of the belted jacket is ample, it will camouflage thick hips. However, only a slim, well-proportioned body can wear a belted jacket attractively.

SHORT JACKET This is the most versatile silhouette for sports or casual wear. There are as many designs and cuts and fabrics found in the short jacket as there are people to wear them. It can be found in all lengths, stopping at the waistline, dropping to the hip, or falling anywhere in between. The short jacket is becoming on all body types because it exposes the maximum amount of leg and broadens the shoulder.

Applied Design in Jackets Jackets offer four different arrangements of buttons. The most becoming and easiest to wear is the two-button style. A one-button is not for the full-chested man, because the single low button leaves a long lapel which tends to gap open over a full chest.

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The three-button style is an Ivy League look, with the middle button being the one that is buttoned. The two-button or four-button double-breasted suit needs to be worn buttoned.

BUTTONS Buttons should look expensive and match the color of the suit. There should be buttons on the sleeves of jackets, but working buttonholes are rarely found on sleeves today, even on expensive suits. You can upgrade the quality of many jackets by upgrading the quality of their buttons.

LAPELS The lapels of a well-styled suit should extend to just a fraction less than the halfway mark between your collar and your shoulder line. The lapels should be in balance with the other parts of the jacket. Several types of labels are found on jackets:

Notched—The notched lapel is the most classic and has the most staying power fashionwise.

Semi-peaked—This collar comes and goes in fashion. It is often an expression of high styling in a suit. If the peak is moderate, it will not necessarily date your suit. Peaked—This is an extreme style which is more often found on the double-breasted suit. A suit with peaked lapels is not a good investment unless you can afford to leave it in the back of your closet, waiting for the fashion cycle to come around again in about five to ten years. Shawl—This style is most usually seen on tuxedos. Though not a basic look, it could add variety to the wardrobe of a young-at-heart, tall, slim man.

Yokes and Epaulets Yokes are a flattering detail found on Western dress suits or sport coats, but they make a poor investment on a traditional dress suit. Epaulets are found on sport jackets such as windbreakers and on summer cotton shirts.

Vents The center vent is most commonly found on jackets, probably because it is cheapest to produce. However, it gives no help in shaping the silhouette in

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spite of looking good. The double vent provides a better opportunity for shaping and looks good on all men except those with large, rounded buttocks. Side vents are casual and attractive, especially for men who love to put their hands in their pockets. Remember, vents are a styling element, not an aspect of life.

Pockets Pockets fall into two basic types, the patch and the inset. An inset pocket may or may not have a flap; the preferred type has a flap which may be tucked in. The patch pocket, found on casual suits and sport coats, can be plain or very ornate.

Jacket Bottom Finish The most flattering hem on the bottom of a jacket is curved in front. It appears to lengthen the leg. A straight hem is found on the double-breasted suit and often on the one-button jacket as well. The straight-bottomed jacket should be worn a little shorter than one with a curved bottom.

Vests Vests should fit like a second skin, covering the waistband of your trousers and just barely showing above your suit lapels when the suit is buttoned. The bottom button of the vest is always left undone. Your trousers must always come up to your waistline so that your shirt or belt does not show under the vest.

Tips on Fitting a Suit A look of naturalness and ease is what makes a suit right for a man. A dress suit should be fairly snug, though a wrinkle here and there can still fall within the definition of good fit. In fact, a few wrinkles suggest the comfortable nonchalance so typical of the American male.

EVALUATE THE FIT OF THE JACKET ◆ The collar should curve smoothly around the back of your neck. About one-half inch of shirt collar should show above the suit collar in back. ◆ The jacket should ride flat on your shoulders without buckling or creasing. ◆ The fabric should follow the curve of your upper back and snug into the contour of your lower back.

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◆ The lapels should hug your chest. ◆ The width of the jacket shoulders is critical. For a proper fit, the fabric of the upper sleeve should just barely skim the flesh of the upper arm in a suit. ◆ Most men will find a wrinkle of excess fabric below the collar in back. This is caused by having shoulders more square than the suit or by an erect posture. This wrinkle can be removed by pushing the excess fabric up into the collar seam. ◆ Place the paraphernalia you normally carry into the pockets to check for fit. Few suits can accommodate the volume of stuff that most men take with them. If this proves to be a problem for you, buy a wrist or shoulder bag or a briefcase. ◆ Ideally, the threads of the sleeve at the upper arm will run relatively horizontal to the floor. ◆ Raise your arms, relax, twist your body, and bend to test. ◆ Armholes should be set comfortably high on a suit coat; on a sport coat, they can be lower. ◆ Suit sleeves should be hemmed so that they barely cover the wristbones when the arms hang relaxed. One-half inch of shirt cuff will show. Sport coats can be a fraction longer, particularly if you prefer short-sleeved sport shirts. ◆ The skirt of a suit should be of ample cut. Vents must be basted closed for fitting so you won’t depend on their spreading open to achieve enough girth. ◆ The length of the jacket should be as short as it can be while still conforming to current fashion. It should adequately cover the curve of your buttocks. The best way to judge good jacket length is to be sure the jacket reaches about one inch below your crotch (not the pant crotch unless the pants are perfectly fitted).

Pants There are three basic silhouettes in the cut of pants: the straight, the flared, and the tapered. Trouser tops come in two styles: pleated or plain front.

STRAIGHT PANTS The straight pant is the one which stays in style because it is by far the most becoming on all figure types. The width of the pant at the bottom should be related to the size of your foot—a skimpy cut will emphasize a large foot. Of even greater importance than foot size is the spot on the foot where the pants hit. A skimpy pant leg will hit the instep of the shoe requiring the pant to be

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at least one inch shorter than a pant leg of more generous cut. Ideally, the pant will barely skim the foot at the toe of the shoe and drop slightly toward the back, giving maximum length to the leg. A slight break, or a wrinkle above where the pant hits the shoe, is favored by some clothiers.

FLARED PANTS The flared pant is very becoming provided the flare is slight. The indentation or shaping of the leg should be above the knee, where it creates a young look and has a lengthening effect on the leg. Above-the-knee shaping also allows the flare to begin above the calf, an arrangement helpful for the man with a hyper-extended calf. Pants with no more than a one-inch difference between the above-knee measure and hem are conservative enough to remain in style.

TAPERED PANTS The effect is more pleasing if the pant tapers to just above the knee and then falls, with the fabric at the inseam and outseam cut perfectly straight with the grain of the threads.

Applied Design on Pants TROUSER TOPS Basically, there are two styles of trouser tops: pleated or plain front. Plain front pants give a trimmer look but are somewhat restricting. Trouser pleats offer more room in the crotch and hip area. The keys to attractive-looking trouser pleats are an easy drape in the fabric and good fit.

SUIT PANTS For suit pants, the simpler the design the better. If suit pants ride at your waistline or slightly above, your waist will look smaller and your stomach flatter. American men have grown up in Levi’s jeans and tend to push all trousers down on the hips, thus passing up a slimming style possibility. Suit pants are cut and hemmed to ride at the waistline, so the fit of the crotch and the length of the pant will be destroyed if you push them down. The best advice for men with a full abdomen or midriff, or those with snake hips for that matter, is to wear braces or suspenders with your suits.

PANTS POCKETS The three basic pocket styles in trousers are side seam, slanted, and Western. Pockets should fit flat without pulling at the sides, which means that there must be ample room in pants.

FIT OF PANTS The biggest problem in fitting pants comes when you buy a suit. If you have big shoulders and slim hips, the pants will inevitably be too large. The length or rise of a crotch cannot be altered, so if the slacks of the suit do not fit reasonably well in the crotch, do not buy the suit.

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Dress Shirts When worn with a tie under a suit or sport jacket, the collar and one-half inch of cuff are about all anyone sees of a dress shirt. The collar represents the major style contribution of the shirt. Light colors—white, off-white, pastels, and ice tones—are always correct for business or dress functions. Never wear a dark-colored shirt with a suit for business or dress. Medium to dark colors are appropriate for sport or casual wear. White shirts are the most formal. There is a limitless selection of shirt collars, but they can be categorized into five basic types.

REGULAR COLLAR The regular collar is the standard one worn by most men. It is simple and correct and can be worn for daytime, evening, sporty, or dressy occasions. It suits every shape of face and is appropriate with any suit style.

BUTTON-DOWN COLLAR The button-down collar with a roll is soft and sporty. This collar is becoming to any face shape. It looks good with sports wear, business suits, and all casual wear.

ROUNDED COLLAR The rounded collar can be worn with or without a pin. It provides a softer look than the straight-point regular collar and can be worn for sport or dress. A white rounded collar with a colored shirt is a young and handsome look.

PINNED COLLAR The pinned collar gives your suit a more formal, dressy look. Make sure the collar you pin does not have too wide a spread. The pin itself should be between 1 5/8 and 1 7/8 inches long.

SPREAD OR CUTAWAY COLLAR This style is dressy and dramatic. It looks best on the man with a long, narrow face; it’s not for the man with a short, sturdy neck or a round or broad face. The spread or cutaway collar goes well with high-styled suits and can be worn for dress or casual wear. It is appropriate for dinner and the theatre if the shirt fabric is dressy (fine broadcloth).

Fabrics for Dress Shirts The smoother the fabric, the dressier the shirt. Textured fabric is more casual. The best shirt fabric is fine, long-staple cotton. Fine cotton is as elegant as silk and provides the optimum in comfort.

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Cuffs The barrel cuff is the basic cuff. It is found with one or two buttons. The twobutton barrel cuff is dressier. A French cuff is twice the length of the barrel. Folded back and held together with cuff links, it provides an elegant look and is worth the bother of inserting the links.

Fit of Shirts Try on shirts until you find the one cut for your torso, and then stay with that brand as much as possible. If your shirt has too much girth in the body, have the side seams shaped or add darts. In buying shirts, consider the style and then the size. Shirt size is determined by the circumference of the neck and the length of the arm. The only foolproof way to buy a shirt is to try it on.

Ties A tie is the most conspicuous and decorative item in your wardrobe. It outshines the dark tones and muted plaids of your business suits, furnishing a chunk of color close to your face. With men’s fashions for business and dress as regimented as they are, your tie is one of the few ways you can express your personality. You should select your tie according to its: Color—Determined by the color of your suit or your shirt. Pattern—Influenced by the pattern of your shirt and suit. Personality—Expressed in the type of fabric, its texture and drape.

Discovering Dimensions of Your Personality The most exciting men are those who have discovered who they are and feel comfortable with the knowledge. They see no need to apologize or boast, to make excuses or grandiose claims for themselves or their accomplishments. These men often show great personal style in their clothing and in the way they live. They do not necessarily qualify as fashion plates, but they have a way of wearing, say, a pair of faded jeans, an uncoordinated tennis outfit, or a gray flannel suit which makes a definite statement about themselves and their lifestyle. What they have is personal style. Your personality of appearance,

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determined by your coloring, your bone structure, your muscle tone, and your environment, reflects the way other people see you. Discovering dimensions of your own personality can be both amusing and intriguing.

Shoes The leather industry estimates that each of us walks the equivalent of twice around the world in the course of a lifetime. No wonder shoes are of importance to humans. An old proverb, cautioning not to criticize a man until we have walked a mile in his shoes, expresses the prime importance of shoes. Men’s shoes, as with women’s shoes, can make or break your total fashion look. Your choice in men’s shoe styles for business or dress fall into these general categories: Type: Tie or slip-ons Toe: Plain, moccasin or wing tip Sole: Thin or thick, leather or rubber The most conservative business shoe is the tied shoe; however, loafers are acceptable in many businesses. Slip-ons and tassel loafers offer a more versatile business shoe; lace-ups and wing-tips are heavier and more formal. Shoes reflect your taste as well as your clothes and tell much about the man wearing them. In putting together a good wardrobe, your shoes must harmonize with the clothes you are wearing. The best colors for business or dress shoes are black, brown, and cordovan or burgundy.

A Checklist for a Professionally Dressed Man ◆ Choose navy, gray, or black for a suit. ◆ Wear plain buckled smooth leather belt. ◆ Wear dark neutral socks. ◆ Shirts can be white or a light color. ◆ Ivy league or plain tie. ◆ Hair should be clean and neatly combed. ◆ Face and teeth should also be clean. ◆ Shoes should be simple and conservative. Sandals or athletic shoes are not appropriate. A general rule to follow is: Do not put on anything that draws attention to itself. After all, it’s not your clothes they’ll be hearing, it’s you.

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In business your appearance is always part of a three-way, nonverbal communication system—you, your employer, and the public, so no matter your profession, you should follow these basic rules:

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Tip BE NEAT BUY QUALITY FOLLOW COMPANY POLICY BE CONSERVATIVE BE COMFORTABLE

A Picture of Harmony The idea is for all the elements of your personal appearance to work together to present a picture of harmony. 1. Choose a hairstyle that is flattering and easy to groom. 2. Choose clothes in colors that enhance your hair and eyes, as well as flatter your skin tones. 3. Look for clothing styles that compliment your figure type. The results will be a pleasing appearance that boasts your self-confidence and creates a good impression on the world around you.

Chapter Summary A man’s position and self-image improve as he goes through life. The initial impression you create and the image you maintain with an attractive wardrobe has great influence on your success in the business world and in your social life. Men should dress to express their unique personality and put a power look together with immaculate grooming, contemporary hair styling, and good accessories. The most exciting men are those who have discovered who they are and feel comfortable with the knowledge. Discovering dimensions of your own personality can be both amusing and intriguing.

IN CHAPTER 9, YOU SHOULD LEARN: • Greetings and introductions • Table manners and table setting • Dinner party etiquette • Restaurant etiquette • Tipping • Business etiquette

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FORK versus FINGERS “Should I use a fork or just pick up the chicken with my fingers?” Why is it so important to use good manners when entertaining at home or dining out?

Entertaining with Elegance and Style Two elements are generally involved in entertaining: the friendly offering of hospitality and the sharing of some form of meal or refreshments. In short, entertaining means taking charge of your guests’ needs and trying to satisfy them better than they can. A dinner party is practically synonymous with entertaining. The number of guests at a dinner party can vary widely—from one or two to infinity. Going to other people’s homes for dinner doesn’t necessarily mean that you must dress in your best clothes. Apply two basic principles: 1. Your hostess should inform you as to the kind of dress she intends to wear. 2. Your hostess should never try to be more elegantly and expensively dressed than her guests. The art of dressing well and the art of gracious entertaining have many points in common. While many of the rules for formal dining have gone by the wayside, you must always be on your best behavior. There are still a few fine points to remember. ◆ Entertaining acquaintances presents a slightly different problem than entertaining friends who are already aware of your virtues and indulgent of your faults. ◆ It is usually better to limit your first invitations to the most neutral, traditional type of entertaining, such as an informal small cocktail or dinner party rather than an evening at the opera or a beach picnic, since you are not perfectly familiar with the taste and interests of people you have recently met. ◆ Of course you will want to put your best foot forward, but you should, at the same time, remain your natural self.

Introductions Making introductions is often necessary in social and business settings. The manner in which a host or hostess introduces his or her guests to each other at the beginning of a party can set the tone for the entire evening. Try to add to the simple exchange of names a few phrases that will make each person feel

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very important and seem well worthwhile knowing to the others as well as a clue that will start them off on a mutually interesting topic of conversation. Some people are very gifted at this sort of thing, and they often possess, in addition, an amazing intuition for sensing which of their friends are apt to get along together particularly well. This is undoubtedly an inborn talent, but making skillful introductions is simply a technique that anybody can acquire. The formalities have been very much simplified in recent years. The basic principle is always to present the less important person to the more important, the man to the woman, the younger generation to the older, and members of the family to strangers, unless there is a notable difference in age or standing. In actual practice, the most frequent phrases are: “Mrs. Lewis, may I present Mr. Hale?” “Mrs. Lewis, I don’t believe you have met Mr. Hale.” “Mrs. Lewis this is Mr. Hale.” All of these are correct. But the most common form of introduction today is simply a casual, “Joe Jones—Bill Smith,” without any indication as to who is being presented to whom. Men are often introduced by their first names as well as their family names, but women should be introduced to strangers as Mrs. or Miss—except when a husband is introducing his wife, in which case he says, “May I introduce my wife,” or “I’d like you to meet my wife.” But then, speaking to his wife he may say, “Lois, this is George Harrison.” It is considered rather poor taste to introduce or to refer to one’s own husband or wife to a social acquaintance as “Mr.” or “Mrs.” In more complicated cases, where there is a question of protocol involved, or a long foreign title that is hard for you to handle, or a celebrity who has a married name as well as a professional one, you can, in the first case, consult, beforehand, an authoritative etiquette book or an experienced person. When you find yourself faced with the other kinds of situations, there is no reason to feel shy about asking the person in question to tell you exactly how he or she wishes to be introduced.

Table Manners Your supervisor will, most likely at some point, invite you to lunch. The reason for this invitation is to meet you in a more relaxed, social setting. Poor table manners can be a serious hindrance to your career. Follow these three basic rules when eating: ◆ Eat quietly ◆ Eat orderly ◆ Eat inconspicuously

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TABLE TIPS—THE MOST COMMON RULES OF DINNER-TABLE ETIQUETTE 1. Napkin Your napkin belongs in your lap, not tucked into your clothing or under your chin. As soon as you are seated, put your napkin in your lap. When a meal is completed, place your napkin unfolded at the left of your plate. 2. Silverware a. Use silverware in the order in which it is placed on the table, beginning with the outside pieces and proceeding inward. Forks are to the left, and knives and spoons are to the right. If butter plates are used, the butter knife is placed across the top of the butter plate. Your butter plate and your salad plate are on your left. b. When pausing in the midst of eating, put your silverware on your plate; don’t park it with the handles on the table and the tips on your plate. c. Neither your fingers nor a knife should be used to push food onto your fork. 3. When You’re Eating a. Always bring food up to your mouth, not your head down toward the table. Don’t even meet it halfway. Make sure that your back is straight and that your head is up, even when eating. b. Do not chew with your mouth open or talk with your mouth full. c. Your elbows should be kept off the table. Keep your left hand (or right hand if you’re left-handed) in your lap when you’re not using it in the process of eating. Your elbows should also be kept close to your sides. d. Wait quietly for your food to cool. Never blow on it. There’s always something else on your plate to eat. e. Soiled silverware belongs on your plate or saucer, not on the table. Also, never do the dish-washing or silver polishing at the table. In a restaurant you may ask for another fork or spoon. 4. Soup and Coffee a. Soup, bouillon, or anything else served in a cup with a single handle or double handles may be drunk from the cup. You may take a sip of soup or coffee with your spoon, but after that, drink from the cup.

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b. If there are vegetables or noodles in a soup, you may, of course, finish by using your spoon. The spoon is always removed from the cup and left in the saucer or soup plate. 5. Sauces and gravies Sauces and gravies may be poured directly onto the food for which they are intended. 6. Jellies and Condiments Jellies and condiments should be put on the plate by themselves and eaten in bite-size portions with the meat or other food that they are supposed to accompany. 7. Finger Foods a. Pizza, french fries, grapes, corn on the cob, crisp bacon, crab legs, deep fried shrimp, sandwiches, fried chicken, strawberries, and spare ribs. b. But if you’re at an important meal and order finger food, cut it with a knife and eat it with a fork. This means cutting the hamburger as well as french fries. c. There are two rules for fried chicken: Cut it from the bone and eat it with a fork in a restaurant. d. It is always tempting to gnaw at steak or chop bones so you don’t miss a tiny morsel—but don’t. 8. Spaghetti Hold a few strands against the edge of the plate with the end of your fork and twist the fork to wrap the spaghetti around the tines. When you have a nice neat coil, get as much to your mouth as possible and bite off the trailers. And don’t suck up the ends with a loud slurp. 9. When You Have Finished Eating a. Put your knife and fork on the plate in such a way that they won’t slide off as the plate is being removed. b. The fork should be to the left of the knife, and the cutting edge of the knife should be facing in. They can be placed either horizontally across the middle of the plate or toward the right side. (The tines of the fork are up for the American style, and down for the European style.) c. Don’t push your plate away from you when you’ve finished eating, and don’t push your chair away from the table.

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10. General Rules for Good Table Etiquette a. Food is passed to the right around the table when not served by a waiter or waitress or by a servant. b. Bread, rolls, and muffins should always be broken in half, or in even smaller pieces, and each bite or very small piece should be individually buttered. c. Never spit out anything, even unchewable gristle or a bone. Use your tongue to roll out the offending piece of food onto your fork or spoon, and then put it on your plate. If you are eating an olive, remove the pit with your fingers, and then put it on your plate. d. Under no circumstances clean your teeth at the table, with either a toothpick or your fingernail. If necessary, excuse yourself and go to the restroom. e. If a finger bowl is placed before you, simply dip the tips of your fingers into it and unobtrusively dry them on the corner of your napkin; your napkin should remain below the edge of the table.

Table Setting PLATES The plates should face each chair, with the water glass behind the plate and slightly to the left, and the wine glasses in decreasing size toward the right, which means that when there are three glasses, the medium-sized one is exactly at the center of the plate.

SILVERWAVE The silverware is placed on each side of the plate according to the order in which it is to be used: the forks to the left, the knives to the right, so that if the first dish to be served is a fish course, the fish knife and fork would be at the outside, and the meat knife and fork next to the plate, with the cutting side of the knives turned toward the plate. In France, it is the custom to place spoons and forks face down on the table, but Americans have adopted the English manner, with the fork tines and the bowl of the spoon facing upward. The English also usually set the table with a dessert fork and spoon placed horizontally between the plate and the glasses, whereas in France the dessert plates are distributed with the necessary silverware upon them. In America both methods are used, with perhaps a slight preference for the British. Remember the phrase, “Solids on your left, liquids on your right.” Your solids—bread plate, preset salad plate—will always be found on the left hand side of your place setting. Your beverage(s) will be found on the right hand side of your place setting.

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OTHER SERVING PIECES To the left of the plate is placed a small side dish with a butter knife for bread and butter, which may also be served in separate tiny butter dishes. This little bread dish may also be used, in the practical British fashion, for the cheese course.

CHANGING SILVERWARE It is always best to change the knives and forks with each course, but if your silver chest is insufficiently stocked, you might consider the French method of providing each place setting with a portegouteau (a knife holder), which is no more than a little object, usually rectangular, on which each guest poses his knife and fork between the entree and the main course. But this is only used in France. Elsewhere, the silverware is changed with every course. Individual silver salt and pepper dishes with their spoons are more chic than shakers, although they are somewhat less practical since the salt will turn the silver black if it is not emptied after every meal. (A small ivory salt spoon solves that problem if you can find one.) A wooden pepper mill is, unfortunately, quite out of place on a formally set table, although it may be used on very informal occasions and in rustic settings.

DECORATION There are two schools of thought concerning the decoration of the table itself: a traditional tablecloth versus individual place mats. The practical and decorative possibilities of the latter seem to me to be more limited. The fact is that place mats are only elegant when the surface of your table is extraordinarily pretty—and a very pretty table surface is unlikely to remain so for very long if it is unprotected by a tablecloth with a pad underneath. There are fashions in table decorations just as in clothing, and the stylists of tableware and linen manufactures even present “collections” from time to time, just like the Paris couturiers. The host or hostess who wishes to have a well-dressed table should know what is considered at the moment to be chic.

Dinner Parties A dinner party is practically synonymous with entertaining, for it is the most traditional means of honoring one’s guest. There is no doubt in this day and age, with the exception of official and diplomatic functions, that it is more elegant to exclude all forms of rigid solemnity from your dinner parties (whether you are the host or the guest) and instead concentrate on the refinement and originality of details, as well as the warmth and friendliness of the atmosphere.

INVITATIONS A written invitation demands a written response, not a telephoned one, unless, of course, the invitation gives a telephone number and requests that

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you call in your reply. Invitations to dinner should not be taken lightly, and you should respond as quickly as possible. If you don’t respond, your host or hostess won’t know whether you are coming or not. After all, your host or hostess will be going to a great deal of work and expense.

INTRODUCTIONS When introducing a person to a group, do so in the order in which they are sitting or standing, and, for the sake of simplicity, mention the newcomer’s name first. Example: “Mr. San, I would like you to meet Miss Gay, Miss Berk, Mr. Brewer, Miss Gray, Mrs. Olson.” All men will stand and shake hands as they are introduced. The women may remain seated. Each will say, “How do you do?” as his name is mentioned.

BEING ON TIME Being on time is a MUST! Try to anticipate any problems that will cause delay. If you’re more than ten to fifteen minutes late, it indicates that you have not made much effort; keep in mind that your lateness may ruin your host’s or hostess’s dinner. You should, if at all possible, call if you’re going to be late.

GOING TO THE TABLE The host offers his arm to a female guest of honor in a formal setting and leads the way to the dinner area. If there are more than two in your party, the other guests follow in pairs (not with their own mates), and the hostess brings up the rear.

BEING SEATED Unless place cards have been provided, wait until you’re told exactly where to sit and with whom. A man should help the woman to his right into her chair.

HOW FOOD IS SERVED AND REMOVED Food is served on the left, except for beverages, and empty plates are removed from the right.

SMOKING If there are cigarettes and an ashtray at your plate, you’ve been given the host’s or hostess’s unspoken permission to smoke; however, don’t smoke until after dessert has been served. Every person who smokes should respect the rights and feelings of others and should ask the people next to him or her whether the smoking will bother them.

AFTER DINNER Your host or hostess will tell you where to go and what to do when the last course has been served and eaten and the plates have been taken away.

AFTER BEING ENTERTAINED While it is impolite to eat and run, don’t overstay your welcome. When you are ready to go, thank your host or hostess for the evening, and then go.

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Dining Out ENTERING THE RESTAURANT A man should check his coat and hat. Women have the option of either checking their coats or taking it to the table with them. (This must have been designed for the wearers of expensive coats.) In most restaurants a hostess or head waiter will show you to your table. The man should remain standing while the hostess or head waiter is seating the woman.

PLACEMENT OF BAGS AND GLOVES Place your bag and gloves either on your lap, a spare chair, or on the floor, never on the table.

READING THE MENU When you don’t understand the menu or know what a dish is, ask the waiter or waitress for an explanation. Don’t be intimidated by foreign words or phrases. Many restaurants that specialize in a foreign cuisine use that language on the menu.

ORDERING WINE The waiter or waitress may ask you whether you would like to see the wine list. In some restaurants there is a wine steward, or sommelier (pronounced so-mel-yay), who takes care of the wine. You can always ask the wine steward for recommendations. Generally, red wine is served with red meats, such as beef; white wine goes with white meats, such as fish and poultry; and a rose wine is appropriate for lamb and veal. Many restaurants have their own house wines, which you can order by the glass or by the carafe. If you order a bottle of wine, the wine steward will pour a small amount into your glass. You should sniff the wine and then taste it. If it is good, just nod, and the steward will serve the other guests. If the wine has soured and tastes vinegary, say so, and the steward will replace the bottle.

ORDERING A MEAL If the party is large, people may give their orders directly to the waiter or waitress; if the party is small, the host or hostess will give the orders after asking the guests what they want to eat. If you are the host or hostess, be sure to select a restaurant where you can afford anything on the menu so that your guests will not be limited to the least expensive choices. Be aware that some of your guests may have allergies, be on diets, or have religious objections to some foods. Never push food on a guest. As a guest, you should be considerate of your host’s or hostess’s wallet and not choose the most expensive dishes in each category. You might want to ask your host or hostess to recommend something. His or her suggestions will give you an idea of what to choose.

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PAYING THE BILL If you are the host or hostess, you should ask for the check when everyone has finished the meal. Look it over quickly for mistakes. If there is an error, point it out to the waiter or waitress quietly. Don’t ever make a scene. If the management is unpleasant about making a correction, simply pay the check and leave. You may decide never to return to that restaurant, or you may want to pursue the matter with the management at a later date. In most restaurants you can pay your check either with cash or with a credit card. Some restaurants will arrange to send you a bill. If you are staying in a hotel and dining in its restaurant, you can charge the dinner bill to your room by signing your name and giving your room number. On some occasions every member of the party may want to pay his or her bill individually. It’s best to tell the waiter or waitress this at the beginning of the meal so that separate checks can be drawn up. If only one check is requested, divide the total equitably among the party members. Be sure to pay your fair share of both the check and the tip. After the check has been paid, the men should stand up and help the women with their chairs. The women should precede the men to the checkroom, where they will retrieve their coats. It’s a nice gesture to help other people into their coats.

TIPPING Theoretically, we tip for extra services graciously rendered. More realistically, we tip because we are expected to tip. Trying to figure out whom to tip, when to tip, and how much to tip can present something of a problem. Tipping customs differ from place to place. Here are some general rules for tipping: ◆ When in doubt, tip 15 percent. ◆ Never tip for less than adequate or standard service. Remember, it’s your money that you’re handing out. ◆ A very small tip is a greater insult than no tip at all. ◆ When you travel first-class, larger tips are expected of you. Use these general rules as guidelines when you’re not sure how to handle tipping in a particular situation.

Corporate Etiquette As a professional person, office parties, company receptions, retirement banquets, and business luncheons may be a significant part of your professional life. The rules you’ve learned about, introductions, table manners, and eating

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in restaurants apply to business situations as well as social situations. However, let’s discuss some situations you may find yourself in.

HANDLING APPOINTMENTS AND VISITORS The nicest way to greet someone from outside your company who comes into your office is to stand up and extend your hand. Obviously, you don’t have to stand up every time someone from your own organization enters your office, but greeting visitors and clients this way is simply good manners. Be considerate about keeping business appointments. Never just drop in on a business associate. The only proper time to meet with a business associate is when you have made a definite appointment. Another important consideration is always to be on time for an appointment. If you are running late, let your business associate know, and ask whether your tardiness will be an inconvenience. If it will, reschedule the appointment for another time. Remember, too, that there’s no excuse for being consistently late. When you have a visitor in your office, try to avoid taking phone calls, and if you must take them, keep them brief. We’ll discuss telephone etiquette in Section III; for now, remember that a lack of manners on the telephone will create a bad image of both you and your company. Never try to talk with someone at your desk while carrying on a telephone conversation at the same time. Be courteous, and excuse yourself to the person on the phone, but be brief about it. The best policy is to have your calls held if someone is in your office.

BUSINESS ENTERTAINING If you invite a business associate to lunch or dinner, it is your responsibility to pick up the tab at the end of the meal. Don’t invite a business associate to lunch or dinner and then not pay the whole check. If your idea is to share the tab, the correct way to phrase the invitation is, “Let’s have lunch together. Where should we go?” If you go out to eat with a group of people from your office, the accepted practice is to split the check. Make sure that you include enough money to take care of the tax and an adequate tip. And if you have ordered the most expensive meal, pick up your full share of the check. Don’t talk only about business at a combined business and social gathering. If you have no opinions on any topics other than business, you should develop some. Make it a habit to read the newspaper daily, and also get interested in other things besides business. It’s good manners in both business and social situations to avoid sensitive subjects such as religion, politics, and money. People often have strong opinions about these topics, and what you thought was a pleasant conversation can turn into a screaming argument. Don’t invite your boss or other superiors out socially before they have offered an invitation to you. A lot of supervisors would rather not be indebted to their subordinates for a social gathering because this kind of indebtedness makes it difficult for them to treat their employees objectively. If you are invited to

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socialize with your boss and other supervisors, don’t discuss a business subject unless the highest-ranking person there brings it up. It’s generally a good rule not to mix business with pleasure. Office parties seem to be the exception to this rule. However, remember that when you attend an office party, you’re there as a member of your company, and your behavior should reflect both your own standards and your company’s standards. An office party is no place to make a fool of yourself. Your behavior is being as closely observed there as it was when you went in for your initial interview. Writing a thank you note is still the best way to show your appreciation for a favor or for hospitality that a person has extended to you. Many people today think that a telephone call to say thanks is just as effective—but it is not. Thank you notes are one form of business correspondence that should be handwritten.

DEALING WITH OTHER PEOPLE Don’t assume that all your business associates prefer to be addressed by their first names. Find out what the general policy is in your company. People will generally tell you how they prefer to be addressed. Don’t use your position to mistreat people who are on a subordinate level. Always be polite when addressing other workers in your company, and never, if you have a woman secretary or assistant, refer to her as “my girl.” Some secretaries, both male and female, resent doing personal tasks for their bosses. Others don’t mind at all. If you feel that your secretary is sensitive about doing personal things for you, ask, “Does this bother you?” If it does, you can usually find another way to get the job done. Don’t embarrass other people by telling off-color stories, using profane language, or repeating company gossip. Along with making other people feel ill at ease, this behavior will also detract from your own image.

BUSINESS TRAVELING When you are traveling on business, you must be especially careful to present the best possible image of your company. Travel schedules can be hectic, so make sure that you have made the proper reservations, and keep a complete and exact record of your expenses. If you are traveling with a business companion of the opposite sex, be sure to avoid situations that could cause small talk and rumors.

General Office Behavior Your everyday behavior in the office is a good indicator of your general social skills and your professionalism. Here are some pointers on general office behavior: ◆ Don’t bring your personal problems to the office. No one is interested in hearing about them, and complaining about your problems will only detract from your business image.

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◆ Discourage visits by family members and friends. Your office is a place where business is conducted. It’s not for social activities. ◆ Remember good posture, not only when standing, but also when walking and sitting. Don’t ever sit back with your feet up on your desk. Not only does it look unprofessional, but it also indicates that you don’t care about company property. ◆ Don’t chew gum at work. Gum chewing is annoying to many people. It is not appropriate to chew gum at business meetings, at combined business and social gatherings, or anywhere else in the business world. ◆ Follow company policy about smoking. Some companies will not permit employees to smoke on the business premises, and many people prefer not to be in the presence of smokers. In some states, smokers and nonsmokers are segregated in the workplace. If you are a smoker, don’t even think about lighting up unless ashtrays are around, and if you’re in someone else’s private office, ask permission. In your own office, make sure that your ashtrays are not overflowing with cigarette butts, and air out your office as often as possible. Cigars and pipes are often annoying to other people and will sometimes set off smoke detectors. In the office, it’s your business personality that’s on display. Good manners will help you move up the ladder of success.

Chapter Summary The art of dressing well and the art of gracious entertaining have many points in common. No matter how carefully you choose your wardrobe, no matter how appropriately dressed you are, if you do not have proper social graces, you will not look good. Your inability to look successful because you are not knowledgeable about social etiquette can make a world of difference in how the world sees you. Your everyday behavior in the office is a good indicator of your general social skills and your professionalism. It’s your business personality that’s on display. Good manners will help you move up the ladder of success.

SECTION 3

You–Your Communication Skills CHAPTER 10 THE COMMUNICATION TOOL BOX

• CHAPTER 11 LISTENING AND NONVERBAL COMMUNICATION

• CHAPTER 12 WRITING

• CHAPTER 13 TELEPHONE ETIQUETTE

• CHAPTER 14 GIVING A TALK

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IN CHAPTER 10, YOU SHOULD LEARN: • Tools in the communication tool box • How to measure reading level using the Fog Index

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Yo u — Yo u r C o m m u n i c a t i o n S k i l l s

Introduction We spend 30 percent of our time speaking. People judge you by what you say. Speech communicates to everyone we meet what we really are. Every word uttered and every tone of one’s voice communicate personality and individuality. You cannot separate what you say from what you are. Your professional image depends on your communication skills. Communication plays another role that is equally important in your professional life—your ability to influence others. To be successful in the work environment you must be able to get people to listen to you, to understand you, and to react to you as you want them to. The three main goals in communication are (1) to make the listener understand the exact meaning of your message, (2) to get the intended response, and (3) to maintain goodwill. We all communicate from the day we are born. Though communication is an imperfect art, there is, and will always be, a need to communicate. Often we appear to be lost, groping aimlessly in the “wilderness” in an effort to communicate for enjoyment, to inform, to persuade, and to solve problems. The big question is, “How effectively do we communicate?” To communicate effectively, we need basic skills. Much like a mechanic repairing a car, we use the tools in the “communication tool box” to help us communicate effectively.

Communication Tool Box ◆ Speaking ◆ Listening ◆ Feedback ◆ Perception ◆ Nonverbal communicators ◆ Reading ◆ Writing

Speaking Speaking is our exchange system, and your voice is your basic speaking tool. Your voice can be trained and improved. Now let’s discuss some tips that I call “inexpensive voice lessons” that will help you improve your voice. 1. Pace. Pace is the rate of speed at which you speak. You can vary your pace from slow and deliberate emphasis to rapid enthusiasm. You can make major points slowly, word by word, then rush on to their punch line by changing your pace.

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2. Pitch. Pitch is the relative highness or lowness of your voice. By varying your pitch you can change not only the tone of what you say but even the entire meaning. If your voice is low pitched, you will come across as being calm and confident. Above all, we must learn to be natural. We must be ourselves in the pitch of the voice. 3. Tone. The tone of your voice reflects your emotions. Your tone will indicate whether you’re happy, sad, angry, surprised, pleased, or concerned. 4. Intonation. Intonation is the technique of training your voice to rise and fall as you talk. Listen to how your voice rises and falls as you say a sentence. We all know the voice rises at the end of a question and falls at the end of a statement. 5. Volume. Volume is the loudness of your voice. The volume of your voice should be loud enough so that people can hear you easily, but you should never shout. 6. Clarity. Clarity means that your listener can understand every word you say. If it is worth saying, it is worth saying well. Make certain that the sounds are made properly and well. Practice some of the tongue-twisters you used as a child to help you improve your articulation. Your voice is a lovely, primary tool in the “communication tool box.” To speak more effectively, practice what you just learned about pace, pitch, tone, intonation, volume, and clarity. Above all, be natural; be yourself.

Listening Listening, another tool in the communication tool box, is simply processing data and the counterpart to speaking. Neither is worth anything without the other. The following formula shows the simplest communication process. SENDER

MESSAGE

RECEIVER

While we spend about 45 percent of our time listening, learning to listen well is one of the single most difficult skills to perfect. Listening is learned first, but taught fourth. When you really listen to someone it requires a positive mental attitude (PMA) because you take a big step toward avoiding conflict by understanding that person. Good listening will lead others to communicate full information to you, and fuller information will help you to be more successful. One of the first rules for becoming a good listener is to stop talking. Chapter 11 will deal more fully with listening.

Feedback Feedback provides extra dividends. Getting feedback frequently involves asking questions. To get feedback you might say to the speaker, “Did I hear you say . . . ?” or “Do you mean . . . ?” and paraphrase the comments you think

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you heard. Getting feedback does not always require a verbal response. In some instances, your actions—a raised eyebrow or quizzical look—send signals to the speaker, or your silence can indicate feedback.

Perception Perception allows a visual and mental image in the communication process, which enhances your understanding. It allows you to observe. You become aware of the element of environment through physical sensation (color) which has a language all of its own, and physical sensation interpreted in the light of experience which provides direct or intuitive cognition (insight). Perception is a tool that gives one the capacity to comprehend and discern.

Nonverbal Communicators According to several communicationists, people receive 93 percent of the message through nonverbal communicators—gestures, voice qualities, posture, appearance, and body language. Body language—the way we use facial expressions and body movements—plays an important part in conveying our messages. We will give further attention to this subject in Chapter 11.

Reading Reading is an important tool in the communication tool box. Reading keeps you informed of what’s happening in the world and in your business. Reading takes up the major part of a workday for many people. Reading can also be a pleasure activity. A balanced life gives a feeling of happiness and accomplishment because it fulfills the basic needs of the individual for social activities (clubs, friends, get-togethers), physical activities (keeping fit), and avocation (hobbies, cultural pursuits, etc.). There are a number of hobbies and a number of ways to relax, and reading for some people leads to relaxation. Reading is an invaluable tool, both as a hobby and in the world of work. In a leadership position you’ll find yourself doing three major types of reading: skimming, scanning, and intensive reading. Skimming is identifying and reading only the main ideas. Scanning is locating and reading only specific information. Intensive reading is reading to recall and understand nearly 100 percent of the material.

Writing Approximately 9 percent of your time is spent writing. Good business writing, as any other form of communication, doesn’t just happen. Meaning can be lost in writing because written words have no sound. For example, tone and inflection must be heard to identify sarcasm immediately and accurately. Written down, sarcastic comments lack that sound and thus can be misunderstood. That is why good writers who create sarcastic dialogue add clues such as “. . . he said sarcastically,” or “. . . she said with a sneer in her voice.” As you speak, tone and

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inflection in your voice can identify meaning, but, in print, the tone and inflection are lost, so readers can become confused. Your responsibility as a writer is to present ideas interestingly and clearly enough for your reader to understand with the least possible effort. As the difficulty of understanding an idea increases, people are more inclined to lose interest and skip it. Before writing business letters, memos, or reports, you must organize your ideas and plan how you will express them. Probably the most popular of today’s formulas for clear writing is the Gunning Fog Index. This formula measures readability level. 1. Count the number of words in a writing sample at least 100 words long. Count the number of sentences. Count independent clauses as if they were separate sentences. That is, if a period can be used to replace a comma, semicolon, or colon, count each clause as a sentence. 2. Determine the average number of words in each sentence. 3. Count the number of words with three or more syllables in each 100-word sample. Don’t count (1) capitalized words, unless they start a sentence; (2) combinations of short easy words (businessperson, nevertheless); (3) verb forms made into three-syllable words by ed or es endings (comput-ed, address-es). 4. Add the average sentence length and the percentage of multisyllable words. Multiply by 0.4. While this chapter introduced you to the texts in the communication tool box, the guidelines for good business writing will be discovered in Chapter 12.

Chapter Summary We all communicate from the day we are born. We spend 30 percent of our time speaking. People judge you by what you say. You cannot separate what you say from who you are. The three main goals in communication are (1) to make the listener understand the exact meaning of your message, (2) to get the intended response, and (3) to maintain goodwill. Though communication is an imperfect art, your professional image depends on your communication skills. To communicate effectively, we need basic skills. We use the tools in the “communication tool box” to help us communicate effectively: ◆ Speaking ◆ Listening ◆ Feedback ◆ Perception ◆ Nonverbal communicators ◆ Reading ◆ Writing

IN CHAPTER 11, YOU SHOULD LEARN: • The listening process • Listening techniques • Responsibilities of the listener • The results of effective listening • Barriers to effective listening • Types of listening • Real listening • Nonverbal communication

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verybody’s “talking.” Who’s listening? People will do almost anything for each other except listen to each other. Hardly anybody in America listens any more. Employees don’t listen to their employers. Children don’t listen to their parents. Students don’t listen to their teachers. Husbands don’t listen to their wives. Waiters don’t listen to their customers. There are signs that Congress no longer hears everything that the president says. Communication at some level and in some form is a process common to all living things. Remember that while you’re “talkin,” the process is not complete without a listener.

Listening We speak about 125 words per minute average but hear 400 words per minute average. When we listen we are asking our brains to receive words at a snail-slow pace compared to the brain’s capabilities. The spoken word arrives slowly and we’re thinking at high speed. Hence the lapse in listener concentration. We listen but have lots of time for idling, mentally dawdling down sidetracks. Even though our capacity for hearing (listening) is wonderful, we hear only 25 percent of what is said and, after two months, remember only one-half of that. It has not always been so. In first grade we heard 90 percent, in second grade 80 percent, in seventh grade 43 percent, and by ninth grade 25 percent, of what was said. Because listening plays a vital role in our everyday communications, and consequently affects everything we do and expect done, this inefficiency is a constant cause of problems. Much of this is because listening is considered to be the responsibility of the other person. We are programmed to believe this when we are babies. Babies cry and they learn very soon that we listen and respond to their cry. It is the first thing we learn in the communication process. Since we are programmed to believe that listening is for the other person, we do not practice listening effectively. Since our minds operate so much faster than our mouths, when someone is talking we tend to think about what we are going to say in reply instead of concentrating on what is being said. Let’s turn our attention to improving listening skills. The principles and rules necessary for effective listening include overcoming barriers to effective listening, learning listening techniques, watching speakers’ nonverbal actions, and listening for emphasis within the message. With a little knowledge and practice, people can double their listening ability. Throughout our formal education, however, reading and writing skills are emphasized, but the skills of speaking, especially listening, remain in the background. The chart below will show how listening is the last basic communication skill taught.

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BASIC COMMUNICATION SKILLS PROFILE COMMUNICATION SKILL

ORDER LEARNED

EXTENT USED

EXTENT TAUGHT

Listening

First

45%

Fourth

Speaking

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30%

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Reading

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16%

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Writing

Fourth

9%

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Many people don’t want to, or won’t, listen, and when people fail to hear and understand each other, the results are costly. Listening is not as simple as might be expected, and to improve listening skills, one must identify and focus on learning techniques for effective listening.

The Listening Process Attention. Pay attention. There is no point in talking if no one is paying attention. Communication is a two-way street. You must pay attention and concentrate on what is being said. Reception. Be receptive to what the speaker is saying. Perception. Listen with your eyes, and your mind, as well as your ears.

Listening Techniques Preview. Before you open your mouth, take a preliminary survey of what has been said. Understanding is the key. Listen critically. Spoken language complicates communication with a greater variety of sentence length and style, more personal references, more informality, and often complex nonverbal signals (gestures, facial expressions, and voice inflections, pitches, rhythms, and volumes). Determine what the speaker doesn’t say. Much is said that has nothing to do with the spoken word. Body language plays an important part in communication, but it is not universal; therefore, it is subject to many interpretations. You must learn to read between the lines and consider the context of the particular situation.

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Review and evaluate. When your speaker pauses for response, clear up questionable points and try to evaluate his or her comments. Listen for facts, inferences, and opinions. Generally, what people say can be put into one of the three categories. Keep an open mind, and take into account your own biases.

Responsibilities of the Listener Prepare for listening. Prepare the physical setting, if at all possible. Develop a friendly attitude. A friendly attitude is an asset anywhere. Try to think of ways to sharpen your listening skills. Concentrate on verbal messages. While we know the spoken word has little meaning and conveys only about 7 percent of our message, it is necessary that we listen to every word spoken and try to assign the correct meaning to each word. Listen to how the speaker varies pauses, pace, pitch, tone, volume, and intonation to help you interpret the message. Concentrate on the nonverbal message. Many people communicate by their nonverbal actions. Be alert to the silent language. Try to decipher the meaning of nonverbal communication. Watch out for the conflicting and mixed messages. Often the voice, facial expressions, gestures, or body movements and positions reveal much more than words.

The Results of Effective Listening ◆ Permits speaker and listener to improve communication ◆ Shows speaker that listeners are interested; the speaker is encouraged ◆ Helps listener gain useful information ◆ Promotes better understanding ◆ Helps participants talk about problems ◆ Leads to positive attitudes

Barriers to Effective Listening There are many barriers to effective listening. Sometimes they have to do with internal distractions and sometimes external distractions. It really doesn’t matter which because there will, perhaps, always be distractions. You must simply try to screen out distractions and avoid stumbling blocks to effective

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listening by becoming an active listener who strives for complete and accurate understanding. ◆ Anxiety/tension ◆ Bias ◆ Boredom ◆ Lack of concentration ◆ Premature dismissal of the subject ◆ Emotions (grief, worry, love, hate, self pity) ◆ Fatigue ◆ Environment (physical)

Types of Listening A good listener sees and hears what the speaker has to say, resulting in an overall improvement in communication. A good listener recognizes and knows the difference between the different types of listening and tries to master the skill and techniques of being an active listener. Hearing. Unless there is a hearing (physical) problem, all of us have the ability to hear. Gathering information. Gather the facts, but don’t interpret the facts. Listening defensively. Listening for the purpose of defending oneself. Listening offensively. Listening for contradictions, irrelevancies, and weaknesses. Listening politely. Listening because it’s rude not to listen, but waiting your turn to speak. Listening actively. Paying full attention to what the speaker is saying and concentrating on what he or she is hearing.

Real Listening What is real listening? King Solomon was offered any gift he named. He asked for “a listening heart.” The king already knew what each of us must eventually learn—that all real listening is done with the heart.

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Nonverbal Communication About 93 percent of what we communicate has nothing to do with words. Nonverbal communication is “an elaborate code that is written nowhere, known by none, and understood by all,” according to theorist Edward Sapir. Each nonverbal sign and signal has many different meanings, and each is interpreted in the context of subtle situational cues. Words themselves carry many meanings, and nonverbal elements shade or underscore the words. Many authors have tried to list all the nonverbal elements that enhance the meaning of mere words, but none has succeeded in compiling a dictionary that tells what means what when. Nevertheless, most lists include the same elements. The four basic types of nonverbal communication are related to space and time, objects, vocal characteristics, and the body.

SPACE AND TIME All acts of communication take place in space and time. Perhaps the bestknown example of how space affects communication is the idea that people are comfortable only when communicating at the appropriate interpersonal distance: intimate (less than 1 1/2 feet), personal (1 1/2 to 4 feet), social (4 to 12 feet), and public (12 to 25 feet). If you are too close or too far for the situation, you communicate either aggressiveness or lack of involvement. These zones are cultural, however, and people in some cultures communicate more comfortably in the closer zone than North Americans do. Attitudes toward punctuality, a time-related element of nonverbal communication, are also cultural. To North Americans, being on time is a mark of respect, especially in business; in other cultures, it is considered more polite to be somewhat late.

OBJECTS Objects also have the ability to communicate nonverbally. Your clothing, for instance, says a lot about how you are and where you’re going. That’s why it’s so important to dress professionally for job interviews. If you have any questions about how to “dress for success,” you may want to review Chapters 7 and 8. Other books and articles have been written on the communication value of office furnishings. Some authors have suggested that the placement of your desk in relation to chairs for visitors says something about your relationship to the visitors. Talking to someone from behind your desk conveys power and distance, whereas a chair next to the desk invites your visitors to feel that they’re talking on a more equal and personal basis. Color, odor, and other physical aspects of the world also supplement verbal messages.

VOCAL CHARACTERISTICS Vocal characteristics are another type of nonverbal communication. Paralanguage is how you say what you say. The tone of your voice, the volume, your accent and speaking pace, and all the little “ums” and “ahs” that creep into your speech say a lot about who you are, how you perceive your relationship to the person you’re speaking to, and the emotions underlying anything you say.

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BODY LANGUAGE Perhaps the best-known type of nonverbal communication is that related to body movements—kinesics. Body language is much more than just appearance; it includes the messages conveyed by body movements and facial expressions. Much has been written about body movement, but no dictionary has been compiled and misinterpretations can occur frequently. Remember that the meaning of any nonverbal signal depends to a great extent on the context. Here are the most frequently mentioned aspects of body language: Posture: Posture is particularly important in communicating an individual’s status or power, as well as his or her responsiveness and desire to establish a warm rapport. A slouched or erect posture says a lot. Credible communicators assume an open, relaxed posture and walk confidently. But consider all the possible meanings of, say, a slouch. It could mean low self-esteem, great ease in the presence of a friend, or lack of respect. Gestures: Many different hand and arm movements have been used to communicate since the days of our nonverbal ancestors. Gestures may be used to convey a specific meaning, as in the thumb signal used by hitchhikers, or just to put your words in an emotional context. A credible communicator uses spontaneous, relaxed gestures to emphasize the points he or she is making and to communicate the intensity of his or her emotions. Behaviors such as fidgeting, tugging at clothing, touching the face, lip licking, and so on suggest lack of confidence, defensiveness, and nervousness. Many gestures, such as a wave, have a nearly universal meaning, so you can use them to communicate with people all over the world. Others however, vary by culture and situation. For example, without knowing the context, can you really say what it means to interlace the fingers of both hands? Legs also communicate, as when they are crossed or uncrossed or propped on a desk. Eye Contact: The way you look at others says a lot. An icy stare or warm glance is often the only clue to the way someone feels toward you. The ability to look someone in the eye is considered meaningful, although the meaning ranges from contempt to sincerity. Eye contact is a highly important nonverbal cue to credibility. Some people are not good at making eye contact. When eye contact is not made, it can be perceived as being disinterested in the other person. The lack of eye contact may be due to being self-conscious. Maintaining eye contact while both speaking and listening is a sign of confidence and interest. Behaviors such as looking down, looking away, and excessive blinking are damaging to credibility. The appropriateness of eye contact also varies from culture to culture. Facial Expressions: Everything from a smile to a frown can be read in a person’s face. Adding a smile to eye contact can be an effective way of acknowledging someone. A smile may also mean that you like yourself well enough to give someone else a gift of a smile. A smile is one of the most effective nonverbal gestures for people to communicate acceptance to others, and most of these facial expressions are interpreted in the same way by people from different cultures.

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Because meanings are so hard to pin down, nonverbal communication is a difficult subject to study. Nevertheless, it is important to business. People get many significant cues about another’s dominance, responsiveness, credibility, and likeability from what they hear and see (and sometimes smell) beyond the words that are being used. So in dealing with coworkers and with customers and clients, watch carefully for small signs that reveal your impact on the other person. If you aren’t having the effect you want, check your words; then, if your words are all right, try to be aware of the nonverbal meanings you are throwing off with them. Body language can range from your posture to the way you shake hands. You communicate through everything you do. Remember that the meaning of nonverbal communication is in the observer, who both reads between the lines and interprets in the context of the particular situation.

Chapter Summary People will do almost anything to each other except listen to each other. We speak about 125 words per minute average, but hear 400 words per minute average. Even though our capacity for hearing (listening) is wonderful, we hear only about 25 percent of what is said and, after two months, remember only one-half of that. Because listening plays a vital role in our everyday communications and consequently affects everything we do and expect done, this inefficiency is a constant cause of problems. About 93 percent of what we communicate has nothing to do with words. Nonverbal communication is “an elaborate code that is written nowhere, known by none, and understood by all,” according to theorist Edward Sapir. Perhaps the best-known type of nonverbal communication is that related to body movements—kinesics. It includes the messages conveyed by body movements and facial expressions. Posture, gestures, and eye contact are particularly important and say a lot in deciphering nonverbal communication. Because meanings are so hard to pin down, nonverbal communication is a difficult subject to study; nevertheless, it is important to business. Much has been written about body movement, but no dictionary has been compiled and misinterpretations can occur frequently.

IN CHAPTER 12, YOU SHOULD LEARN: • How to write effectively • The writing process • Formulas for writing

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Did the receiver get the intended message? Do you find it difficult to share messages or ideas with others? Communication is an imperfect art and there is much room for error in the process of communicating. Every day you fill many roles. Are you keenly aware of the possible conflict among these roles?

Effective Communication To communicate effectively, what you say and write must mean the same to your listener or reader as it does to you. This is a difficult task to achieve. There are many barriers in transmitting a spoken or written message. The first barrier begins with a poor choice of words. Words are the foundation of all good writing. You must choose words that will not be misunderstood. It would be simple if words had the same meaning to everyone, but people speak and interpret words from their own field of experience. Because this is true, words have little meaning; meaning is found in the receiver.

WORDS Apply the following suggestions to aid you in using words effectively. ◆ Strong Words. Use nouns and verbs as much as possible. They are the action words and are less abstract. ◆ Familiar Words. Use words that are familiar to your reader. This is easier if you know your audience. ◆ Short Words. Short words usually express more meaning and have a greater impact than big words. ◆ Concrete Words. Concrete words give the reader a mental picture, and they are less likely to have multiple meaning. The reader is able to visualize what you’re expressing. ◆ Active Words. Verbs are an important part of speech. The main verb in a sentence may be either active or passive, and verbs are at their strongest when they are active rather than passive. If the verb is active, the subject is the doer of the action. If the verb is passive, the subject is acted upon. The active voice is recommended for most business writing; however, the passive voice is used when the writer wishes to de-emphasize something. ◆ Camouflaged Words. Camouflaged words are verbs that have been changed into a noun. Example: Authorization to close the school was given by the principal. Authorize is a verb, and business writers would probably prefer the sentence written as follows: The principal authorized the close of the school.

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◆ Technical Words. Use technical words with caution. ◆ Unnecessary Words. Eliminate unnecessary words. Strike every word that is not essential to your meaning.

PHRASES Review your writing for the following faults. ◆ Replaceable Phrases. There are many compound phrases that add complexities to the meaning. Eliminate them. ◆ Obsolete Phrases. Stay clear of obsolete phrases that are out-of-date. They simply increase your sentence length and have no significant meaning.

SENTENCES Any collection of two or more words can be a sentence as long as one of them is a subject and one a verb. Long sentences are usually harder to understand than short sentences. Most business writing should have an average length of not over twenty words. Sentences often lack coherence because we use pronouns such as this, that, and it ambiguously. Coherent sentences and paragraphs are understandable because they stick together. Unclear: Your Grasscutter electric mower will operate quietly and quickly; this will save you money. Clear:

Your Grasscutter electric mower will operate quietly and quickly. Its speed will save you money.

Unclear: They rented furniture for their apartment that cost $100 per month. Clear:

For their apartment, they rented furniture that cost $100 per month.

Dangling constructions also make sentences incoherent: Unclear: Being a preferred customer, I am sure you’ll be interested in this. Clear:

Since you are a preferred customer, I’m sure you’ll be interested in this.

Unclear: Having been run through the adding machine, the clerk rechecked his figures. Clear:

After running figures through the adding machine, the clerk rechecked them.

PARAGRAPHS A collection of sentences is a paragraph. Each paragraph should contain one overall topic or idea. The simplest way to establish paragraph unity is to use

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topic sentences—preferably as the first sentence of each paragraph. When you mix ideas together, communication sometimes gets mixed up. Four devices for improving paragraph coherence are: parallel structure, linking words, enumerating, and signposting. Paragraphs can be coherent if a conscious attempt is made to use certain devices to help the reader along. Unfortunately, it is too often assumed the reader can read our mind along with our writing, and we produce paragraphs like the following: You’ll want to own a Washamatic clothes dryer for several reasons. It costs only 9¢ for the average load and has a one-year guarantee on all parts. It comes in three brilliant colors—harvest gold, fresh green, and sunflower yellow. One device for improving the coherence of this paragraph is the use of parallel structure. You’ll want to own a Washamatic clothes dryer for several reasons. It costs only 9¢ for the average load. It has a one-year guarantee on all parts. And it comes in three brilliant colors—harvest gold, fresh green, and sunflower yellow. Parallel structure simply emphasizes all three of the reasons equally. Another way to improve coherence is to use linking words: You’ll want to own a Washamatic clothes dryer for several reasons. It costs only 9¢ for the average load. Also, it has a one-year guarantee on all parts. In addition, the Washamatic comes in three brilliant colors—harvest gold, fresh green, and sunflower yellow. Linking words perform the same function as transitions between paragraphs. Other examples of them include however, and, consequently, and therefore. A third device for enhancing paragraph coherence is called enumerating. Here we give a specific numeric or chronological label to each of our ideas: You’ll want to own a Washamatic clothes dryer for several reasons. First, it costs only 9¢ for the average load. Second, it has a one-year guarantee on all parts. And third, the Washamatic comes in three brilliant colors—harvest gold, fresh green, and sunflower yellow. Finally, we can signpost, that is, assign brief headings to our major ideas: You’ll want to own a Washamatic clothes dryer for several reasons: Cost—only 9¢ for the average load Guarantee—one year on all parts Colors—three brilliant colors: harvest gold, fresh green, and sunflower yellow

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Coherent Writing Through Careful Outlining Coherence can also be achieved through careful outlining, and outlining will share its benefits with improved clarity as well. Coherence and clarity tend to go hand-in-hand.

The Writing Process Only 9 percent of time is spent writing. There is no such thing as good writing. Perhaps there is good rewriting. You must “PREP” for good writing. P Prewriting R Rough Draft/Rewriting E Editing P Presentation/Product

PREWRITING Prewriting is listing all the things you know about your purpose for writing. Before you begin to write, decide on the purpose for writing. Prewriting is not an attempt to compose a final presentation or mailable document. It is an exploration, an adventure of the mind. After prewriting, you may decide that you need to research your topic further and that you’re not ready to write after all.

ROUGH DRAFT/REWRITING Rewriting is writing for meaning—a process of looking at and reflecting on your writing. You create new meaning when you reorganize your ideas and try to meet the needs of your reader. Rewriting produces new additions, and of course, subtractions—a total reorganization of your thoughts. Your thoughts should begin to flow more naturally and smoothly in this stage.

EDITING Editing, as opposed to rewriting, is “grooming” your writing for the final presentation. It deals with formatting, grammar, punctuation, and spelling.

PRESENTATION The preparatory steps presented earlier can be considered preliminary or prerequisites for the final presentation of the product because the only draft the audience will see is the final product, the one for public eye.

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Writing Positive Messages When the audience will be interested or willing, it is suggested that you use the direct approach. Table 12-1 shows a formula for that approach.

DIRECT APPROACH MAIN IDEA FIRST PLAN FOR DIRECT REQUESTS (when the audience will be interested or willing) 1. Begin with the request or main idea. 2. Provide necessary details. 3. Close cordially and state the specific action desired. Table 12–1 In accordance with the direct plan, the main message is stated clearly right at the start. The middle section conveys specific details. Close with a positive, pleasant attitude. You may choose to close with a reference to the good news or a look to the future. Offer help, if appropriate. Remember you want to maintain goodwill.

Writing Negative Messages When the audience will be displeased, it is suggested that you use the indirect approach. Table 12-2 shows a formula for that approach.

INDIRECT APPROACH MAIN IDEA LATER PLAN FOR BAD-NEWS MESSAGES (when the audience will be displeased) 1. Begin with a neutral statement that acts as a transition to the reason for the bad news. 2. Give reasons why a negative answer is justified. 3. State the bad news (perhaps by implication) and a positive suggestion. 4. Close cordially. Table 12–2

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The indirect plan consists of four steps, and you have probably used it many times to say something, in a roundabout way, that might offend another person. The first step in the indirect plan, the buffer, begins with a neutral statement that acts as a transition to the reason for the bad news. The second step, explanation or reasons, give reasons why a negative answer is justified. The reasons will flow naturally if you’ve done a good job of composing the buffer. It is important to explain why you have reached your decision before you explain what that decision is. If you present your reasons effectively, they will help convince the reader that your decision is justified and fair. The third step, the bad news or the major idea, is tactfully stated. Clearly state the negative news, but say it as painlessly as you can. Minimize the space or time devoted to it. Since the bad news is a logical outcome of the reasons you’ve given, your reader is psychologically prepared for it. State the bad news in a positive way. State it in the middle of the paragraph to de-emphasize it visually. The fourth step, a positive close, is a cordial closing. End the message on a positive, future-oriented note. Don’t refer to or repeat the bad news. Don’t apologize for the decision, and don’t anticipate further problems.

Writing Persuasive Messages When the audience will be uninterested or unwilling, use the plan for persuasive messages. This plan follows the indirect approach shown in Table 12-3 and is known as the AIDA plan—attention, interest, desire, and action.

INDIRECT APPROACH AIDA PLAN PLAN FOR PERSUASIVE MESSAGES (when the audience will be uninterested or unwilling) 1. Begin by capturing attention. 2. Arouse interest. 3. Build desire. 4. Close by asking for action. Table 12–3 Begin by capturing attention. You must immediately “grab” the reader’s attention. When you have the reader’s attention, you must create interest and desire by offering your audience benefits, appealing to logic, emotion, and need. Close by asking for action. Persuasion is the process of changing people’s attitude or influencing their actions; therefore, close a persuasive message with an action ending that suggests a specific step the audience may take. Make the action easy.

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EVALUATION

YOUR ABILITY TO COMMUNICATE Because business involves transactions with others, your ability to communicate is just as important to your employer as your appearance and personality. You are expected to know first of all that communication is a two-way street. You must be able to make other people understand what you say, and you must listen carefully so that you can understand what they have to say. It is also important to be able to express yourself effectively in writing and to be able to read instructions, letters, and other written matter with total comprehension. While it may be possible to get any entry-level job in the business world, even if you do not communicate well, it is certain that you would not be able to advance much beyond that level. If it is a career you want, rather than just a job, you will have to develop your communication skills. To see how your ability to communicate compares with an employer’s expectations, rate yourself from 1 to 5 on the following questions, with 5 being the highest and 1 the lowest. Have a pleasant speaking voice, pitched neither too high nor too low? Speak at a pace that is neither too fast nor too slow? Speak loudly enough to be heard comfortably, but not too loudly? Avoid speaking in either a monotone or an overly dramatic way? Keep the er’s and ah’s out of your speech? Enunciate each word clearly? Know the correct pronunciation for the words you use? Know the parts of speech and how to use them? Speak and write complete sentences? Understand that the use of poor grammar makes an individual seem ignorant and uneducated? Use your knowledge of grammar rules to get the exact meaning when you read? Understand the limits of slang? Know that profane language is offensive to others? Try to make the new words that you read and hear a working part of your own vocabulary? Try to draw interesting word pictures instead of using the same old overdone words and phrases?

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Know how to organize your thoughts so that you can speak or write in a logical sequence? Avoid using your hands excessively to help you talk? Avoid the temptation to interrupt the other fellow before he is finished speaking? Keep your mind on what the other fellow is saying instead of daydreaming or planning what you will say next? Know when you’ve said enough? If your total score is below 70, you need to work on your Communication Skills.

Chapter Summary Writing is considered third-level communication. To communicate effectively, what you say and write must mean the same to your listener or reader as it does to you—a difficult task to achieve. Guidelines are offered to aid you in using words effectively. Only 9 percent of your time is spent writing. There is no such thing as good writing. Perhaps there is good rewriting. To enhance your writing, you should PREP (Prewrite, Rewrite, Edit, and Present), then follow the appropriate formula for the message you want to convey. The first three steps can be considered preliminary or prerequisites for the final presentation or product. Because business involves transactions with others, your ability to communicate is just as important to your employer as your appearance and personality.

IN CHAPTER 13, YOU SHOULD LEARN: • How to communicate on the telephone • Telephone manners • How to answer calls • How to place calls • Telephone efficiency • How to handle complaints and irate callers • Emergency or crisis call handling • The importance of good public relations

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First Impressions In the workplace, often people will get their first impression of you through the telephone. A frightening thought? If so, simply vow to improve your telephone etiquette. Because you will be dealing with people who must base their opinions about you on a first impression gained from your conversation and behavior, you need to know what conclusions they are likely to draw from various perceptions. If people are asked whether they judge others by the way they look, those people will answer negatively and may even be insulted by the question. However, when their behavior is observed, their responses consistently show that they do, indeed, respond positively to attractive people and negatively to unattractive people. Just as people respond positively to attractive people and negatively to unattractive people, they respond positively to a pleasant telephone voice and negatively to an unpleasant telephone voice. People believe you are more competent and poised if you project a positive attitude, display a professional image, and pleasantly communicate your qualities and strengths. It is effort, not birth, that makes the difference.

Communicating on the Telephone Since its development in the 1880s, the telephone has evolved into one of the most important pieces of office equipment. It has come a long way from the old black standard model that required you to dial every digit of a number. Today’s telephone is part of the revolution in telecommunications. The telephone is a very important public relations tool since a large number of communications are by telephone. Tom Heymann, author of In An Average Lifetime, explains that average U.S. citizens spend the equivalent of two years of their lives talking on the phone. That’s 166,699 local, 17,827 long distance, and 176 overseas calls, making a total of 184,702 telephone calls in an average lifetime—a good reason for your students to improve their telephone skills. No doubt you have been answering the telephone since you were very young. You may think you know all there is to know about using a telephone and want to skip this training. DON’T! This training is quite important. You would be surprised how often people abuse the telephone. If you are to do an effective job on the telephone, there are several techniques which will help you.

Telephone Manners 1. Develop a pleasant voice. Your voice is you on the phone. Sound cheerful and alert. Show enthusiasm through the tone of your voice. The person on the other end of the line can’t see your facial expressions or your gestures. Put a smile in

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your voice. A smile on your face will become a smile in your voice. In Chapter 10, we said that your voice is the most important tool in speech communication. Use your voice effectively on the phone by concentrating on pitch and speed to make your point. After you present an idea, pause. Give the idea time to sink in. Vary your speed according to the other person’s speed. Your voice should be clear and it should be pleasant. 2. Speak distinctly. To improve your speech over the telephone, follow these simple rules: a. Watch your posture. b. Breathe deeply. c. Pronounce all words distinctly. d. Speak at a moderate pace. e. Use a pitch that is neither too high nor too low. f. Do not speak too loudly or too softly. g. Hold the telephone so that it is neither too close nor too far away. 3. Be helpful and discreet. Be willing to help the caller. Ask who’s calling, but be discreet. Be prepared to answer questions about products and services. 4. Ask questions tactfully. You may ask a caller’s business before disturbing your employer, but do so with tact. 5. Take messages completely and accurately. Keep a telephone message pad and pencil by your phone so that you can take messages and notes completely and accurately without fumbling for materials. 6. Be attentive. Give your undivided attention to every phone call. Avoid interruptions and side remarks. Concentrate on the telephone conversation. The person on the other end has no way of knowing what’s going on in your office. 7. Say “Thank you” and “You’re welcome.” Be courteous. “Thank you” and “You’re welcome” were learned in kindergarten. Use them. 8. Use the caller’s name. Find out who’s calling and use the caller’s name in the conversation.

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9. Transfer calls properly. When you transfer a call, tell the other party the name of the person to whom he or she is being transferred. Give the other party the number in case he or she is cut off or wants to reach that number again. 10. Terminate calls courteously. Allow the party who called to sign off first, but if necessary, try this closing line: “Thank you for calling, Mr. Mitchell; I’ll get back to you immediately.” 11. Keep a list of frequently called numbers. Keep a phone or contacts file. Note each person’s name, address, company, and phone number, as well as the best time to call. 12. Handle problem calls. THINK. You should not let your emotions tell you what to do. You must develop a “service attitude.” Remember that an attitude of resentment will only make matters worse. Retain your composure and offer constructive suggestions. A relaxed and courteous tone will induce your caller to adopt an agreeable manner.

Answering Calls 1. Answer promptly. (Pick up the phone within 3 rings.) 2. Identify yourself and/or the company. Identify yourself immediately. Answer by giving your name and the name of the company. (Later in the chapter you’ll find examples of incoming telephone conversations.) 3. Transfer calls only when necessary. 4. Place calls on hold only after asking permission. Don’t put calls on hold or leave the line unless you must. If a caller must be kept waiting while you call your executive to the phone, let him know there will be a delay, and ask his permission if you wish to put him on hold. Perhaps he would rather call back. In the event that he wishes to wait, don’t leave him waiting indefinitely. Courtesy demands that you speak with him about every sixty seconds. 5. Screen calls. Calls should be screened graciously. If you don’t want to take calls for a period of time, have your secretary tell callers when you can be reached.

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6. Leave a message when you leave your desk. When you leave the office, let your receptionist or office partner know, and be sure to give them some idea of when you expect to be back. 7. Follow through on promises to call back. Pick up and return your messages when you return. 8. Give your undivided attention to every phone call. No one wants to speak to a phone. You want to speak to the person on the other end of the wire. It’s annoying to speak on the phone to someone who is busy; courtesy demands that you give your undivided attention. 9. Listen. Give the other party a chance to talk. Stop talking. Give the other party a chance to talk. 10. Ask questions if you don’t understand something. Ask questions if you don’t understand something, and keep your comments brief. 11. Be courteous to those around you when you take a call. If someone is in your office, apologize to your visitor for the interruption; keep your call brief, or ask the caller if you can return the call later. 12. Remember the party who called is supposed to sign off first. Give the party who called the opportunity to say the first “goodbye.”

EXAMPLES OF INCOMING TELEPHONE CONVERSATIONS Example #1 Office Professional:

Identify yourself and/or the company.

Mr. Brown:

This is Ralph Brown. May I speak with Mrs. Black?

Office Professional:

Mrs. Black is out of the office.

Mr. Brown:

When will she be back?


I expect her back in about two hours.

Mr. Brown:

Would you ask her to call me then?


Yes, may I have your number, please?

Example #2 Office Professional:


Mr. Brown:


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I am sorry, but Mrs. Black is out of the office at present. I expect her back in about two hours. May I have her call you then?

Mr. Brown:

Yes, please. My number is 555-3456.

Example #3 Office Professional:


Mr. Brown:



I am sorry, but Mrs. Black went over to see Joan Engles of IPI about an advertising matter. She should be back in about two hours. May I have her call you then?

Mr. Brown:

Yes, please. My number is 555-3456.

Placing Calls 1. Choose the right time. If you call certain people regularly, ask them when is the best time to call. As we discussed earlier, you can put this information in your phone or contacts file. 2. Know the number. Keep a list of frequently called numbers to save time. 3. Allow time to answer. Don’t assume that no one is available until after at least eight rings. 4. If the secretary places the call for you, be on the phone before the other party. It is a good idea to place your calls yourself, but if the secretary places the call for you, be on the line before the other party. 5. Identify yourself promptly and give the name of the person to whom you want to speak. Just as with incoming calls, when you are calling, identify yourself and your company promptly, and identify the person to whom you want to speak. 6. Plan your call. Know the purpose for the call. When you have several items to go over with a person you are calling, have the list written down before you telephone. Check the items off as you cover them.

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7. Make your call brief. If you want to launch into a long discussion, ask if it’s a convenient time to talk. Remember that other people have busy schedules, and show that you value their time. If it’s not a convenient time to talk, you won’t get their full attention. 8. Remember time differences. If you’re going to call across the country, take time zones into consideration. No matter how impatient you are, don’t call someone for an involved conversation first thing in the morning unless there’s a real emergency. You wouldn’t pay a visit first thing in the morning, so don’t call. The other party will probably just be getting organized for the day and won’t be prepared for your call. 9. Say the first “Good-bye” or “Thank you” when you have made the call. 10. Replace the receiver gently. Don’t say “Good-bye” and slam the receiver down in the same instant.

Telephone Efficiency Since you’ll spend a lot of time on the phone, you’ll want to use it as efficiently as possible. The same manners that you practice when speaking with people in person should be a part of your telephone courtesy. Here are some tips on telephone efficiency. 1. Schedule a time to make calls. 2. Before your call, make a list of the things you want to cover. 3. Have a pad and pen available. 4. Have a concise message ready to give to a secretary or to leave on an answering machine. 5. When you’re ready to make a call (1) check the number, (2) listen for the dial tone, and (3) dial carefully and slowly. (Wrong numbers are time wasters.) 6. When you call long distance, dial direct whenever possible. 7. When your call is placed by an operator, give all the facts needed. 8. Be efficient. Don’t phone when a memo will do a better job. 9. Keep your calls brief. 10. Learn how to operate your system.

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11. To use call-waiting effectively, if an incoming call takes precedence, you should go back to the first caller and promise to call back, then proceed with the incoming call. 12. To get the phone number for someone in another city, dial the area code plus 555-1212.

Handling Complaints and Irate Callers Dealing with an irate customer is sometimes like drinking from a fire hydrant—everything is going by so fast, you end up with nothing but a bath! You get upset, the customer gets more upset, and before long, you find yourself locked in a defensive battle. Defensiveness can take many forms. One form is that of rationalization. We figure out how something unpleasant really was beyond our control, how we had nothing to do with it, instead of using the thought and energy to resolve the situation. But with the right game plan, you can win the game. Here are a few rules for winning the game. 1. Listen to what the other person is saying. Allow him to tell his whole story without interruption. 2. Don’t take the complaint as a personal affront. 3. Keep the tone of your voice sympathetic and reassuring. 4. Make the caller aware of your concern by your manner of speaking and the words you use. 5. Suggest an adjustment or the firm’s willingness to make one.

Emergency or Crisis Call Handling List of Numbers “0” (Operator) 911 A list of emergency numbers should be posted in a conspicuous place to save time in an emergency or dial “0” (Operator) or 911 and follow these instructions: 1. Stay on the line 2. If you cannot stay on the line, give the operator the following information: a. Street address where assistance is needed b. Type of emergency assistance required

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Public Relations You can use your phone as your best public relations agent. Much of your time in the office will be spent working with people. You will respond daily to telephone callers. The first few words said over the telephone register an attractive or an unattractive personality. Remember that your voice is you. The person on the other end may know you only through the phone. It is important to greet every caller with a cordial welcome. The tone of your voice should convey friendliness, cheerfulness, and alertness. Favorable public relations are crucial to any company. By receiving people in a pleasant and professional manner, you can enhance your company’s credibility as one that listens and responds to its clients or customers. A good rule is to say nothing on the telephone that you wouldn’t want recorded.

✘

EVALUATION

PROFESSIONAL POINTERS What is your public relations ability? Place check marks on the following scale according to how you perform on the job you presently have. Always

Sometimes

Never

1. I answer the telephone promptly.

_____

_____

_____

2. I am pleasant to telephone callers.

_____

_____

_____

3. I inform the caller before placing the person on hold.

_____

_____

_____

4. I return to a caller on hold often in order to keep the person informed.

_____

_____

_____

5. I terminate telephone conversations courteously.

_____

_____

_____

6. I say “Thank you” and “You’re welcome” frequently.

_____

_____

_____

7. I take messages accurately.

_____

_____

_____

8. I keep my promise.

_____

_____

_____

9. I make an effort to remember people’s names.

_____

_____

_____

10. I use people’s names when talking with them.

_____

_____

_____

11. I make visitors to the office feel welcome.

_____

_____

_____ (continued)

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12. I introduce people with confidence and with poise.

_____

_____

_____

13. I offer reading material to visitors that have to wait.

_____

_____

_____

14. I listen to a disgruntled caller without evaluating the person.

_____

_____

_____

15. I keep an accurate record of appointments.

_____

_____

_____

Your goal should be to answer “always” to each question. If you did not, make an effort to improve your performance.

Chapter Summary Since its development in the 1880s, the telephone has evolved into one of the most important pieces of office equipment. In the workplace, people often will get their first impressions of you through the telephone. Tom Heymann, author of In An Average Lifetime, explains that average U.S. citizens spend the equivalent of two years of their lives talking on the phone. If you are to do an effective job on the telephone, there are several techniques which will help you. Your voice is you on the phone. Sound cheerful and alert. The person on the other end of the line can’t see your facial expressions or your gestures. Put a smile in your voice. You can use your phone as your best public relations agent. By receiving people in a pleasant and professional manner, you can enhance your company’s credibility as one that listens and responds to its clients or customers. A good rule is to say nothing on the phone that you wouldn’t want recorded.

IN CHAPTER 14, YOU SHOULD LEARN: • How to talk well before a group • A summary of tips for public speaking

Chapter

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GIVING A TALK

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This section is devoted to learning how to talk well before a group. View public speaking as a skill to be learned and understand that there are many approaches to teaching public speaking. The first step is to learn what a talk is.

What Is a “Talk”? A talk is a presentation that generally attempts to achieve one of these broad objectives: 1. To inform the audience 2. To persuade or convince the audience Some presentations attempt to do both: inform and persuade. In any case you need to rely on information, statistics, data, news, facts, trends, research studies, and experience. In addition, to persuade your audience you must apply the persuasion techniques using different approaches depending on the needs of your specific audience.

THE ART OF GENTLE PERSUASION ◆ Have reasonable expectations. ◆ Be polite. ◆ Appeal to your listener’s sense of professional pride.

THE SKILL OF FORCEFUL PERSUASION When you must persuade someone to do something unusual or difficult, the tools of gentle persuasion are still useful. When speaking, in order to persuade, supplement the gentle persuasion techniques with other, stronger skills. ◆ Use the weight of authority or position. ◆ Appeal to financial needs and wants. ◆ Stress the logic of your argument. ◆ Speak confidently.

BACKGROUND WORK Whether you want to inform or persuade your audience, you must do some background work. ◆ Gather all the information you will need. ◆ Develop a draft of your talk. ◆ Practice your talk before you deliver it.

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GATHERING INFORMATION If the primary purpose of your talk is to inform, then gathering the information you will present is a critical task—perhaps the most important step in preparing your talk. No matter how well you speak, how important your topic, how receptive your audience, the quality of your information and its importance to the audience will strongly determine the success of your talk. The important step of gathering information usually takes some time. Allow plenty of time to: ◆ Identify helpful sources of information. ◆ Meet with helpful people. ◆ Assemble print materials.

DEVELOPING A DRAFT In a short time, your “talk file” should contain your notes on the topic, notes of your conversations with others, print materials, and more. Read and reread all the print materials and check all your notes. Review all the information you have gathered until you feel comfortable that you have enough to begin writing a draft of your talk. You can develop a good working draft of your talk by: ◆ Outlining your talk ◆ Drafting your talk ◆ Creating note cards ◆ Adding support materials

PRACTICE AND REVIEW YOUR TALK Let’s assume you have gathered ample information for your talk. You have interviewed appropriate people. You have focused on the purpose of your talk and the needs of your audience. And you have developed a draft of your speech, your note cards, and your visual aids. Are you ready now to deliver your talk? Of course not! First, you must practice and then review your talk.

Practicing Your Talk Giving a talk is a skill, and to improve a skill requires practice. Using your note cards and rough drafts of your visual aids, practice giving your talk before an imaginary audience, in front of a mirror, or in front of a friend. ◆ Practice using your voice. Check your volume and rate of speech to be sure that everyone can hear you. ◆ If you intend to use a microphone, practice doing so—if possible, in the actual room in which you will give your talk. ◆ Practice using emphasis and pitch so that your voice sounds natural and not shrill.

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◆ Practice using proper body language. Stand straight and erect but not stiff. Look around the room from one person to another. Smile as you speak. ◆ Practice going through your visuals. Number them to make sure that you can quickly rearrange them in proper order if necessary. ◆ Practice using your note cards. Practice until you feel confident enough to give the talk without the cards if you should lose them.

Reviewing Your Talk As you practice, you will probably revise your outline, your draft, your note cards, and your visual aids often. As you practice, you should review your talk critically. ◆ Review the topics. Have you omitted any important topics? Have you included unimportant topics? ◆ Review the “fit” of the topics. Do the topics flow smoothly, logically, from one to the other? If not, look for ways to bridge from one topic to the next. Use transition words and ideas as links. ◆ Review your approach. If your talk is intended to inform, should you devote five or ten minutes at the end of your talk for questions and answers? If your talk is intended to persuade, have you applied persuasion techniques? ◆ Review your visual aids. Are they appropriate? Is their content effective? Do you have too few? Too many? Which should be included as handouts? ◆ Review your note cards. Do they spark your memory? Are they genuinely helpful reminders? ◆ Review your timing. Do you have too much material to cover in the allocated time? Too little?

GIVING YOUR TALK You have carefully prepared, practiced, and reviewed. Now you are ready to give your talk. You will probably feel a few “butterflies” in your stomach. Even experienced speakers do. But experienced speakers will also tell you that the butterflies disappear as soon as you begin talking. Follow the advice of expert speakers when you are ready to give your talk. ◆ Ask a friend or acquaintance to sit in the back of the room and to signal you by raising a hand if you cannot be heard. ◆ Ask someone whose opinion you respect to attend your talk and to share a critical report with you afterward. His or her comments may be very helpful to you the next time you must give a talk. ◆ Ask someone to videotape your presentation so that you may review and critique it yourself.

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◆ Get to the room early to review its arrangement and to take care of all those last-minute details (for example, to set up your visual materials as you planned them, to test any equipment you will be using, and so on). ◆ If you need someone to lower the lights while you project certain slides, make arrangements with someone to watch for your cue. ◆ If you plan to use a chalkboard, check that plenty of chalk and an eraser are available. ◆ If you need someone to distribute handouts before you begin your talk or at a certain time during your talk, make arrangements with someone to do so. ◆ If you need a podium or a table on which to rest your notes, or microphone, ask for one and make sure it is provided. ◆ If you want a pitcher and a glass of water, ask for one beforehand. Enjoy the experience of giving your talk!

A Summary of Tips for Public Speaking

!

Tip

STEP I—PRELIMINARIES TIP 1: DETERMINE YOUR OBJECTIVE Use this validity test to define your purpose: ◆ Do I have a clear practical purpose? ◆ Am I the right person to send this message? ◆ Is this the right time? ◆ What is the best communication channel?

TIP 2: KNOW YOUR AUDIENCE Ask yourself the following questions: ◆ Why do they want to hear me talk? ◆ What will they do as a result of my presentation? ◆ Have there been or will there be other presentations like mine? (continued)

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◆ How many people will be in the audience? ◆ What interest do they have in my presentation?

TIP 3: SELECT YOUR MATERIALS Follow these suggestions for using visual aids: ◆ Use visual aids to make key points (transparencies, flip charts, film/video, slides). ◆ Flip charts can be used for less than fifty people. Letters should be at least 1 1/2 inches high, 2 inches between lines. ◆ The more colors you use, the more parts of the brain you attract (55 percent of communication is visual). ◆ Visual aids must be visible and comprehensible.

STEP II—ORGANIZING YOUR TALK BEGINNING:

Tell the audience what you’re going to tell them.

MIDDLE:

Tell them.

END:

Tell them what you’ve told them.

TIP 1: BEGINNING—Some suggested ways for beginning a speech: ◆ A rhetorical question ◆ An illustration that leads logically into your subject ◆ A fact or opinion that sets up the first point you want to make ◆ An apropos quotation ◆ A humorous anecdote (which sometimes makes seriousness hard to achieve later) ◆ A photograph that dramatizes a point in your talk

TIP 2: MIDDLE ◆ Once you have begun your talk, have told your listeners where they are going, it is important to continue to signpost through your presentation. ◆ You can signpost by announcing the topic, giving a heading, or listing keywords (on chalkboard, flip chart, slide, or overhead projector) every time you start a new part of your talk.

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◆ One or two sentences at the beginning of each section serve as an overview of the section. ◆ After you develop the section, explain and clarify the point, give and discuss examples, then come back to a sentence or two of summary and conclusion. ◆ The next part of your talk should start in the same way (definition, explanation, clarification, and examples). ◆ Whenever you want to get action from an audience, follow these three simple steps in making your point. Action formula:

1. Illustration 2. Point 3. Reason OR 1. Point 2. Reason 3. Illustration

TIP 3: ENDING ◆ Summarize the points you covered. ◆ Challenge your audience to meet the objectives outlined. ◆ Appeal to your audience to do what you want. ◆ Wrap up the major point you want to make with an apt illustration, anecdote, or quotation. ◆ State your intention to do whatever you advocated.

STEP III—PRACTICING YOUR TALK TIP 1: BEFORE YOU TALK ◆ Focus on your message—not your fears. Fear is simply

False Evidence Appearing Real

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◆ Polish your delivery style (practice). ◆ Suit your personality. ◆ Check posture. ◆ Watch body movements and facial expressions. ◆ Check your volume, pace, tone, pitch.

STEP IV—GIVING YOUR TALK TIP 1: WHEN YOU’RE ON ◆ Walk confidently to the front of the platform. ◆ Pause. ◆ Acknowledge your introduction with a smile. ◆ Watch the response from audience. ◆ Know your opening remarks.

TIP 2: DURING YOUR TALK Follow these simple rules: ◆ Start your speech slowly, adapting your language to your audience. ◆ Relax group with an attention getter. ◆ Keep your eyes on your listeners. Talk to them, not to a clock, your notes, the microphone, or other objects. ◆ Look at their faces to gauge their reactions. ◆ Pick an individual who is tuned in and concentrate on talking to that person. ◆ Bridge one idea to the next. ◆ Have a glass of water if your throat gets dry. ◆ Keep your audience’s interest alive by using special “attention tactics.”

TIP 3: CONCLUDING YOUR TALK ◆ Summarize your primary points. ◆ Restate the essence of your talk. ◆ Give a sense of completion.

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◆ Smile and nod to your audience. ◆ Pause, and then walk confidently away.

TIP 4: TECHNICAL TIPS ◆ Ask audience if mike is too loud. ◆ Clip-on mikes are best choice. ◆ Adjust a fixed mike to just below the level of your mouth, so that the speaking part is almost level with your lips. ◆ Position yourself 6 inches away from mike.

TIP 5: DEALING WITH DIFFICULT AUDIENCES/DIFFICULT QUESTIONS AUDIENCE . . . ◆ If audience is unattentive, be silent. ◆ If audience is distracted, take a stretch break. ◆ If audience is talking, move closer. ◆ If audience shows apathy, ask a direct question. DIFFICULT QUESTIONS . . . ◆ Fight/ignore/surrender. ◆ Don’t attack. ◆ Say “You may be right.” ◆ Agree and disagree (I agree, I respect, but). ◆ I’m not going to address that now. ◆ Ask them a question. ◆ Repeat the question. ◆ Respond to whole crowd. ◆ Rephrase the question. ◆ That’s not of relevance here.

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Chapter Summary A talk is a presentation that generally attempts to achieve one of these broad objectives: 1. To inform the audience 2. To persuade or convince the audience Some presentations attempt to do both. View public speaking as a skill to be learned, and understand that there are many approaches to teaching public speaking.

SECTION 4

You–Your Job Search and Work Habits CHAPTER 15 THE JOB MARKET

• CHAPTER 16 TOOLS FOR SECURING A JOB

• CHAPTER 17 THE INTERVIEW

• CHAPTER 18 WORKING WITH A DIVERSE SOCIETY

•

IN CHAPTER 15, YOU SHOULD LEARN: • Step I of the job search—get the facts and figures about the job market • Step II of the job search—choose an occupation • Step III of the job search—launch a systematic job search

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THE JOB MARKET

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Yo u — Yo u r J o b S e a r c h a n d W o r k H a b i t s

W

hat are the most promising jobs of the future? Analyze the job market and find out how the job market is changing.

Step I: Get the Facts and Figures About the Job Market GET INFORMATION ON THE MOST PROMISING JOBS OF THE FUTURE To get information on the most promising jobs of the future, analyze the job market, and find out how the job market is changing. Every two years the U.S. Department of Labor publishes its Occupational Outlook Handbook, which contains the latest statistics on jobs in the United States. With projections covering a ten- to fifteen-year period, it answers questions on what and where the jobs will be, pinpoints trends in the labor force, and indicates which fields and jobs show an increase or decrease. In addition, the Handbook gives information on the nature of the work, training required, earnings, job prospects, and sources of additional information. The Handbook provides job-outlook information for categories or clusters of occupations.

BE AWARE OF FACTORS AFFECTING EMPLOYMENT According to the latest Handbook, job outlook will be affected by changes in the size and nature of the country’s population. Overall, the country’s population will grow more slowly, but it will be enough to increase the demand for goods and services. The greatest population growth is expected in the South and West, with only small growth in the Northeast and Midwest. The makeup of the population is changing, too; there will be a greater proportion of teens, and an increase in minorities and immigrants—another factor that will have an influence on the demand for goods and services and produce changes in the size and characteristics of the labor force as well. Education will be critical in finding a well-paying job. Fewer jobs will be available for those who do not complete high school, as the low-skill jobs will be going overseas where employers can find cheaper labor.

Step II: Choose an Occupation CHOOSE AN OCCUPATION YOU’LL ENJOY You should spend some time exploring or looking into the kind of work you would like to do if you’re new to the job market. Consider your interests, your abilities and your hobbies. Maybe you already have some ideas about careers you would enjoy. If so, make a list of these careers and start your research. Researching careers

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involves carefully gathering and studying information about several different careers. You might ask yourself the following questions about your career: ◆ Will you enjoy the work you’ll do? ◆ Will the work be interesting enough that problems become challenges— not frustrations? ◆ Are the people you’ll work with the kind of people you’ll be proud to be associated with? ◆ Will you feel respected for the kind of work you’ll do? ◆ Will you be comfortable with the salary you’ll earn? ◆ Are there opportunities for personal and professional growth? If you are not sure about the kind of work you’d like to do, contact a career counselor at one of the following places: ◆ High School Guidance Office ◆ College Career Services Center ◆ State Job Service Office ◆ Counseling Services of Community Agencies ◆ Private Counseling Services ◆ Vocational School Placement Office

Step III: Launch a Systematic Job Search LAND THE JOB YOU WANT Once you have chosen your occupation, you should set out to land the job you want. Where are the jobs today? How can you get a job? Finding a job that you want takes some planning. The search for that first job after college can be harder than the work you’ll face when you get the job. The first steps in launching a serious job search are to define your goals, decide what industry attracts you, and target that industry. Don’t make the mistake of overlooking small businesses. They are less visible than the giants, but research shows that most of the job opportunities in this country come up in companies with twenty or fewer employees.

EVALUATE THE COMPANY How do you evaluate the company you’re considering? Start with your local research librarian for help on reference materials. Talk to college placement

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officers, friends, and friends-of-friends until you find someone who has worked for that company. Ask your own former employers, who know your work and personality, if they know the company and think you’d like working there. Professors often do industry consulting and may know your company well. Try sounding out accountants, bankers, and suppliers who might have dealt with the firm. Don’t neglect politicians; they often know a lot about industry through their lobbying activities. Check business associations like chambers of commerce. Research can give you answers to crucial questions such as “Is the company growing?” “Where could I go in the organization?” “Does the company’s work ethic and management style appeal to me?” In other words, is it the place you want to be? If you decide in favor of the firm and an interview comes through, your in-depth study of its products and operations will impress the interviewer and produce a meaningful exchange of information for both of you. Your research, by the way, can also help develop a strategy for getting an interview in the first place. You’ll know if the company is small enough to warrant a phone call to the president for an appointment or if applications are taken only through the personnel department. Some companies encourage referrals by their employees, others forbid employees to discuss openings with outsiders.

Use a Long-Term Effort Job Search System Think of the job search as a long-term project and expect to spend at least three or four months on it. (Some students start looking in earnest at the beginning of their senior year.) To sustain a long-term effort, coordinate multiple approaches, and keep track of an improvisational campaign, you’re going to need a job search system. As a student, you’re locked into a schedule of classes and study that allows for little contact with the commercial world. Allow for a one-hour job search session at least three times a week. Never skip a session, even if you’re stumped for leads to work on. You can always be polishing your contacts, catching up on corporate research, or reviewing your progress. Your campaign will develop momentum only if you give it regular, exclusive attention. Try to schedule your work session during regular business hours when you can phone companies and they can get you. Since college students are hard to reach, it’s a good idea to note your “business hours” on letters to executives who might call you. (For long-distance searches, keep time differences in mind.) Choose a time of day when you work best, and when your hour arrives, clear all other work, no matter how pressing, from your mind and desk. Haul out your campaign equipment—looseleaf binder, letter file, appointment book, and calendar. Develop a plan that breaks down the job hunt into discrete, manageable steps. Use the plan as a blueprint for action and a graphic report on your progress.

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Typically, the plan moves through four stages: preparation, approach, interview, and call-back.

PREPARATION: ◆ Draft, revise, design, print resume. ◆ Do background research, work up corporation profiles, list executive targets (names, titles, addresses, phone numbers). ◆ Develop network of contacts; canvass friends, alumni, instructors; attend professional meetings; set up informational interviews. ◆ Consult traditional job sources: placement offices, campus recruiters, advertisements, agencies.

APPROACH: ◆ Establish target list of first- and second-choice prospects. ◆ Produce individually targeted cover letters. ◆ Send resume and cover letter inquiries to first-choice prospects. ◆ Make follow-up calls; keep notes on results. ◆ Make cold phone calls and other informal approaches. ◆ Assess campaign progress.

INTERVIEW: ◆ Schedule interviews with first-choice employers. ◆ Review notes in preparation for interviews. ◆ Send acknowledgment letters to interviewers. ◆ Send resume and cover letter inquiries to second-choice employers. ◆ Make follow-up calls. ◆ Schedule second-string interviews. ◆ Prepare for interviews. ◆ Reassess campaign progress. ◆ Send acknowledgment letters.

CALL-BACK: ◆ Schedule call-back interviews and headquarters visits. ◆ Prepare for interviews. ◆ Send acknowledgment letters.

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◆ Review job offers, using a balance sheet format. ◆ Send acceptance and refusal letters and final acknowledgments. Not every move under each heading belongs in every job search; you’ll want to add or substitute others. What’s essential is that you establish a sequence of checkpoints with which to coordinate and monitor your campaign. You can’t afford to wait until all the results are in before evaluating your campaign. After every significant move, whether it’s a success or a set-back, stop to consider what you may be doing wrong, doing right, or not doing enough of. Comb your response letters and interview notes for clues to how prospects have reacted to your approach. Is there a weak spot in some aspect of your presentation—your resume or perhaps your interview performance? Go back to basics. You may even want to reassess your career goals and qualifications in light of the feedback you’re getting. Don’t expect to have time for everything. A second week of research on a company, for instance, may not make you that much more brilliant at an interview and could be an extravagant use of your time. Set up an agenda sheet. Simply divide a sheet of paper into two columns headed “imperative” and “important.” When you’ve assembled all the week’s tasks, put each under one of the two headings, keeping the two lists exactly equal in length. Under “imperative,” try to fit everything that needs immediate attention, including all matters concerning your first-choice job prospects and tasks in which you’re lagging. You probably won’t be able to fit all your most pressing tasks into the “imperative” column. Some priority jobs will have to move over to “important” to keep the two columns equal in length. Their presence there will nag you into working faster. The next week, as you add to the “imperative” column, remember to move some of the held-over “imperative” listings to the “important” column, so that columns remain equal. If you don’t get around to an item for two consecutive weeks, ruthlessly discard it. Clearly, it’s part of that nonessential 80 percent which, management analysts tell us, always encumbers the absolutely vital 20 percent of any project. When you’re setting up your parallel list, ask yourself why you’re putting off certain moves. Is it from laziness or fear? Or is there real doubt about whether they’re the right steps to take? Don’t truckle to weaknesses in your character, but do stay alert at all times to subconscious signals about what you really want to do. Maintain and extend your contact network. It’s not only who you know but who you can get to know in the course of your search that may ultimately lead to the right job. Keep a record of people you might want to get in touch with in the future. Every week, be sure to enter at least three new contacts. Your job campaign will generate lots of paper—resumes, correspondence, research, and informal notes, such as notes you’ll make during interviews and after each phone conversation. Make your own reassessment sessions written dialogues with yourself, and always have a notebook with you for jotting down ideas on new contacts or job sources.

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All this material, in addition to the business cards you’ll collect, should be parceled out into file folders, for different target employers. File copies of all your letters and responses, and keep an accurate list of executive names and titles in each file. Make a special networking file. Using a separate sheet for each contact, you can keep track of current addresses, phone calls, and new developments. On the outside cover of each file folder, log all the actions taken. Even after you’ve landed your job, these files and the entire search system will continue to serve you faithfully. The research, correspondence, and executive references will be the nucleus for information you’ll be gathering all your working life. After you’ve written your final reinforcement notes of acknowledgment and updated your network names, you can give the system a rest, but when you’ve been on the job awhile, try another major reassessment session. Has the position come up to your expectations? If not, are there lines still open from your earlier campaign? With all the valuable reconnoitering thus far, and some new experience on your resume, last year’s lost opportunity might come to life again. Even if you don’t feel that a change is necessary, you’ll want to keep testing the employment market. Mobility is a fact of corporate life. The job search—and with it, the job search system—is never finished.

Chapter Summary According to the latest Handbook, job outlook will be affected by changes in the size and nature of the country’s population. To get information on the most promising jobs of the future, analyze the job market and find out how the job market is changing. Chapter 15 outlined step I (get the facts and figures about the job market), step II (choose an occupation), and step III (launch a systematic job search). Education will be critical in finding a well-paying job. The low-skill jobs will be going overseas, where employers can find cheaper labor. Fewer jobs will be available for those who do not complete high school.

IN CHAPTER 16, YOU SHOULD LEARN: • Step IV of the job search—effective tools for securing a job • Resume • Cover letters • Resume alternatives • Application form • Step V of the job search—market yourself

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W

hat skills do you need to land a job for yourself? What are the most effective tools for marketing your unique talents and abilities?

Step IV: Use Effective Tools for Securing a Job CREATE A RESUME THAT EMPLOYERS WILL READ Perhaps the first step in writing an effective resume is to use a visual layout to help the eye of the reader. Whether you’re faced with writing your first resume or are deep into revisions on the tenth version, you probably think it’s a difficult job—most people do. Job hunters attach so much importance to resumes that they often forget that even the best-written resume can only open the door. One seldom gets a job without an interview, even if a resume convinces the interviewer the candidate can walk on water. What managers and personnel people look for in resumes changes from time to time. Let’s look at resumes today. They’re getting longer because of a growing desire for more information in businesses large and small. In the past, the common wisdom set a one-page limit for a new graduate’s resume, even for someone with several years work experience. No more! Managers want all the relevant details. This appetite for information isn’t limited to business. Social service agencies and branches of government, too, are looking for more meat in resumes and applications. Employers are generally less interested in what an applicant has accomplished personally than in how he or she has worked with a group or motivated others to be productive. Companies are desperately seeking management trainees with proven leadership ability and willingness to cooperate with fellow workers. Even if you have outstanding grades and high academic honors, you may find that someone who headed a committee of ten volunteers and produced an award-winning homecoming float has the edge with recruiters. The increasing emphasis on participative management and team effort makes resume screeners vitally interested in whether you’ve been part of a team. Football or tennis team captains may have an advantage, but applicants who can show that they’ve been part of any activity requiring teamwork are also sought after. If you have ever made a difference in a class project by getting others involved, then it’s likely that you could do the same in a work setting.

DEMONSTRATE PRODUCTIVITY Productivity continues to be an issue that no business—or not-for-profit organization—can ignore. Your resume should show how you increased output or helped others do so in student body activities. Estimate what difference in dollars or human-hours you made. Did you increase ticket sales? How much? Did you sign up more participants? How many more did you get?

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Avoid puffery. If you rarely did more than the job required, don’t try to create a starring role. Exaggeration is usually obvious to the recruiter, and an interviewer may well hit you with a request for full particulars! On the other hand, do not fail to identify your skills. They are the keys that unlock the doors to employability. A resume must have a job objective that states what kind of work you want, the type of firm you’re looking for, and the geographic area you wish to work in. The job objective is often what companies look at first. Objectives should be tightly focused. If you have had a string of part-time jobs, they can be assets, especially if you made a contribution your prospective employer would value. Did you solicit any new clients for the service? Did you develop new methods, make suggestions, help fellow workers get the work done better? Detailing your part-time jobs is important. Even experience that seems unrelated can be made to showcase your attributes. If you list hobbies and activities on your resume, explain what you learned from them. When you’ve had ten years work experience and you still list your hobbies, people may wonder why, but when you have had only limited job experience, hobbies that provide opportunities to organize, manage, or acquire new skills can support your job objective. If a hobby helped increase your people skills, so much the better.

ORGANIZING Now let’s start planning your resume. Every resume should have at least four parts and no more than six. The first four discussed here must always be included. The last two are optional. 1. Name, address, city, state, zip, e-mail address, and telephone number. Not age, marital status, height, weight, health. (Have you ever seen a resume that said “Health: Failing”?) Irrelevant personal data can never help you and can even be harmful, depending on the prejudices of the reader. Details that could work against you are best dealt with face-to-face at the interview. 2. Statement of job objective. Make this no more than six lines, in paragraph form, and put it at the beginning. Don’t include a job title unless you’re positive and it’s accurate for the company you’re writing to. If you don’t know the title, write “Job Objective: Administrative Assistant position with a major public account firm in the Denver area.” 3. Support data for the objective—experiences, qualifications, successes, and so on. Begin with your most recent work experience. Give job title, name of company, and location. Again, in no more than six lines for each job, describe what you actually did. As a part-time market researcher, you interviewed twelve to fourteen people each hour, twenty hours a week, on their detergent preferences. If possible, include three or four short examples of your tasks and results for each job you held. If you’ve had no paid work experience, talk about school activities and course work in this section. Treat each activity as if it had been paid

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employment. Now, what did you accomplish on the job? Were you measurably more successful than others? Were you recognized for interviewing more people more efficiently than others? Did one of your school activities win an award? Use bullets to highlight your accomplishments. A results statement might read like this: Completed 324 interviews per month for six consecutive months. This was 20 percent more than were done by other interviewers in the department. Be sure your statements are realistic. Don’t try to make anyone believe you can leap tall buildings in a single bound. 4. Education. Include your college degree, major, and minor. On a first resume, you may expand this section to include computer or foreign language courses, if relevant, and seminars or other training which might distinguish you from other applicants. Include other honor society memberships. If you have work experience, emphasize the job rather than your academic or extra-curricular activities. 5. Activities. Be selective. You don’t want to appear to have majored in activities, but you do want to demonstrate how activities developed your personal and professional skills. If you have worked for a few years, omit school activities; list work for community groups and trade or professional associations instead. 6. References. When applying for a job with a not-for-profit organization or with a government agency, you will be expected to include names and addresses of references. However, you don’t need to do so in applications to businesses. You don’t even need to say, “References available on request.” It’s customary to supply them when asked.

WRITING Now that you know what to include, it’s time to start writing. On your first draft, write long. You want to generate enough material to edit down later into short, pithy statements. Let your personal style shine through. Bland, homogenized writing won’t sell you. Use action verbs and colorful language. Do the sections one at a time.

CHECKING When you’ve finished a rough draft, test it for consistency. Show your job objective to three friends and ask what skills they think someone with that objective should have. Next, ask three different friends to read your work and activities write-up and tell you what kind of job someone with those experiences should be seeking. If the two groups don’t agree, rewrite to make the body of your resume support the objective. After you’ve done your best, ask the most notorious nitpicker you know to go over it. Grammatical errors, misspellings, or awkward sentences can kill your chances. If spelling is not your strength, look up every word or get a good editor. Find someone who has been working at the job you want, preferably for less than five years, and ask that person to look at your resume. And ask to see his or hers.

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COPIES When you’re satisfied with your own resume, produce a few copies. Don’t do more than twenty-five because you’ll be revising as your job hunt progresses. Use a typewriter or word processor with a letter-quality printer. If you have access to machines that turn out work worthy of a Fortune 500, so much the better. Copy that looks typewritten makes a better impression than commercially typeset resumes because typeset copy says to the reader: Here’s someone who spent a lot of money to stuff a lot of mail boxes. If you absolutely must make photocopies, be sure reproduction is crisp and the paper is heavy 24–pound bond. Though some experts approve of pastel-colored paper, plain white is preferable. You can’t be too careful about the way you write and produce your resume. It’s your ambassador to managers and interviewers.

Electronic Resume An electronic resume is a resume that is stored in a computer database. The job market is extremely competitive, and employers are now using computer programs to reduce the cost of hiring and to make resume information more accessible. Two systems are now being used. The first system, an applicanttracking system, is a computerized database which allows employers to electronically scan incoming resumes and store the information for future use. The second system in use is a resume databank. These databanks store thousands of electronic resumes submitted by job seekers. In either system, when jobs need to be filled, a computer is fed a list of keywords and phrases. The computer looks through the database and prints out a list of candidates with the most keyword matches. Choose keywords (usually nouns that describe what an employer wants) carefully. Employers are increasingly using resume banks to find new employees. Because the first reader of your resume may be a computer, you should prepare your resume for computer scanning. This does not mean that you will have to rewrite your complete resume. It does mean, however, that you should consider the possibility that your resume might be electronically read, and that you should follow format guidelines for electronic resumes: ◆ Use white 8 1/2 by 11 inch paper, black ink, and quality printing. ◆ Use no more than one 70-inch line length. ◆ Don’t use fancy layouts that may confuse a scanner. ◆ Avoid unusual typefaces and underlining. ◆ Type your name on the first line. ◆ Use a standard address format below your name. ◆ Include all your addresses: e-mail address and land address. ◆ Type each telephone number on its own line and fax number if available.

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RESUME

Anna D. Disk 22714 S. Sherman St. Denver, CO 80224 (303) 722-1661 OBJECTIVE:

Management trainee position with a major manufacturing company in the Denver metropolitan area.

EXPERIENCE: September 1994 to present: Part-time (20 hours per week) clerk, Admissions Department, University of Colorado, Denver, Colorado Responsible for scheduling appointments and making travel arrangements for seven admissions counselors. Followed up with letters to candidates. Results: Saved $1375 in travel expenses for the University in 1995 by checking rates and early bookings. With boss and secretary, reorganized appointment schedule to allow slots for last-minute interviews. With secretary, revised admissions letters to simplify both acceptances and rejections. Reduced mailing costs in the department by 10 percent. With six other part-time employees, organized an Admissions/Development softball playoff. Sixty percent of employees in both departments participated. September 1992—June 1994 Student Manager (25 hours per week), Game Room, University of Colorado, Denver, Colorado Responsible for scheduling 20 pool and snooker tables and 35 video games, collecting money, room maintenance, and lost and found. Total weekly cash receipts exceeded $1400. Computerized scheduling system and coordinated with university library so students could make reservations through the library’s computers. Put together a game room advisory board to set policy and provide feedback. Result: Fewer complaints about scheduling, reservations, etc. EDUCATION: BS, Business, June 1996 University of Colorado Major: General Business Minor: Accounting (10 courses) BASIC, Lotus 1-2-3 Fluent in French HONORS:

Tau Tau Tau business honors fraternity GPA 4.75 on 5.00 scale

ACTIVITIES:

Student Senate Representative, junior and senior years. Headed the Student Activities Subcommittee senior year. Result: With a committee of six, planned and executed a concert which returned a $4200 profit. Activities in Alpha Alpha Beta sorority as Pledge Trainer (junior) and Rush Chairman (senior).

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Make your resume format as plain as possible to ensure accurate reading by computer software. You might want to prepare two resumes—one for the computer to read and one for humans to read. Remember that your resume is “you” in print. Be careful that you employ all the communication skills you have to make a good impression.

Cover Letters Write a cover letter addressed to a specific person, not personnel, to encourage the employer to turn to your resume. Managers are busy people. They read dozens of letters, reports, memos, and proposals each week. They don’t have time to read long letters that never get to the point. Don’t beat around the bush. Don’t make the manager guess what you want. Follow this format to write an effective cover letter: 1. Get the employers attention and tell him/her in the first paragraph that you want an appointment. 2. Build up interest by telling him/her how you got his/her name. 3. Get down to business by stating if you’ve just graduated from school, just got out of service, or if you have some experience in the business. Explain why you chose to contact this company. 4. State that you are enclosing a copy of your resume. 5. Wrap it up by telling the manager that you will follow up with a telephone call. Tell him/her when you’ll call. Then do it. Notice how the cover letter included here works hand in hand with the resume.

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SAMPLE COVER LETTER

22714 S. Sherman St. Denver, CO 80224 November 22, 1995 Mr. Joseph Short Personnel Director Staley/Pluto Computer Co., Inc. 3212 S. Parker Rd. Aurora, CO 80012 Dear Mr. Short: I am very interested in your management trainee program for plant management, which is my major career. I would like to schedule an appointment to speak with you. As a senior in business at the University of Colorado, I’ve been hearing about Staley/Pluto software for four years. Two of my professors, Dr. Havey Byte and Dr. G. Loop, were kind enough to give me your name and suggested I send my resume to you. As you will see from my resume, I’ve had experience with scheduling, maintenance, and cost control. As manager of the Student Union game room, I was responsible for the scheduling and maintenance of 55 game units. I also managed one student helper. I will be calling you Thursday, December 4, at 4 p.m. to see when we might meet. I would appreciate the chance to talk about my experience in person. Sincerely,

Anna D. Disk

Resume Alternatives A good cover letter is the perfect place to project your identity and to focus on the qualifications you think are most pertinent to the job at hand. It not only entices the employer into reading your accompanying resume with care but it can be the deciding factor in whether or not you get called for an interview. The combination of cover letter and resume is what you will send most of the time, but there is also a slightly longer, special-purpose resume letter called the resume alternative. This one is sent alone, and because there is nothing else to back it up, it must serve as both an interest-getter and a mini-resume. It should be used sparingly and never as a teaser to get you inside the door. For most occasions, employers and executive recruiters decidedly prefer a conven-

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tional resume. Its outline form makes it quicker and easier to read than a personal letter, but the resume alternative serves an important function when a complete resume is premature or uncalled for. Here’s when to use the resume alternative: When you don’t have a resume already prepared. Even though you know you should keep your resume up to date, ready to be sent out at a moment’s notice, you probably don’t. Suddenly the Great Job appears and you need to take immediate action. Send a resume alternative. It will get you into the running and buy time to perfect your resume to be mailed later or brought to an interview. For informational interviews. Since informational interviews differ from employment interviews in that they are simply a part of the career counseling process, a letter describing your interests and background can best help the industry professional who has agreed to appraise your situation and advise you. A prepared resume, in this instance, would be premature. Before a job is advertised. Suppose you hear that company X might be starting a new research project. You want to get in on the ground floor but you sense that it’s too early to send a resume. A letter inquiring about the project and providing preliminary information on your background could result in a request for a resume or even an interview. When you lack relevant experience for the job. A resume alternative stressing the skills rather than the job experience that you can bring to the work is a way of avoiding the confining format of the resume, which might force you to list irrelevant jobs and to pad out the space with trivia. The looser framework for the resume alternative letter is especially useful to new graduates, career changers, and homemakers reentering the workforce. For small, informal organizations. Smaller companies, associations, and nonprofit ventures tend to hire through personal contacts rather than through formal personnel procedures because they are largely concerned with how each new employee will fit in. An interesting letter instead of a cut-and-dried resume gives you a chance to communicate your personal style, which, in these cases, may be as important as your professional qualification. Cover letters and resume alternatives are both built around the following elements:

INTRODUCTION Begin by answering the recipient’s first question: “Why are you writing to me?” In many cases your answer will come naturally. “Professor Jones suggested that I get in touch with you,” “I saw your ad for a project manager in last Sunday’s Register,” “I read your article in Concrete Abstracts.” If you are writing to a company “cold,” your reason for approaching them should be credible and specific. Empty statements like “I am interested in growth companies such as yours” won’t do; try to mention something about the organization’s specific products or achievements if you can, or at least

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display a knowledge of the general field. In approaching an HMO, for example, you might say, “I am especially interested in the emphasis on prevention that health maintenance organizations are bringing to the public, and I welcome the challenge of becoming involved in this exciting field.”

MAIN SECTION Now answer the question: “What do you have to offer?” Reference to mutual friends, a shared interest, or knowledge of the company at this point might catch the reader’s attention. But be sure to give enough information to make the employer interested in you. In deciding which qualifications to highlight, put yourself in the employer’s shoes and ask yourself what the job requires. Emphasize what you can do for the company rather than what you expect from it. “I believe that my combination of technical skills and writing ability would be very valuable in your publications department” is a good, positive statement. “I have been promoted twice in the past eighteen months for my ability to bring projects to completion on time and under budget” is even stronger. Do some research on the company and industry. You’ll be in a better position to sell yourself as the right one for the job in question. “Even if your experience is unrelated to the job you’re seeking, it can be turned to an advantage if you understand the job requirements,” says Dr. Randall Powell, assistant dean of placement at Indiana University’s School of Business, in Bloomington. In applying for a sales job, a former teacher might say, “After six years of teaching I know how to make an organized presentation.” The ability to understand and use industry buzz words can make your application more impressive, according to Jack Erdlen, chairman of Costello/Erdlen & Co., an outplacement and human resources firm in Westwood, Massachusetts. Learn the language of business; say “research report” instead of “term paper,” “fund-raiser” instead of “bake sale.” How much you say about your qualifications depends on whether you are writing a cover letter or a resume alternative. For a cover letter with resume, select your one or two best qualifications for the position and refer the reader to your resume for more information. Do not repeat the exact language of your resume; rather, draw attention to the facts that make you particularly well suited to the position or the firm by dramatizing and amplifying them. In the resume alternative, give a fuller explanation of your main qualifications and add a paragraph mentioning your academic degree, special skills, and other work experience to round out your background. The following examples illustrate the two quite different main section formats.

COVER LETTER MAIN SECTION Kari, a graduating senior, is sending a resume and cover letter to a number of banks that have lending officer training programs. She knows that bank personnel look upon related experience, academic credentials, and interpersonal skills as assets, so she stresses these in the main section of her cover letter:

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“I believe that my skills and experience, which are described in the enclosed resume, are important for the banking field. They include: ◆ Banking experience as a teller and trust department intern during summers and term breaks. ◆ Coursework in economics and finance, with a GPA of 3.4 in my major. ◆ Direct sales experience with retail customers. ◆ Active involvement in my college community.”

RESUME ALTERNATIVE MAIN SECTION If Kari wanted to use a resume alternative instead, she would include more detail, as in the following example: “My career goal is to be a commercial lending officer. I have prepared for this career through obtaining the following qualifications: ◆ Experience as a teller and trust department intern at Northfield National Bank in Fremont, Indiana, during summers and term breaks. I served customers, prepared progress reports for large trust accounts, reconciled cash drawer, and processed stock certificates. I also trained new tellers. ◆ Economics major with specialized coursework in money and banking, accounting, finance, and computer science; GPA of 3.4 in major. ◆ Ability to identify customer needs quickly and accurately, enhanced through jobs as a sportswear salesperson and cosmetics consultant; always achieved sales goals. I expect to graduate from Denver University (Denver, Colorado) in June 1997. During college, I was an active member of the Residential Life committee, played intramural softball, and raised funds for a community organization that helped the homeless. I have a working knowledge of Windows 95 and can use spreadsheet software; also can converse in Spanish.” For the resume alternative, note that Kari included specific duties in her banking positions, specific courses taken, and details of her extracurricular activities—information that would normally be on a resume. She stressed the data that she thought would increase her marketability for the position she sought.

CLOSING PARAGRAPH This paragraph, for both kinds of resume letters, encourages continued communication by answering the reader’s question: “What do you want me to do?” Sign off with the same energy that you projected throughout your letter. “I will call next week to arrange an appointment” suggests an active,

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self-motivated person. And there are times when it is practical for you to take the initiative: ◆ When you are hard to reach (in classes or on the road) ◆ When you don’t want your boss or your three-year-old to pick up your calls ◆ When you are job-hunting from a distance and will be available for interviews on a specific date If you want to save the trouble of following up on long shots, it is perfectly acceptable to hand the prospective employer the ball: “I look forward to discussing this opportunity further and would be happy to meet with you at your earliest convenience.” If you haven’t received a response in two to three weeks, you can still follow up with a call reinforcing the message that you are eager and enthusiastic. Precisely because it takes time and effort to write it, your well-researched, articulate letter will make you stand out and put you at the head of the line for the next crucial step—the interview.

!

Tip

FORMAT TIPS ◆ Type each letter individually (never send photocopies) or use a word processor. Make sure the type is clear and clean; older, hard-to-read dot matrix type is not acceptable. If you don’t type, use a service. Cost runs from $.75 to $1.50 per page. Do not submit handwritten letters. ◆ Use business letter format (refer to the samples that accompany this chapter). ◆ Match your stationery and resume stock; 8 1/2″ by 11″ sheets of quality bond in white, ivory, beige, or gray are best. ◆ Unless you are responding to an advertised opening with instructions to write “Dept. R,” address your letter to a specific individual. Consult the latest business directories or, better still, call the company. If you can’t find a name, use the appropriate title for both envelope and salutation. “To the Director of Marketing” is preferable to “To Whom It May Concern” or “Dear Sir.” ◆ Use short paragraphs of two or three sentences and devices such as lists or phrases set off by dashes or “bullets.” ◆ Stick to one page for cover letters, and one and a half pages at most for resume alternatives. ◆ Proofread, proofread, proofread!!

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Application Form Employers have several ways of getting the information they need to make the best selection for the job. Some employers will have you fill out an application form; some will have you write a letter of application. An application is similar in many respects to a resume. It tells your prospective employer who you are and what you can do. The difference, though, is that on an application, the employer asks for the information. You design your own resume, and that gives you an opportunity to “toot” your own horn. Still, you can use the application as a selling tool. The following suggestions will help you sell yourself to the employer. 1. Complete the application form as neatly as possible, and answer all the questions on the application. If a question does not apply to you, write NA, for “not applicable,” or draw a line in the blank space. 2. Be sure that your application agrees with your resume, and that both your resume and your application are honest. 3. Spell all words correctly. If you are not sure of the spelling of a word, choose another word with the same meaning that you can spell correctly. 4. Be accurate and as specific as you can in the space that is provided. When you must write a letter of application, be sure that your letter makes a favorable impression. The following suggestions will help you in writing a letter of application. a. Write a draft first, then rewrite or revise this copy. b. Keep rewriting this letter as many times as necessary until it says exactly what you want to say and how you want to say it. c. The beginning of the letter should tell where or from whom you learned about the job that you are applying for. d. The middle of the letter should describe your education and experience that qualify you for the job. e. The end of the letter should ask for an interview at the employer’s convenience. Be sure to include your phone number so the employer can call you. Before you apply for a job, get some experience in completing an application by filling out the sample application and studying a well-written letter of application.

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SAMPLE SHORT APPLICATION FORM 1. Personal Data

Date ____________

Applying For Position As ______________________________ Salary Desired ___________________ Date Available ______________________ Name (Last)

(First)

(Middle)

Address (Street)

(City)

(State)

(Zip)

Telephone No. ___________________________________________________________________ U.S. Citizen? _____________________________ Educational Data

SCHOOLS

NAME OF INSTITUTION

MAJOR

YEARS ATTENDED

DEGREE

PREPARATORY OR HIGH

XX

COLLEGE OTHERS

Employment Data Begin with most recent employer

EMPLOYERS

YOUR POSITION

DATES

SALARY RECEIVED

From

Start $

To

Finish $

From

Start $

To

Finish $

From

Start $

To

Finish $

SUPERVISOR’S NAME

SUPERVISOR’S NAME

SUPERVISOR’S NAME Skills Typing Speed ___________ words per minute Business Machines

Steno Speed ___________ words per minute

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SAMPLE DETAILED APPLICATION BLANK 1. Personal Data

Date ____________

Name ___________________________________________ Social Security No. ___________________________________ Present Address __________________________________ Telephone Number __________________________________ Permanent Address _______________________________ Telephone Number __________________________________ How long absent from duties _________ Number of dependents _________ Are you a Citizen of the U.S.A.? _________

Date available to begin employment

_________________

If application is for a temporary summer position, give intended employment termination date _____________

Have you ever been bonded? _________ 2. Educational Record School

Name

Years Attended

Graduated

From

Yes

To

Date of Graduation

No

Foreign languages read _____________ Foreign languages spoken ______________ 3. Outside Activities and Office Held Scholarship, fellowships, assistantships received

Membership in honorary or professional societies

Hobbies School activities

Honors

Degree

Major Subject

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4. U.S. Military Status Veterans Period of active duty ____________________________

Type of discharge ____________________________________

Branch of service ________________________________ Highest rank or rating ________________________________ Type of duty Citations or medals received _____________________

Present reserve rank and status _______________________

Non-veterans Present service status 5. References 1.

2.

3.

Name ___________________________________

Street and Number ___________________________________

Occupation _____________________________

City and State _______________________________________

Name ___________________________________


Occupation _____________________________

City and State _______________________________________

Name ___________________________________


Occupation _____________________________

City and State _______________________________________

6. Previous Employment Dates Mo. & Yr.

Name and Address of Company

Type of Position

Wage/Rate

Reason(s) for Leaving

To: From: To: From: To: From: To: From: To: From: To the best of my knowledge, the above information is accurate. Should it be proven this information was purposefully falsified, it will be grounds for immediate dismissal. Signature of Applicant _____________________________________________ Date ______________________________

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A WELL-WRITTEN, PROPERLY TYPED LETTER OF APPLICATION

638 Hollywood Drive Santa Barbara, CA 93111 May 12, 1995 Ms. Sally Kennedy, Personnel Director Lectradynamics Incorporated 6255 Hollyfield Avenue Santa Barbara, CA 93110 Dear Ms. Kennedy: Mr. Andrew Smith, the work-experience counselor at East High School, suggested that I apply for the clerk-typist position in your business office. Please consider me an applicant for that position. I will graduate from East High School on June 12. I have majored in business education. My courses have included computer science, word processing, and two years of typewriting. I type seventy words a minute, and I am familiar with several types of office computers and software. During my senior year at East High School, I have participated in the work-experience program. My work station has been in the accounting office of the Shell Oil company, where I have further developed the skills I have been learning in school. I plan to continue my education in night school and hope someday to become an executive secretary. May I have an interview? I shall be glad to come in at your convenience. My home telephone is 964-9657.

Yours truly,

LaNita Green

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Step V: Market Yourself NETWORK FOR CONTACTS Let everybody know you are looking for a job. Contact your friends and relatives to see if they know of any job possibilities. You should start developing strategies for getting yourself known as well. Join professional organizations. Network persistently—contact at least two people daily.

BROADCAST Make a long list of job leads before you start applying for jobs. The longer the list, the better your chances of finding the job you want. Once you have a list of job leads, begin sending your resume. Mail to at least twenty businesses every week.

TAKE A CHANCE To get a job, you’ll have to take a chance sometime. You must recognize your opportunities.

ADVERTISE Check the help-wanted section of the newspaper daily.

INTERNSHIPS LAND JOBS Internships are natural conduits to permanent positions because they offer practical experience, an inside look at the company, and a chance for the employer to think of you as a proven commodity when a good job opens up.

PLACEMENT SERVICE Visit your school placement office and your state employment office at least once a week.

Chapter Summary This chapter dealt with step IV of the job search (effective tools for securing a job) and step V of the job search (marketing yourself). The tools for securing a job are: ◆ Resume ◆ Cover letter ◆ Resume alternative ◆ Application form

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What managers and personnel people look for in resumes changes from time to time. Remember that a resume is “you” in print. Managers are busy people and don’t have time to read long letters. To write an effective cover letter, get the reader’s attention, create interest and desire, state that you are enclosing a copy of your resume, and wrap it up by telling the manager that you will follow up with a telephone call. The combination of cover letter and resume is what you will send most of the time, but there is also a slightly longer, special-purpose resume letter called the resume alternative. This one is sent alone, and because there is nothing else to back it up, it must serve as both an interest-getter and a mini-resume. Use the resume alternative: ◆ When you don’t have a resume already prepared ◆ For informational interviews ◆ Before a job is advertised ◆ When you lack relevant experience for the job ◆ For small, informal organizations Cover letters and resume alternatives are both built around the following elements: Introduction, Main Section, and Closing Paragraph. An application is similar in many respects to a resume. It tells your prospective employer who you are and what you can do. The difference is that you design your own resume, and that gives you an opportunity to “toot” your own horn. On the application form, the employer asks for the information. Some strategies for marketing yourself are: ◆ Broadcast ◆ Take a chance ◆ Internships ◆ Placement service

IN CHAPTER 17, YOU SHOULD LEARN: • Step VI in the job search process—how to ace the interview • Step VII in the job search process—follow up after the interview

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To handle an interview successfully, you must be prepared. Know about the firm, the job, the interviewer, and have the facts about yourself so that you can present them in clear, concise language.

Step VI: Ace the Interview PREPARATION FOR THE INTERVIEW Prepare yourself for the interview. Don’t let the job you want slip by because you are unprepared. You’ve spent considerable time developing marketable job skills, but the short time you spend in the interview can determine your future use of these skills. There are several things you should do before the interview. Job interviews can be stressful, both for the applicant and for the interviewer. The better prepared you are, the greater your chances are for a successful interview. To handle an interview successfully, you must be prepared by knowing whatever you can about: 1. The firm, the job, and the interviewer. 2. Have the facts about yourself in order so that you can present them in clear, concise language. The major emphasis is to collect data. Both employee and employer want to collect enough data to make a rational decision regarding the employment position. Review Qualifications. Once you have chosen an occupation, you must show that you qualify for the job. As a job hunter you work hard at selling yourself to a prospective employer so that she will hire you. Review the job description and be prepared to show the employer that you qualify for the job. Pick out the skills that are required for the job and be ready to tell where you used those skills. If you have not used them in a job, show that you’ve used them in your everyday life. Life experiences can become job skills. Research the Company. Employers expect you to know something about the company you want to work for. You will favorably impress the interviewer by showing that you know something about the company. You can collect this information by talking with employees of the company, procuring a policy booklet from the company, using the Yellow Pages, or using the Business Directory at the Chamber of Commerce. You might also want to look it up in the library and even check its annual report if it has one. Record the facts so you can readily discuss them accurately in the interview. Take a few minutes before the interview to review these facts. Anticipate Interview Activities. The purpose of the interview is to allow the interviewer to learn about you . . . your attitude toward people and work, your education, your work experience, and your career plans. The

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interview also gives you a chance to gather more information about the company and the job. Interviews serve as a screening tool, so you must anticipate the interview activities. Most interviews are similar and most questions can be anticipated. For many, the interview is the most frustrating and delicate step in the employment process because it seems the applicant must be so many people wrapped into one, but this experience does not have to be frustrating if you’re ready for the interview. The interviewer will be expecting you to answer questions. Come willing to give information. This is an opportunity for you and the interviewer to see if you and the company are a good match. Anticipate the trick questions. Be aware that the answers to trick questions are not what the interviewer desires—your reaction is really what he or she is after. You should give a response that fits your personality—a response that will persuade the interviewer to like you and to hire you. The interviewer will expect you to know something about the company so you can discuss what they do, but guard against excess verbiage. Be concise. Be assertive and attentive. Listen to the interviewer with your eyes and ears for what impresses him/her most in your resume and expand on that. The interviewer will also expect you to ask questions, so be armed with the right questions. Come with Information That Recruiters Want to Know. 1. Basic credentials 2. Relevant background 3. Your career history and work record Bring everything you need to the interview. Take a pen and pencil, basic credentials, your social security card, a copy of your resume or personal data sheet, even if you have sent one. You may want to bring examples of your previous work, such as an article you wrote or a report you compiled. Remember, you are selling yourself. Consider Appearance. Your appearance is an extremely important part of the interview. Make sure your appearance is just right before you go to the interview. It may seem elementary to mention personal appearance, but it is sometimes surprising to see how people dress when applying for a business position. It is true that modern day living tends toward informality, but the importance of a neat, well-groomed appearance cannot be overemphasized. When you appear for your interview, you make your first impression. Your first impression is important because you will never have a second chance to make that first impression. Your entire appearance should be conservative, complimentary, and stylish, but not to the degree that your appearance excludes your other abilities. Dressing for success is an idea as old as business itself, and so is the basic business look, but dressing for success is not all about clothes. You will score a bigger hit if you concentrate on impressing the interviewer with your skills and

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abilities as well as with your good taste in clothes. If you don’t have selfconfidence, the poise, and the positive self-image, you won’t wear the clothes well anyway. Here are some tips for a conservative look. ◆ Wear a suit or a basic dress (simple style) with “covered-up” look. ◆ Wear conservative jewelry that doesn’t jangle, no shining baubles. ◆ Wear nylon hosiery rather than ankle sox. ◆ Remember that gloves look right with or without a hat, no matter what time of year. ◆ Wear simple shoes. Open sandals are for resort and vacation wear; this is no picnic. ◆ Carry a handbag that has been cleared of clutter. You should have a pen and note pad for on-the-spot use. ◆ Should you decide to wear a hat, be sure it does not hide your face. Keep it simple and uncluttered. Don’t wear hair ornaments such as flowers or fancy combs to an interview. Makeup. Cosmetics should be used sparingly. Office makeup usually includes foundation, blush, small amounts of eye makeup, powder, and lip color. Conservative makeup or the natural look is excellent. Hair. A well-groomed and styled haircut is appropriate and indicates cleanliness and efficiency. For both men and women, the most important rule for business hairstyles is neatness. To keep your hair looking neat, no matter what style you choose, you need a good haircut. A good haircut will give your hair manageability and line. Scent. Scent should be subtle or nonexistent. However, if you want to wear a fragrance while at work, follow these two guidelines: 1. Keep the scent light. 2. Make sure that you don’t wear conflicting aromas, for example, aftershave that has one scent and cologne that has another.

PREPARE FOR INTERVIEW QUESTIONS Your interview may be long or short, formal or casual, warm or cool. Whatever its form or character, it’s really a game of eight questions. Learn—and understand—the implications of these fundamental areas of inquiry. Then prepare your prime responses. (Have subsidiary answers ready, too, in case the interviewer probes a given area from many angles.) Here are some of the basic questions you’ll encounter in one form or another in almost every job interview. And here, too, are the answers that can help you get the job.

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How would you best describe yourself? The hidden question here is, “What can you do for us and how well would you fit in here?” What qualities and skills do you need for this job? If it’s a sales representative job, you’ll concentrate on sales experience you’ve had at school or in an organization or in another job. Emphasize any personal characteristics that fit the target occupation. “Even when I sold part-time during school, I enjoyed developing strategies that would move the product faster.” “I like the give-and-take that goes with selling.” “When I was in school, I always sold the most tickets to our club’s dances.” In any job, basic traits that are useful to mention in answer to any variation of this question include, “I’m never sick. I work well with all kinds of people.” And instead of reciting an unbroken list of talents, spice up your response with quotes from others: “My professors and summer bosses always tell me I’m quick to learn and a hard worker, good at organization” (whatever is appropriate for the demands of the desired job). What makes you interested in this job? Behind the smokescreen this time is the query, “Do you have a realistic idea of what’s involved in this job?” If you pay attention, interviewers often hand you the perfect answer. In their opening comments, interviewers usually say what’s uppermost on their minds. When, for instance, they talk about all the pressures and deadlines involved, you can understand what they’re hoping to find in you. Though there may be many reasons you want this job, you’ll concentrate on what they’ve told you is most important to them. So you’ll explain you’re interested because you understand that the job offers what you enjoy—fast work pace, deadlines, and a chance to demonstrate ability under pressure. If possible, you’ll cite examples of having put these abilities to effective use. They don’t have to be earthshaking. Something like the semester you carried more courses than usual, worked part-time, yet managed to earn excellent grades would make the point. Tip: If you come to the interview through an ad or agency referral, you’ll probably be shown a written job description in advance. Use it to ferret out other clues to the responsibilities that interest the prospective employer and shape your replies accordingly. Wherever you can during the interview, find a place to tie your desire to work for them to the company’s goals. Perhaps during your preinterview research you learned they’re coming up fast in the industry. Maybe they’re now number three. When you declare you’d enjoy helping the organization advance to number two or even number one, you’re moving away from the role of an outsider looking for work. Instead you’re becoming a possible teammate—one of us! What is your experience? In other words, tell me what you know, what you’ve learned in any part of your life that will be useful in handling this job. Again target your reply. Focus on the areas of expertise that fit the job, the company’s problems, and its goals. Once more, draw on your research. If supervising and delegating responsibilities are important for this position, perhaps you can talk about your success in training and supervising new clerks at

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your summer job in a supermarket. Or maybe you can prove your cost-cutting and supervisory abilities by telling how, during the year you were house manager of your sorority/fraternity, you instituted new food purchasing methods that saved 15 percent on annual food bills. And how, at the same time, you worked so well with the cook, house porter, and maids that turnover in those jobs dropped to zero. A typical mistake: citing examples and experience that are irrelevant. What do your family and friends criticize or tease you about? Confess anything serious and you’re finished. There are many variations of this question ranging from “What are your greatest weaknesses?” to “What areas of your professional development would you like to work on?” to a friendly interviewer’s “After all, nobody’s perfect. What do you think your friends would object to about you?” No matter how sweetly it’s put, beware. Your new “friend” will definitely count it against you if you reveal a genuine flaw. Confess to a fault that really is an asset for this kind of job. For instance, “Sometimes friends tease me because I get so involved in my work that I forget to go to lunch.” Which of your accomplishments have given you the greatest satisfaction? By now you realize you’re really being asked, “Are you good at any of the things we have a problem with and/or are important for the job?” The interviewer wants to know the kinds of tasks and work climate you function best in. For a job where you’ll have to work with many different kinds of people, you might be able to report that you worked very successfully during summers and vacations as a temporary. Now you tie this accomplishment into the company’s needs. You mention that though many people find temping exhausting because of the constant changes in locale, coworkers, and duties, you enjoyed it. Temping showed you that you can get along well with all kinds of people and adapt easily to different situations. Does the job demand problem-solving skills? Then among your proudest accomplishments you might bring up—with convincing detail—the times you solved problems at school, on the job, or elsewhere. What are your outside interests? Tricky translation: Will your lifestyle or leisure activities embarrass us or keep you from giving your best? If the purchasing agent for the firm’s biggest customer is your tennis partner, by all means mention it. If you’re on speaking terms with some of the town’s business tycoons because of your work on an environmental committee, do tell them about it. Indeed, any noncontroversial community activities can be helpful as an indication that you work well with a group or have leadership qualities. Also worth mentioning are leisure pursuits which reinforce your job credentials. Most experts warn against talking about religious or political activities. No interviewer can control reflex prejudices and you never know what you’ll trigger when religion and politics enter the discussion. If your leisure activities afford you no business clout, then bring up only those which won’t alarm your interviewer, such as swimming, photography and so

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on. Better ignored are diversions like motorcycle racing, hang gliding— anything that could cause an injury that might keep you off the job and increase the company’s group medical costs. How would you define your long-range career goals? If we hire you, are you likely to stay for a while and is this job really the kind of work you’re interested in? It’s usually best to indicate general goals rather than specific. Naming a particular job, a definite salary, or even the bold, “I want the president’s job” usually work against you. Interviewers generally see such answers as indicating an inflexible, narrow view of your future. Better to say something to this effect: “I hope I’ll have had promotions and will be making steady progress in this field.” Or, “As hard as it is to predict the future, I’m very committed to a career in this field and I hope to stay here as long as I can make a useful contribution.” Do you know what salary we’re paying for this job? Two possible meanings: (1) Maybe we can get you at the bottom of our salary range. (2) Are your expectations realistic? Try to delay the answer to this question as long as you can, preferably until you get the job offer. If the question comes early in the interview, sidestep with the reply that you understand that salaries are commensurate with the responsibilities and opportunities of the position, and you’d like to explore them further. If you ask for a high salary before you’ve convinced them that they need you, that often ends the interview. But once they’ve made up their mind and invited you to join the organization, they’re in a different mood. At this point they’re inclined toward making some salary concession to get you. It is best then if you request a high but realistic salary. (You should check the going rate for this kind of work in your area before the interview from newspaper ads, placement agencies, friends in the industry.) Trying to look like a bargain by naming a low salary often backfires. You may indeed land the job— but at significantly lower pay than if you’d spoken up and suggested somewhere near the top of the salary range. You’ll probably have to compromise and settle for less than the sum you named; asking a higher-end figure usually brings you better final terms than you’d win with any other strategy. Ultimately you’ll graciously compromise and accept “because the job offers such a great opportunity.” Tip: Try hard to draw a first salary suggestion from the interviewer. You can always name your own figure and negotiate for a very different amount if the interviewer’s initial sum is unsatisfactory. But an opening salary from the interviewer protects you from the tragedy of asking for less than they expected to pay.

The Universal Link If you look over the hidden meanings in each question we’ve discussed, you’ll discover a common denominator. On the surface the questions all appear to be about you. In truth, they are a tool for discovering what you can do for the

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employer. For an organization that’s thinking of putting responsibility in your hands, it’s a reasonable attitude. Whatever the question, take a moment to think, “What details of my abilities and experience could be useful to them?” and you’ll have your answers. You’ll be giving the interviewers what they’re looking for. They, in turn, will offer you what you came for—a good job! Consider Ways to Distinguish Yourself. Your interviewer is interested in your alertness, your ability to learn, and your willingness to adapt to new ideas and procedures. What the interviewer really wants to see is an intelligent attitude. Distinguish yourself the following ways: ◆ Use positive information. ◆ Put most important information first. ◆ Show a good work history. ◆ Avoid being average. ◆ Be consistent. ◆ Give direct honest answers. ◆ Show that you have confidence. ◆ Show that you can make a contribution to the company. Expect the Unusual. There will be highs and lows during the interview process. Expect the unusual. Perhaps you’re always a cool, calm person, but at an interview, you might find that you’re nervous. Rubbing your hands together seems to help burn off anxiety and breathing deeply provides oxygen. Although you sent a resume to the interviewer, expect him/her to ask you if you have a copy. The interviewer might want to see how prepared you are, or he/she might have temporarily misplaced the copy you sent. The job you discuss during the interview may not be the job you applied for. It may be an upgraded or downgraded version of the job you applied for, or a totally different job from the one applied for. Write down the technical name of the job discussed in the interview so that you can refer to it intelligently and ask questions about it when, and if, another contact is made.

Last-Minute Suggestions 1. Write down the exact interview day of the week, date, and time. 2. Write down the address of where the interview will take place. 3. Obtain the correct spelling and pronunciation of the interviewer’s name and title. Record the room number and the telephone number. 4. Make parking arrangements in advance.

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Tip

TEN LAST-MINUTE IMAGE CHECKS—HERS 1. Good skin signals you know how to take care of yourself. What does this mean day to day? Rest, healthy foods, common sense—and skincare products that don’t have to be complicated, or expensive, to work. 2. Makeup should always take a back seat to the real you. Sure, you want to look better than natural, but you don’t want anyone to think makeup is the reason you do. 3. Neat hair . . . competent you. That’s the implication. More important than the style you choose is how it looks on you and how it works every day. 4. Dressing for business doesn’t mean wearing a corporate uniform. The dark fitted jacket, white button-down shirt, silk bow, straight skirt, you’ve seen before. And if you think of them as fuddy-duddy, you’re right. Looking dated can slow you down. A navy wool crepe suit you can wear practically all year long is seasonless and smart, and will give you years of wear. 5. Don’t be afraid of style. You have everything to gain by developing your own sense of style. Style is the extra edge that can help you stand out from the crowd. Looking good indicates you’re a little more creative, a little more confident and, to an interviewer, it may mean you’re just the kind of person for the job. 6. Accessories—personal choices that let you shine through. The only rule is to keep it simple. 7. We never have to see your sneakers to know you can be as sensible as your shoes. The point is: You don’t have to stint on comfort to look good. Pretty flats and well-cut pumps (with enough room for all your toes) can walk you to the interview and look both businesslike and flattering. 8. The way your body takes up space can say you’re sure of yourself. Or not so sure. Just by acting self-assured, you’ll feel more confident. There is a direct link-up between good posture and a positive attitude. You see it every day: Someone who enters a room, looks at you directly, and participates right away, gives a very different impression from the person who sits, hands folded, in a corner, waiting to be spoken to. So stand up tall. Sit relaxed. And speak up. It’ll all help give you the boost you need to take command of yourself and what you want to say. 9. Not too round. Not too slim. The body image people trust cuts it right down the middle. The best way to improve your body image is through movement— healthy, monitored exercise and sports to realign your body and improve the (continued)

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way you move through the world. You need that. Especially if you know you’re stiff under tension or slumpy when bored. Body awareness really can make a difference. 10. The advantage a winning personality gives you is something worth working for. A friendly smile, an attentive manner, and quick responses are what make people nice to be around. And that’s important to people you’ll work with every day. Your enthusiasm for work and your ability to get involved right away are contagious and can make you more attractive. So pay attention, listen well, and think.

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TEN LAST-MINUTE IMAGE CHECKS—HIS Looking good raises your chances, gives you an advantage. When you need a little extra confidence on your side, try these ten checks for skin, hair, clothes. Pay attention. Every single effort you make can send a signal that you’re someone to be taken seriously. 1. Good looks aren’t only “skin deep”—but they can start there. Men are finally learning what women have always known: to look good, they need to take care of their skin. 2. A great shave makes you look better, which can make you feel even better. Shaving can irritate skin, and since men shave every day, they really do need to take special care of their skin—and clear away redness caused by razor burn. 3. Neat hair—one of the main components of good appearance. When snap evaluations are being made, the right cut conveys you know what you’re doing. For business, a man’s haircut should be simple, clean, close-to-thehead. Shorter hair makes your face seem more open, more alert—another way of telegraphing how you see yourself. 4. There’s only one thing better than a navy suit—a sharp navy suit. Experts agree that navy is the color of choice for every interview. 5. When you’re in top form, draw attention to it with a crisp white shirt. White—even as a background for stripes—can light up your face and look fresher than any color. The ideal fabric for business is cotton. It looks rich and cool and seems to hold its crispness better than anything. 6. Neckties raise the flag on your mood and attitude. A deep, rich color always looks expensive, and a no-shine silk is the fabric of choice to wear anywhere, any time of the year. Please note: your tie should meet your belt buckle, and be no wider than your suit lapel.

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7. Polished shoes—one giant leap toward success. The classic brown cap-toe Oxfords are a great investment that’ll last and last if you care for them. A shoe shine every week—with polished soles too. The rule for socks is simple—dark is best, neither sheer nor heavy. The idea is to keep attention focused on your face. 8. The way your body takes up space can say you’re sure of yourself. Or not so sure. Just by acting self-assured you’ll feel more confident. There is a direct link-up between good posture and a positive attitude. You see it every day: someone who enters a room, looks at you directly, and participates right away gives a very different impression from the person who sits, hands folded, in a corner, waiting to be spoken to. So stand up tall. Sit relaxed. And speak up. All of this will help give you the boost you need to take command of yourself and cover the points you really want to make. 9. Not too round. Not too slim. The body image people trust cuts it right down the middle. The best way to improve your body image is through movement— healthy, monitored exercise and sports—to realign your body, and improve the way you move through the world. You need that. Especially if you know you’re stiff under tension or slumpy when bored. Body awareness really can make a difference. 10. The advantage a winning personality gives you is something worth working for. A friendly smile, an attentive manner, and quick responses are what make people pleasant to be around. And that’s so important to people you’ll work with every day. Your enthusiasm for work and your ability to get involved right away are contagious—and being involved can make you all the more attractive. So pay attention. Listen well. And think.

Interview—Beginning to Ending THE BEGINNING Arrival. Arrive at least ten to fifteen minutes early. Announce yourself clearly and precisely. Speak in a cheerful tone and always be pleasant. Keep in mind that the clue to your personality is not only in what you say, but also in how you say it. You can make a good or a bad impression on other people just by the way you express yourself. The best way to do this is to say, for example, “I have an appointment at nine o’clock with Mr. Snow. My name is Lois Cole.” Remember not to use Mr. or Ms. when saying your name. Another way to make a good impression is to display some specific concern in the person to whom you are talking. Learn the person’s name and use it. The receptionist will probably introduce you to the interviewer. Her body language will give the interviewer a clue as to how she sees you. The receptionist has the power to compliment or degrade you with just a subtle glance, raised eyebrow, or facial expression. She, in some cases, can make or break you. After you have let the receptionist know you have arrived for your interview, wait for his/her instructions as to what is next. Arriving early gives

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you time to fill out an application, if necessary, and it also illustrates your promptness and helps you to avoid that rushed feeling. Introduction to Interviewer. If the receptionist introduces you, you have only to say, “How do you do?” If you must make the introduction, you immediately say, “How do you do Mr. Snow? I’m Lois Cole.” Today, it’s up to the interviewer to offer to shake hands first. Always have your right hand free, just in case. Wait until you have been asked to be seated. If the receptionist did not take your coat and if you aren’t told where to place your things, put them on a nearby chair in a neat pile. Never put anything on the interviewer’s desk. Posture. Sit straight in the chair or toward the front edge of the seat. Put your hands in your lap and clasp them together to avoid unconscious drumming of fingers or sporadic hand movements. Keep both feet on the floor to avoid that lounging look. If crossing legs for the ladies makes you more comfortable, do it in a manner that is not revealing. Smoking. Never light up a cigarette in a stranger’s office without permission. Don’t ask for permission; wait for the interviewer to make the offer.

DURING THE INTERVIEW Direction of the Interview. After you enter the interviewer’s office some light conversation will usually take place. This is the interviewer’s attempt to make you comfortable. After a couple of minutes, the interviewer will shift to the business at hand. Ideally, the direction of the interview is up to the interviewer. You’ll run into all kinds of personalities, however, so be prepared. Answer all questions honestly and openly. You can stop for a couple of seconds to organize your thoughts. You do not have to be instantaneous with your responses. You can create a favorable impression by using words correctly. Speak loudly enough to be heard and be specific with the pronunciation of your words. You should do your utmost to be clear and concise. You must be able to use an appropriate word, first to attract the attention of a person and then retain his interest. Never talk about yourself for more than one minute. Never fear not using big words, as most of the big long words are little things. Most great things have small names such as life and death, day and night, or love and peace. You should use little words in a big way. Be sure to smile from time to time. Be conscious of your facial expression. Job Duties. Be sure you know exactly what the job entails—exactly what will be expected of you. You may not have all of the skills required to perform the job duties. The interview is the best time to discover that—not the first day on the job. Remember, you will be performing for eight hours a day so make sure you know exactly what you’re getting into. Salary. The question of salary is academic until you are actually offered a job. Ideally, it is a question which should be brought up by the interviewer; however, if salary is a crucial issue for you, and it is for most people, go ahead and ask about salary if the job is offered you. This is important to know before you accept the job. One word of warning: Many young people, with little or no

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experience, have an exalted opinion of their worth in terms of dollars and cents. Here’s where your research comes in. Find out—before you make the mistake of asking for too much money—what the going rate of pay is for a particular job. Talking about money is a delicate exchange. Once the subject of salary is mentioned, keep the discussion pleasant and reasonably impersonal. If you are offered less than the job is worth, apologize for taking up the interviewer’s time and leave gracefully. If you are a first-time job seeker, your role is relatively simple. You are more interested in the opportunity than you are in the money. Also, you are very confident that your ability will pay off in time. Since your bargaining power is limited, you might as well be nice about it. Either the salary offered you is sufficient, or you look elsewhere.

ENDING When to Go. When is the interview over? There is no clear-cut answer. Usually the interviewer will close the interview with some remark such as, “Well, Ms. Cole, we expect to make a decision by Friday. If you are chosen, we will get in touch with you.” You have to listen for cues, and the cues vary. They range from “Thank you for coming in,” to a preoccupied stare that silently says, “Please go.” Sometimes the cue is more of a feeling than a definite statement. Once you sense it, gather up your things and go into your thank-you speech. As you leave, it is the interviewer who should be the first to offer to shake hands and suggest what you may expect next. If this information is not given, it is acceptable for the applicant to ask how soon a decision will be made. Interview Questions. There are two basic ways of interviewing. One method is for the interviewer to simply ask you to talk about yourself. If this happens, you must do most of the talking. Be sure to discuss your qualifications for the job. It is also a good idea to show that you are interested in the company. Give some specific reasons for wanting to work for that company. This is why it’s important to learn as much as possible about the company before you go to the interview. In the other type of interview, the interviewer finds out about your qualifications by asking specific questions. This is probably the most common type of interview. At the end of this chapter I have included a list of some of the most frequently asked interview questions.

AFTER THE INTERVIEW After each job interview, take a few minutes to evaluate your performance. Look at yourself through the interviewer’s eyes and rate yourself on the following points: ◆ Appearance ◆ Verbal presentation and nonverbal signals ◆ Honesty ◆ Determination

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◆ Self-confidence ◆ Imagination ◆ Manners ◆ Attitude Appearance—This includes health, grooming, hygiene, posture, dress, and social graces. Verbal presentation and nonverbal signals—This includes your tone, grammar, pronunciation, and vocabulary. Honesty—Tell the truth. Remember you’re selling yourself. Say what you can do, but remember you can’t do everything. Determination—A willingness to tackle a job and get it done, and take on responsibility. Self-confidence—Self-confidence is an important trait. Believe in yourself. Program yourself for success. Develop a feeling of importance. Imagination—Use your imagination in turning your weak points into strengths. Focus on your assets and counter your weaknesses with them. Manners—This includes your attitude, enthusiasm, friendliness, tact, as well as social graces. Attitude—Your state of mind—a positive mental attitude. The way to start is to take the first steps toward being positive—change your negative attitude. Look pleasant, smile. Be interested in what is going on around you. If you evaluate yourself after each interview, you will learn from each experience. You will get better and better at making a good impression in an interview.

Step VII: Follow Up After the Interview MAKE A FAVORABLE IMPRESSION If the interviewer offered you the job, make a decision. If the interviewer neither offered nor refused you the job, there’s still time to make a favorable impression. Follow up the interview with a thank you letter, and telephone call. It’s just plain good manners. Since few people do this, it will make the interviewer remember you. Keeping yourself in the picture is usually to your advantage. Its purpose is to show appreciation for the interview. Your letter also reminds the interviewer of your interest in the job. Your thank you letter can be very simple. Here is a sample thank you letter.

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SAMPLE THANK YOU LETTER

2911 Park St. Nashua, NH 03000 March 31, 1995

Mr. James S. Homes Marketing Coordinator Gadgets, Inc. 1234 Grant St. Burlington, VT 05400 Dear Mr. Homes: Thank you for meeting with me on Tuesday to explore the career opportunities of Marketing Assistant in your department. The description of the Marketing Assistant position sounds extremely interesting, and I’d like to confirm that I definitely want the job. Gadgets, Inc. impresses me as a company that recognizes employees’ skills, and I’m confident that I could quickly become a productive member of your staff. I appreciate having the opportunity to be interviewed for the position. I look forward to hearing from you about your hiring decision.

Sincerely,

Lois Cole

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QUESTIONS

COMMONLY ASKED QUESTIONS IN AN INTERVIEW During the interview, certain questions are usually asked. How you answer these questions will affect the interviewer’s impression of you. Here are some questions that are frequently asked by an interviewer. • Where do you want to be in five years? • Why are you leaving your present job? • Tell me about your personal interests. • What are some of your more rewarding personal achievements? • Why should I hire you? • How do you set priorities on your time? • What would you like to have accomplished in your present job that you haven’t? • What would be the toughest (most enjoyable, least enjoyable) aspect of this job, should you take it? • What problems do you think the company faces over the next year? Five years? • How would you deal with a subordinate who resents you? • How would you handle stepping into a department that was set up and run for many years by one wellliked and well-respected person? • What are your goals for your present job for the next few years, if you were to stay on there. • How can you contribute to solving this company’s problems if you are hired? • We expect your division, should you take this job, to grow substantially in the coming year. What kind of plans for growth do you foresee? • What factors are most important to you in ensuring your satisfaction on this job? • We think you should hire a good person right under you, and this would involve creating a new position. What would you look for in such a person? • Which of these job responsibilities appeals to you the most? The least? • Tell me something about yourself. • Why do you want to work for us? • What would you say are your biggest strengths and weaknesses? • What do you like most about your present job?

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• What do you like least about your present job? • What do you really want to do in life? • What are the most important rewards you expect in your career? • Why did you choose the career for which you are preparing? • How would you describe yourself? • How has your college experience prepared you for this career? • What qualifications do you have that make you think that you will be successful? • In what ways do you think you can make a contribution to our company? • Describe the relationship that should exist between a supervisor and subordinates. • Describe your most rewarding college experience. • Why did you select your college or university? • What led you to choose your field of major study? • What college subjects did you like best/least? Why? • Do you think that your grades are a good indication of your academic achievement? • What have you learned from participation in extra-curricular activities? • In what part-time or summer jobs have you been most interested? Why? • What do you know about our organization? • Will you relocate? Will you travel? • Are you willing to spend at least six months as a trainee? • What have you learned from your mistakes? • Do you have any questions for me? • How did you hear about us? • How long have you been looking for work? • What’s your favorite color? • What time do you get up in the morning? • What is your favorite TV program? • What is your all-time favorite movie? • Give me two reasons why I should NOT hire you. • Do you have any questions for me?

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QUESTIONS

APPLICANT’S QUESTIONS Interviewers will expect you to ask questions, and they want them to be intelligent, and well-thought out. Here are some questions that the applicant should ask. • How long have you been working here, and how did you come to work for this company? • What do you like and dislike most about the company? • Tell me about the company’s product line. What major markets does it sell in? • In your department, what separates the winners from the losers? What do you look for? • How many people were promoted in this department last year? • How many lay-offs has the company had in the last three years? How many people lost jobs? • Is this company owned by a larger company? Does it own any other companies? • If you were to offer me a job, where could I expect to be five years from now? • Does the company have an employee stock-purchase or profit-sharing program? • What kind of medical, dental, and health coverage does the company offer? • Could you give a tour? I’d love to meet some of your people and see your facilities. • When could I expect to start work? Where should I report and who should I see?

Chapter Summary Chapter 17 introduced steps VI and VII in the job search process—how to ace the interview and follow-up procedures after the interview. Prepare yourself for the interview by familiarizing yourself with the things you should do before the interview. To handle an interview successfully, you must be prepared by knowing whatever you can about the firm, the job, and the interviewer. You should also have the facts about yourself in order so that you can present them in clear, concise language. The major emphasis is to collect data. Both employee and employer want to collect enough data to make a rational decision regarding the employment position. Bring everything you need to the interview. Take a pen and pencil, basic credentials, your social security card, a copy of your resume or personal data sheet, even if you have

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sent one. You may want to bring examples of your previous work, such as an article you wrote or a report you compiled. Remember, you are selling yourself. Your appearance is an extremely important part of the interview. Your entire appearance should be conservative, complimentary, and stylish, but not to the degree that your appearance excludes your other abilities. Arrive at least ten to fifteen minutes early. Whether you are offered the job or not, follow up with a thank you letter and telephone call. It’s just plain good manners.

IN CHAPTER 18, YOU SHOULD LEARN: • How to work in a diverse environment • The way of the future • Guidelines for success in a culturally diverse workplace

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18

WORKING IN A DIVERSE SOCIETY

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Diversity—The “Buzz” Word of the New Millennium The working world is undergoing many changes. Being aware of these changes can help as you plan your work life.

Working in a Diverse Environment The entry-level applicant who exhibits an ability to work effectively in a diverse environment has a competitive advantage. One of the most significant changes occurring in business today is the increasingly diverse workforce, both abroad and at home. Not only are more businesses expanding their operations overseas, but many workers are traveling to new countries, working alongside individuals whose cultures differ substantially from their own. Workforce diversity, once a topic reserved mainly for corporate think tanks and research libraries, is now being heralded in daily media headlines. Diversity has emerged as one of the hottest issues across the country. The news tells us that in the workplace of the 1990s, the concept of “managing diversity” has an impact rivaling such long-accepted socioeconomic totems as “equal opportunity employment” or even “workers compensation.” It seems to be an idea whose time has come, because, on the surface at least, the notion that companies ought to establish policies and procedures to encourage and support employee diversity appears necessary and truly noble. In truth, however, the combination of growing labor market pressures and an increasingly global marketplace is convincing organizations that employee diversity may be a singular key to increased performance and profitability— a real challenge for the 90s.

Global Marketplace With the globalization of the world economy, it is imperative that managers, both present and future, be sensitive to differences in intercultural business communication and practices. The potential for miscommunication has increased—but so have the opportunities that come with cultural diversity. Cultural diversity may present new challenges in the workplace, but it has also helped companies reach new markets. The globalization of business has created new demand for business communicators with intercultural skills, skills that could give job hunters a positive edge in the job search. With people on board who are knowledgeable about other cultures, often because they’ve been a part of them, companies are finding it much easier to reach new customers, expanding into markets that are hungry for their products but that have traditionally been isolated by cultural barriers. Those markets aren’t always across an ocean; managers are learning not only to understand their kaleidoscopic workforce but also to reach the ethnic communities in their own cities. While recognizing the significant differences that can exist across cultures and subcultures, it is important to acknowledge the existence of individual differences within any given society.

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Defining the Term Despite its recent play in the media, “managing diversity” is a concept a lot of Americans still struggle to comprehend. Many wrongly assume that it stands for little more than beefing up affirmative action practices, but it has much deeper implications. Management in most companies or organizations define “managing diversity” along the following lines: A policy or practice that enables people of all races, ages, genders, sexual orientations, disabilities, cultures, religions, and styles to work together in an environment that thrives on individuality and encourages each person to reach his or her full potential. Clearly, based on this definition, the issues inherent in diversity are much more consequential and complex than those of mere race and gender, as they are addressed in the foundations of affirmative action. Diversity, then, is far more inclusive than simply race and gender. Diversity encompasses all the differences that could interfere with people’s ability to produce. We are talking about the differences people bring to the company—not just race or gender, but age, lifestyle, religious or spiritual orientation, education, and socioeconomic class. The foods and food habits of each cultural group in society are often associated with religious beliefs or ethnic behaviors. Eating, like dressing in traditional clothing or speaking in a native language, is a daily reaffirmation of cultural identity. An adequate preparation for today’s workplace must include learning to function effectively with those “different” from oneself.

Learning to Understand and Value Diversity With the increasing multiethnic composition of the North American labor force and the growing participation of women and minorities in the professional and managerial ranks of organizations, it is equally important that students, and managers of the future, be attuned to the issues associated with managing and valuing diversity. Campus debates across the country have focused on whether or not to institute ethnic or gender studies requirements. There are those who argue that colleges and universities have a special responsibility to help students become more tolerant, more open, and more accepting of the differences we find in our changing society. Indeed, faculty, administrators, and students are struggling with ways to make our campuses more supportive of differences in racial/ethnic background, sexual orientation, gender, and cultural experience. Institutional mission statements have been modified to incorporate or to reaffirm the importance of diversity. Cocurriculum programs and services have been created to insure that students are exposed to issues of diversity as part of their out-of-class educational experiences. Linda Darling Hammond, Professor, Columbia University, states it this way, “On the eve of the 21st century, we

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enter an era in which all people must learn flexibly and effectively to survive and succeed in a fast-changing world. If we cannot accomplish this task at this moment in history, a deeply stratified society—one divided by access to knowledge and the opportunity to learn—will undo any chance for democratic life and government. If equality, humanity, and freedom are the promise of democracy, then education is the promise keeper.”

Diversity, a Profit Motive What about the profit motive? If we assume that companies in the private sector are in business for no other reason than to make money, then the natural question that arises is whether a company can truly afford the costs of creating and implementing a bona fide program which, over a long period of time, addresses the complex requirements of managing diversity. By making a successful business case for establishing managed diversity programs, many companies are making headway with senior management. Diversity proponents in several large companies—such as Xerox, Digital, American Express and Pepsi-Cola—focused their arguments on the negative aspects of poor diversity management, and, by tying nonproductive behaviors associated with them to the bottom line, they aroused management’s full attention. Such issues as the high cost of frequent turnover and the lack of productivity that results when employees have problems balancing work and family obligations have helped management see how critical diversity can be to overall profitability. Nearly every large American company is hearing about the necessity of managing diversity and how significant it is to their continued business success. So, despite the significant, ongoing cost of establishing and maintaining programs that support diversity, companies are truly beginning to recognize their longer-term benefits. It is also a given that when people feel good about where they work, they’re more productive. Whether from a humane or profit-motivated point of view, more and more companies are seeing their way toward creating a work environment that encourages diversity, with higher productivity as one of the byproducts.

Demographics and the Global Market Another compelling reason for better managing diversity in the workplace centers around the changing demographic makeup of the American labor pool. The white male population that once dominated the business world now numbers less than half and continues to be a declining proportion of the workforce. A substantial majority of new entrants into the workplace are women and minorities, one of the most positive effects of the changing attitudes toward cultural diversity. Today, the most successful companies recog-

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nize that the skills they need may be found in individuals who don’t fit the traditional mold. The best people for upper management jobs may be of another race, gender, or native country than what was traditional in the past, and their manner of communication may be influenced by differing cultural norms—but their abilities to excel remain undiminished. This phenomenon, coupled with legal and social movements with respect to rights of those with disabilities as well as other groups, accentuates the need for business organizations to manage diversity effectively. Recruitment practices in all industries today focus on attracting and retaining the best talent. In the past, most recruitment, particularly at executive levels, targeted white males. A recent study conducted by the Hudson Institute indicates, however, that by the year 2000, perhaps as much as 85 percent of growth in the U.S. labor force will be comprised of women, minorities, and immigrants. Other studies point to the diminishing size of the overall labor pool in this country, due in large part to the passage of the “baby boomers” through their work years and into retirement. Facing these twin issues, managers will have no choice but to hire from the ranks of women and minorities that, by then, will make up a significant percentage of the available pool of labor in the United States. Along with demographics, the globalization of the U.S. marketplace has had a resounding impact on the nature of work in this country. Expansion of U.S. companies into international markets and the relaxing of foreign trade barriers promise to create an even greater cross-cultural mix of employees and business practices. This development has some rather striking implications for diversity as a work-related tool and stands as one of the strongest rationales for establishing and maintaining effective diversity management programs. At the very least, in this milieu, organizations will be much more inclined to hire workers with some understanding of and sensitivity to many different cultures.

Diversity for its Own Sake While profit motivation, higher productivity, demographics, and the globalization of the marketplace appear to be the underlying forces behind most campaigns to address diversity in the workplace, there is a growing awareness of the need for organizations to effect change along moral and ethical lines. Human resources departments are beginning to take a much more facilitative approach to employee issues. In an economy geared more toward providing service than producing goods, management policies toward employees have begun to take on the characteristics of a customer service operation, with greater sensitivity to employees’ needs and desires. The commitment of company resources to diversity training is evidence that organizations consider these skills and attitudes essential to their success. Inherent in these developments is the message that diversity may indeed be right for the bottom line, but it is increasingly clear that it must also have a sense of rightness for its own sake. In any case, with many seminal programs already initiated, workforce diversity promises to hit its full stride in the U.S. labor force.

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The Way of the Future Foreign Investment. Economists project a soaring U.S. foreign debt. With such reliance on foreign investment, American businesses will continue to increase their international market. Companies who recognize the importance of communicating and becoming familiar with the specific beliefs and practices of different cultures will have positioned themselves for effective global competition in the future. Culture Fax. Author and entrepreneur Sondra Snoden has hit on a terrific service idea for the 90s: the 1-900-PROTOCOL Global Fax Service. Business executives who need to communicate with or travel to a foreign country can dial Snoden’s computerized service and receive by return fax a ten-page document highlighting business protocol and cultural demands of the designated country. Also, for a $3 access charge and $1 per minute thereafter, the executive can dial up Snoden’s Official International Protocols, a book-on-fax that can be accessed from any fax around the globe. They’ll receive tips on troubling dilemmas that arise in personal meetings (such as accepted format for written communications). Snoden, author of The Global Edge, offers advice on business transactions, appropriate attire, food, language, and other customs for more than sixty countries. Her simple, fax-based services smooth an executive’s entry into a variety of situations: Is a gift appropriate? Are business subjects introduced right away, or do they come up slowly, after considerable small talk in personal meetings? Knowledge of cultural differences can help make the difference between the success or failure of thousands of business ventures, and break through cultural barriers. Changing the Face of the Globe. Shaking off our ethnocentric thinking will unleash a powerful labor pool and literally change the face of the globe. Employees and students, as well, are facing exciting times as they plunge into a business world of thriving diversity. They’ll need to develop the patience, open-mindedness, acceptance, and cultural awareness this new world demands.

Guidelines for Success in a Culturally Diverse Workplace ◆ Accept cultural differences. ◆ Use familiar words in oral and written communications. ◆ Wait for feedback and assess how well you’ve been understood.

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◆ Learn how to be a “people” person. a. Treat people like treasures. b. Accept people for who they are. c. Be a servant of others. d. Forgive those who hurt you. e. Challenge people to grow. f. Celebrate other’s successes.

Chapter Summary The working world is undergoing many changes. Being aware of these changes can help as you plan your work life. With the globalization of the world economy, it is imperative that managers, both present and future, be sensitive to differences in intercultural business communication and practices. Another compelling reason for better managing diversity in the workplace centers around the changing demographic makeup of the American labor pool. While profit motivation, higher productivity, demographics, and the globalization of the marketplace appear to be the underlying forces behind most campaigns to address diversity in the workplace, there is a growing awareness of the need for organization to effect change along moral and ethical lines. An adequate preparation for today’s workplace must include learning to function effectively with those “different” from oneself.

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A Acceptance in the workplace, 13–14 Accessories, clothing, 121–125 Activities, record of, 59–60 Alignment, checking, 87–88 Appearance grooming, 101–107 health, 74–91 hygiene, 94–101 during interview, 261–262, 272 inventory, 145–146 social graces, 164–175 wardrobe, 110–161 Application forms, 251–255 sample detailed form, 253–254 sample letter of application, 255 sample short form, 252 suggestions for, 251 Appointments, etiquette of handling, 173 Athlete’s foot, 105 Attitude defined, 6 facial expression and, 6 goal setting and, 14–15 humor and, 12–13 during interview, 272 inventory, 18–19 life management skills and, 58–68 listening and, 188 personality, 22–29 posture and, 86 relationships and, 12–14 self-esteem, 13 self-image and, 7 stress and, 52 success and, 13, 32 workplace, 32–54 Awareness, self, 11

B Bags, 113, 123 Bathing, 101

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Index Behavior, office, 174–175 Belts, 111, 122 Blouses, 111, 117, 119 Body care, 101. See also Hygiene Body language, 191–192 Body mass index chart, 82 Breath, bad, 100–101 Breathing exercise for stress relief, 51 Brushing hair, 95 teeth, 100 Burnout, 49–50. See also Stress Buttons, jacket, 153–154

C Carbohydrates, 74 Career, choosing, 41, 232–233 Chairs and posture, 89 Children, lifestyle questions concerning, 66–67 Cholesterol, blood levels of, 79 Cleansing your skin, 98–99 Clothing. See also Wardrobe, business; Wardrobe, men’s clean, 106 color, 117–119, 130–131, 134 interview, dressing for, 131–132, 135–137, 267, 268 Coats, 111, 112, 115. See also Jackets Cold cream, 99 Collars, shirt, 115, 116, 158 Color, clothing, 117–119, 130, 131, 134 business colors and their meaning, 118 non-business colors and their meaning, 119 Commandments for happiness, ten, 67–68 Commitment to job, 38 Communication skills, 37 communication tool box, 180–183 evaluating your abilities, 202–203 listening, 186–189

nonverbal communication, 190–192 speaking, public, 218–226 telephone etiquette, 206–214 writing, 196–203 Communication tool box, 180–183 feedback, 181–182 listening, 181 nonverbal communicators, 182 perception, 182 reading, 182 speaking, 180–181 writing, 182–183 Companies, researching, 233–234, 248, 260 Competition, 52 Complaints, handling telephone, 212 Compliments, giving, 36, 40 Conditioning hair, 95–96 Confidence, 8–10, 33, 35, 136, 272 eye-contact as sign of, 191 posture and, 86 Conflict resolution, 53–54 Consideration, importance of, 14 Cooperation, 33, 39 Cover letters, 245–246 elements of, 247–250 format tips, 250 sample, 246 Co-workers, expectations of, 35–36 Credibility and eye contact, 191 Criticism, accepting, 34, 40

D Dandruff, controlling, 96 Data skills, 41–42 Decision-making skills, 37 Deodorants, 96 Dependability, 34 Diet, 74–79. See also Nutrition Dining out, 171–172 Dinner party etiquette, 169–170 Disorganization and stress, 51

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Index

Diversity, 280–285 accepting, 36 defined, 281 demographics of work force, 282–283 globalization of markets and, 280, 283, 284 managing, 280, 281, 282–283 profit-motivation for, 282 success in a diverse workplace, 284–285 valuing, 281–282 Dresses, 117 changes for basic, 143–144 classic styles, 141–142 wardrobe plan, 110, 111, 112 Dressing for success, 110–149. See also Wardrobe, business

Fad, clothing, 120 Fashion, 120 Fatigue, 84. See also Rest Fats, 74, 79 Fiber, dietary, 75 Figure types, style selector for, 138 Financial planning. See Money management Financial plan worksheet, 61–62 Fingernail care, 104–105, 106 Flossing teeth, 100 Foot care, 105 Fragrances, 101, 106, 262 Friend-making skills, evaluation of, 27–28 Fruits, 78

E

Gestures, 191 Globalization of business, 280 Gloves, 114 Goal setting, 14–17, 64 attitude and, 14–15 characteristics of worthwhile goal, 14 self-directed achievement, 12 value clarification for, 16–17 Greetings, 173. See also Introductions Grooming, 101–107 foot care, 105 guidelines, 106 hairstyles, 102–104 hands, 104 makeup, 101–102 nails, 104–105 routine, 107 Gum chewing, 175

Eating etiquette, 165–168 Education and lifestyle questionnaire, 63–64 Employability skills, personal, 36–38 Employment skills, basic, 41–43 data skills, 41–42 people skills, 42 things skills, 43 Entertaining, 164 business, 173–174 dinner parties, 169–170 introductions, making, 164–165, 170 table setting, 168–169 Enthusiasm, 34 Environmental preferences, 47 Esteem, self, 11, 13 Ethical standards questions of, 48–49 values inventory, 44–46 Etiquette. See Social graces Exercise, 84–86 desk exercises, 89 isometric and isotonic, 86 rest quality, improving, 84 stress relief, 50–51 Expectations by co-workers, 35–36 by employee of employer, 34–35 by supervisor of employee, 32–34 Eye contact, 191

F Fabrics, choosing, 117, 134 Face shape and hairstyles, 102–103 Facial expressions, 6, 191, 270

G

H Hair care, 94–96 brushing, 95 color, 94 conditioning, 95–96 dandruff control, 96 hair structure, 94 hot-oil treatment, 96 shampooing, 95 Hairstyles, 102–104, 262 Hand care, 104 Happiness, ten commandments for, 67–68 Hats, 114 Health, 74–91 body mass index charts, 82 exercise, 84–86 height-weight charts, 80–81

nutrition, 74–79 posture, 86–90 rest, 83–84 Height-weight charts men, 81 women, 80–81 Honesty, 33, 272 Human relations principles of, 40–41 skills, 38–39 Humility, 39 Humor, 40 benefits of, 12–13 as stress reliever, 50 Hygiene, 94–101 body care, 101 grooming, 101–107 hair care, 94–96 skin care, 96–99 teeth care, 100–101

I Informational interviews, 247 Initiative, 33 Internships, 256 Interview, 260–277 arriving for, 269–270 beginning an interview, 269–270 clothing for, 131–132, 135–137, 267, 268 confidence, building, 136 distinguishing yourself, 266 do’s and don’ts, 136–137 ending an interview, 271 evaluating your interview performance, 271–272 follow up, 272–273 image checks, last-minute, 267–269 last-minute suggestions for, 266 planning/preparation for, 235, 260–265 process, 269–272 questions by applicant, 276 list of commonly asked, 274–275 preparing for, 262–265 Intimate apparel. See Underwear Intonation, voice, 181 Introductions, making, 164–165, 170

J Jackets, 110, 111, 119 authority shown by, amount of, 130 bottom finish, 155 buttons and lapels, 153–154

Index

fabric for, 117 fitting, tips on, 116, 155–156 pockets, 155 silhouettes, 152–153 vents, 154–155 women’s, 142 yokes and epaulets, 154 Jewelry, 113–114, 122–123 Job search, 232–237 application forms, 251–255 choosing an occupation, 232–233 cover letters, 245–246 documentation, 236–237 job market, information on, 232 as long-term effort, 234, 237 marketing yourself, 256 plan for, 234–237 researching companies, 233–234 resume, 240–245 resume alternatives, 246–250

L Lapels, jacket, 116, 154 Learning, willingness for, 33 Lifestyle management, 62–67 checklist of questions, 65–67 developing positive, 51–52 education and lifestyle questionnaire, 63–64 factors affecting lifestyle, 63 Listening, 181, 186–189 barriers to effective, 188–189 importance of, 36 process, 187 responsibilities of a listener, 18 results of effective, 188 techniques, 187–188 types of, 189 Loyalty, 34, 36, 39

M Makeup, 101–102, 262, 267 Management skills happiness, ten commandments for, 67–68 lifestyle management, 51–52, 62–67 money management, 60–62 time management, 58–60 Manicure, nail, 84, 104–105, 106 Manners. See Social graces Marketing yourself, 256 Marriage, checklist of questions concerning, 65–67 Mask, skin, 99 Maturity, 38

Melanin, 94 Minerals, 75 Moisturizing your skin, 99 Money management, 60–62 financial plan worksheet, 61–62 Motivation, self, 11 Mouthwash, 100 Muscle relaxing exercise for stress relief, 51

N Nail care, 104–105, 106 Nail polish, 105 Networking, 256 Nonverbal communication, 182, 188, 190–192 Nutrition, 74–79 balanced meals, 75 dieting, 76–79 nutrients, types of, 74–75

O Occupation, choice of, 232–233 Occupational Outlook Handbook, 232 Open-mindedness, 38 Opinion, differences of, 36, 40

P Pants men’s, 110, 111, 116, 119, 156–157 women’s, 110, 119, 143 Pedicure, 105 People skills, 42 Perception, 182 Personality friend-making skills, assessment of, 27–28 improving, 28 inner self, 22 inventory, 23–24 outer self, 22 self-evaluation exercises, 24–28 Perspiration, 96 Persuasion public speaking, 218 writing persuasive messages, 201 Pitch, voice, 181 Pockets jacket, 155 pants, 157 Posture, 86–90 checklist for, 90 during interview, 267, 269, 270 nonverbal communication by, 191 sitting, 88–90

289

standing, 87–88 walking, 88 Presentations. See Public speaking Problem-solving skills, 37 Proteins, 74 Public relations evaluating your ability, 213–214 telephone etiquette, 213 Public speaking, 218–226 audience, knowing your, 221–222, 225 delivering a talk, suggestions for, 220–221, 224–225 drafts, developing, 219 information gathering for, 219 organizing a talk, 222–223 persuasion techniques, 218 practicing, 219–220, 223–224 questions, handling difficult, 225 tips for, 221–225 visual aids for, 222

R Reading as a communication tool, 182 Relationships. See also Human relations co-worker, 35–36 credo for, 39 employability skills, 36 improving, rules for, 35–36 supervisor, 34–35 Responsibility, 33 Rest, 83–84 quality, 83–84 quantity, 83 Restaurants, etiquette in, 171–172 Resume, 240–245 checking, 242 copying, 243 electronic, 243 hobbies and activities, listing, 241 job objective, stating, 241, 242 length, 240 organization, 241–242 part-time jobs, 241 productivity, demonstrating, 240–241 sample, 244 Resume alternatives, 246–250 elements of, 247–250 format tips, 250 when to use, 247

S Salary, questions concerning, 265, 270–271

290

Index

Scarves, 111, 119 Scent. See Fragrances Searching for a job. See Job search Self-control, 11, 38 Self-evaluation exercises, 24–28 Self-image attitude and, 7 awareness of self, 11 confidence, 8–10 evaluation of, 8–12 motivation, 11 personality and, 22 self-control, 11 self-direction, 12 self-esteem, 11 self-sufficiency, 12 Self-rating sheet, 25–26 Self-sufficiency, 12 Shampooing, 95 Shirts, men’s, 110, 111, 158–159 collar, 158 cuffs, 159 fabric, 158 fit, 159 Shirts, women’s, 119, 142 Shoes men’s, 111, 119, 160, 269 women’s, 111, 113, 119, 123, 267 Shopping calendar of sales and promotions, 147–148 store types, 146–147 Silverware etiquette, 166, 168–169 Sitting posture, 88–90 at a desk, 89 graceful rising, 90 graceful sitting, 88–89 Skills. See Employment skills; Management skills Skin care, 96–99 cleansing, 98–99 combination skin, 97 dry skin, 97 moisturizing, 99 normal skin, 98 oily skin, 97 toning, 99 Skirts, 110, 117, 142 Sleep. See Rest Slouching, 86. See also Posture Smoking, 170, 175, 270 Social graces, 164–175, 166 corporate etiquette, 172–174 appointments and visitors, handling, 173 business entertaining, 173–174 travel, 174

dining out, 171–172 entertaining, 164 business, 173–174 dinner parties, 169–170 table setting, 168–169 introductions, 164–165, 170 office behavior, 174–175 table manners, 165–168 Speaking. See also Public speaking telephone etiquette, 206–214 tips for, 180–181 Standing posture, 87–88 Stores calendar of sales and promotions, 147–148 types of, 146–147 Stress, 49–52 negative, 49–50 positive, 49 relievers, 50–52 symptoms of, recognizing, 50 Style, clothing, 119 Subordinates, expectations of, 34–35 Success attitude and, 13, 32 skills for, 43 Suits, men’s, 110, 111. See also Jackets fitting, tips on, 155–156 messages sent by, style variables and, 131 pants, 157 Suits, women’s, 110, 112, 113, 117, 131 Supervisor expectations, 32–34 socializing with, 173–174 Sweaters, 115, 143

T Table manners, 165–168 Table setting, 168–169 Tact, 39 Talks, giving. See Public speaking Teamwork, 240 Teeth, caring for, 100–101 Telephone etiquette, 206–214 answering calls, 208–210 complaints and irate callers, handling, 212 efficient use of telephone, 211–212 emergency call handling, 212 first impressions and, 206 manners, 206–208 placing calls, 210–211 public relations and, 213 Thank you letter, 272–273

Thank you note, 174 Ties, 111, 119, 120, 159, 268 Time blocking, 52 Time log, 59–60 Time management, 58–60 active and inactive time, 58–59 time log, 59–60 tips for, 59 Tipping, 172 Tolerance, 52, 63 Tone of voice, 181 Toners, skin, 99 Traveling, business, 174 Trust, 36

U Underwear, 106, 114

V Values clarification of, 16–17 employability skills, 37 inventory, 44–46 Vegetables, 77–78 Vests, 116, 155 Visitors, etiquette of handling, 173 Vitamins, 74–75

W Walking posture, 88 Wardrobe, business. See also Wardrobe, men’s accessories, 121–125 calendar of store sales and promotions, 147–148 checklist for a professionally dressed woman, 144 classic styles, examples of, 141–143 color, 117–119 dress, changes for a basic, 143–144 fabrics, 117 fashion terms, 119–120 female’s, 110–111 figure types, style selector for, 138–140 fit, determining, 116 interview outfit, planning, 131–132 job interview, 135–137 messages sent by, 125–133, 140–141 needs, considering, 114–115 plan, basic, 112–114 planning company image analysis, 127–128

Index

mechanics, 134 personal feelings analysis, 128–129 phases in, 125, 131–133 position analysis, 125–127 special needs analysis, 125 quality, recognizing, 115 Rule of Fourteen, 123–125 starter, 110 stores, types of, 146–147 Wardrobe, men’s, 152–161 accessories, 121–123 checklist for a professionally dressed man, 160 components, list of, 111 fit, determining, 116 jackets bottom finish, 155

buttons and lapels, 153–154 fitting, tips on, 155–156 pockets, 155 silhouettes, 152–153 vents, 154–155 yokes and epaulets, 154 pants, 156–157 personality and, 159–160, 161 rules, 161 shirts, 158–159 shoes, 160 starter, 110 Water, drinking adequate, 75 Weight-height charts men, 81 women, 80–81 Weight loss diets, 76–79

291

Wellness checklist, 144–145 Wine, ordering, 171 Work, lifestyle questions concerning, 65–67 Writing, 182–183, 196–203 Gunning Fog Index of readability, 183 negative messages, 200–201 outlining for coherence, 199 paragraphs, 197–198 persuasive messages, 201 phrases, 197 positive messages, 200 process, 199 sentences, 197 words, effective use of, 196–197

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