Open House May 3 Pg. 12

C O N N E C T I N G Y O U W I T H Y O U R N E X T J O B

Employee engagement is currently atan all-time low in the United States andcosts companies an estimated $370billion dollars annually. In this time ofimproving return-on-investment (ROI)and profitability, it’s ironic that the keyto every company stimulatingprofitability is the very thing that somany organizations neglect….enhancing employee engagement.

Leadership focusing solely on tangiblessuch as finance or informationtechnology will not enhanceorganizational performance. Moreoften, the INtangibles lead to game-changing performance. In corporateAmerica, the central intangible isteaching managers how to relate to andcoach their teams. We are a society ofrelationships and, increasingly, a societyof social networks. Performance isachieved by developing effectivemeaningful relationships betweenindividuals and in teams.

Dr. John Gottman, relationship expert,theorizes there is a formula tosuccessful relationships—marriages aremore likely to be successful when theinteractions between the couple are 5:1positive to negative. Similarly, JimThompson, a thought leader in the fieldof athletic coaching philosophy andCEO of the Positive CoachingAlliance, theorizes that there is a magicratio of feedback in coaching athletes,

also 5:1 positive to negative. As amanager, are you aware of your currentratio? If so, are you near Gottman’s 5:1benchmark? If not, let the chartingbegin. It’s time to raise your ratiobecause organizational culture nevertakes a day off.

Furthermore, your team’s culture is areflection of you, and consequently,developing a culture of competitiveexcellence begins with you. I believeenthusiasm is a force multiplier in anyendeavor. Therefore developing teamswith enthusiasm and a culture ofexcellence is contingent on youdemonstrating these characteristics inword and deed.

Creating a culture of competitiveexcellence can best be done by engagingin the practice of filling the emotionaltanks of your people; a coachingstrategy I learned from Thompson. Thestrategy served me so well on the fieldas a college coach that I began to utilizeit across all areas of relationships in mylife: as a consultant, professor, husbandand parent. I will show you how tobuild a full tank culture and I encourageyou to incorporate these strategiesbeyond the walls of your organizationas well.

Filling the E-Tank

Like cars have gas tanks, we all haveemotional tanks that make us run. Anemployee’s emotional tank impacts his

Creating aFull-TankCultureBy John Brubaker,The Sport of Business, LLC

See Full Tank on page 4

May 2–15, 2011

Free

EmploymentTimes MyJobWave.com

Annual College GradJob Outlook

Pg. 2

Waterville, Maine

Mountain Wireless Radio Group consists of locallyowned stations serving the Central Maine region withlocally-designed broadcast and web products. Our salesteam strives to build long-term relationships, with localcompanies, to help them achieve their dream of buildinga thriving business.

Mountain Wireless Radio Group is an equal opportunity employer.Men and women of all races and backgrounds are strongly encouraged to apply.

At Mountain Wireless Radio Group we realize that our peopleare the driving force behind our success.We ensure our future success by continually striving to “elevate and separate” ourselvesfrom our competitors. By reinvesting in our people and products, we stay on the cuttingedge of our industry. We also believe that our team can only achieve their full potentialwhen they enjoy their work, so it is a priority to provide a workplace where success andfun go hand-in-hand.

YES, we've been growing...and our clients have, too! Now, Mountain Wireless is looking for a Marketing Consultant for our threeradio stations.

To perform this job effectively and earn the highest commissions in the industry, youmust be able to prospect the right customers, create, present and close effectivemarketing campaigns, then follow through to maintain mutually-successful workingrelationships.

Monitoring of competitive media is required along with regular reporting to the Directorof Sales regarding sales activities.

Qualified candidates must be self-motivated with excellent verbal and writtencommunication skills (ability to write reports and business correspondence; ability toeffectively present information and respond to questions from groups of managers andclients), with outstanding marketing/presentation skills and computer knowledge.Background in media-related sales preferred, but will recognize other professional salesexperience and/or outside business-to-business sales.

If you are ready for a career that rewards maximum effort with maximumfinancial and personal success, contact us today:Rick Dugal; Director of Sales • Tel: 207-660-4888 • E-mail: rick@mixmaine.com

Marketing ConsultantMarketing Consultant

The Pepsi Beverages Companyof Auburn, ME & Portland, MEare taking applications for thefollowing positions...

Please review the detailed jobdescriptions, requirements,and apply online at:

Both Positions:• Full-Time w/Benefits• CDL–A required

• Relief DriversAuburn, MEDrivers deliver products to smallcustomers. Must have a clean drivingrecord and be able to lift 45–50 lbscontinually throughout the day.

• Fleet Mechanic Portland, ME

w w w. p e p s i b e v e r a g e s j o b s . c o m

Equal Opportunity Employer

May 2–15, 2011 www.MyJobWave.comEmployment Times - ME • NH

4 Health Care & Human Services

or her energy, attitude and engagementlevel at work. The needle on the fuelgauge of our emotional tanks moves upand down from interaction tointeraction depending on the quality ofthat interaction. When our emotionaltank gauge reads “F” or full, we are highperforming and efficient vehicles. Weare present in the moment, enthusiastic,receptive to feedback and learning aswell as confident and composed.Conversely, when our emotional tankgauge is reading low or on “E”, muchlike a car, our mileage and performancesuffers.

Every member of your organizationhas the ability to be a pump or a siphon.Pumps help fill the emotional tanks oftheir colleagues and siphons serve todrain others’ e-tanks. When we sharepositive feedback and emotions, orpump up someone’s e-tank, it has theeffect of not only uplifting the recipientbut also fueling our own performancewith positive energy. At the same time,siphons in the workplace are sabotagingtheir own performance because everytime they make tank-drainingcomments, their focus on the negativeimpacts them as well.

What’s Your Ratio?

Is your workplace communication at orclose to Gottman’s 5:1 ratiobenchmark? Ten years ago I recognizedmine was not. I noticed during the2001 lacrosse season that my ratiohovered around 2:1. To consciouslyimprove this ratio, I began carrying 5dimes and a penny in my left pocket.After sharing a positive comment witha student-athlete I moved a dime to myright pocket. I did not allow myself toshare the penny or “critique”

components of my feedback until Isuccessfully transferred all five dimes.Over time that year I noticed a markedimprovement in communication andcoach-ability of what appeared to bepreviously uncoachable or “difficult”team members. It’s amazing that Ididn’t recognize the actual “difficult”team member prior to this. After all, Ihad been looking at him in the mirrorevery morning.

This was a veteran team and we wereplaying essentially the same schedule asthe year prior. Yet in 2001 we were ableto reach a new level of performancewith a winning season, a 100-point clubmember, and falling just one game shyof a championship in our league. Towhat do you attribute theimprovement? I believe there is nodoubt my improved ratio and the valueof the positive tank-fillers sharedaccounted for the correspondingimprovement in individual and teamperformance.

While you may not choose to go to theextreme of moving change from pocketto pocket, do not allow your team tooperate on a praise deficit. Use yourown positive emotional currency todemonstrate to your staff how muchyou value them in a concrete and well-defined way. Genuine praise andpositive feedback are the two leastexpensive, yet undervalued andunderutilized, tools for recognizing andappreciating the talents of your people.Positive affirmations, positive feedback,a high-five, shared laughter, and being agood listener all serve as "Tank Fillers,"which help meet employees’ emotionalneeds and ultimately fuel better

Full Tank...

C e l e b r a t i n g 2 5 Ye a r s

Please send a cover letter and resume to:Common Ties Mental Health

Attn: Lisa Dumont, Director of Business Operations

P O Box 1319, Lewiston, Maine 04243-1319

Or e-mail: ldumont@commonties.org

CTMH is an EOE

Common Ties Mental Health works with extraordinary peoplebecause we believe in them, in their abilities and capabilities,and in their desire to continuously improve their quality of life.Join our team to support people achieving wellness. Interviewswill begin as resumes are received and the position will remainopen until filled.

Common Ties...Extraordinary Lives

CASE MANAGERAdult Community Support ServicesLewiston, ME

Our team is seeking a versatile person to promoteand support consumer choices, values, andaspirations. Your life and career experiences,undergraduate and continuous education in thehuman service related fields, practice withincommunity support service programs, knowledge ofhousing and homelessness, co-occurring substanceabuse and mental health illnesses are valuedresources for our programs and beneficiaries.Experience and knowledge with community mentalhealth and MaineCare case record documentationis a plus, to complement your desire to work in adynamic agency and community. MHRT/Cprovisional certification is required.

BENEFITS:• 4 1/2 weeks of Earned Time per year• Health & Dental Insurance 100% paid• 12 Paid Holidays per year• Retirement Plan with Employer

Contributions• Short- & Long-Term Disability 100%

paid for employee• NetBook for field use provided

SeasideA Rehabilitation Community

Team APPROACH! Team ATTITUDE!

850 Baxter Blvd., Portland, ME 04103

For those interested, please contact: DONBarbie Walker 207-774-7878 ext. 2001 ore-mail donseaside@firstatlantic.com

DO YOU DARE TO CARE?DO YOU DARE TO CARE?Looking for qualified candidates for the following positions:

RN Supervisor Full-Time • 11am–7pm

LPN Full-Time • 11am–7pm

CNA positions available for the right candidates

Join our “A” team!

Per diem positions always available for RNs, LPNs, & CNAsto become part of our growing family of healthcare providers.

EOE

Springis here! Spring

is here! Time to shake off the “winter blues!”

Time to make a change!Hawthorne House, a 95-bed, multilevel health care facilitylocated in Freeport, Maine, is now accepting applications for:

CNAs • CMTs • CRMAs • PSSsFull- & Part-Time • 2nd & 3rd Shifts

Applicants must be currently active on the Maine State Registryand be able to work every other weekend.

If you are interested inbecoming a part of the bestnursing staff in the state ofMaine, with 40% of our staffemployed with us over fiveyears, please contactRick Grover,Staffing CoordinatorTel: 207.865.4782 ext. 228Email:schedulinghawthornehouse@firstatlantic.com

Central Maine124 Canal StreetLewiston, Maine 04240207-795-0672 ext. 2108

Southern Maine56 Industrial Park RoadSaco, Maine 04072207-294-7458 ext. 1131

Kim Dionne,Support Solutionskdionne@supportsolutions.org

NOW HIRING:DSP Positions & Program Manager

Featured Position:We are seeking a Program Manager for our Southern Maine Region: AProgram Manager for Support Solutions is required to work a varying shiftschedule and is on call weekends on a rotating schedule. A minimum of TWOyears experience as a Program Manager in a Licensed facility is preferred aswell as a CLEAN driving record and DSP/CRMA license.

Please send resume to kdionne@supportsolutions.orgas well as complete an online application.

Call Us... Here’s Why!

Unique Benefits: Generous time-off program • PAID TRAINING for all employees!• Easily accessible work-life wellness program • Discounted fitness club membership• Life/Work balance environment • Recognition for a job well doneTraditional Benefits: Medical, dental & vision • Company paid life insurance AD&DEmployee Assistance Program

We Envisionthat children and adults living with developmental disability

and/or mental illness will be empowered to as:WHYNOT?

Please visit our website www.supportsolutions.org for moredetailed information and click on “Employment Opportunities.” EOE

HOSPICE HOUSE CNAAndroscoggin Home Care & HospiceʼsAndroscoggin Home Care & Hospiceʼs 14-patient suitefacility in Auburn is specifically designed and staffed to supporthospice patients and their families throughout central andwestern Maine when care at home is no longer possible.

Androscoggin Home Care &HospiceATTN: EMPLOYMENTCOORDINATOR15 Strawberry AvenueP.O. Box 819Lewiston, ME 042431-800-482-7412or 795-9416

Looking for a 36 hour, Nights, CNA to work 8:00PM – 8:00AM withevery 3rd weekend. Must be current on the ME State Registry,have current CPR Card (must be Healthcare Provider), and 6mos.–1year full-time experience under the direct supervision of anRN in a nursing home or hospital setting is desired.

If interested and you meet the position requirements, please stopby our Lewiston office to pick up an application or request one atahch.org.

See Full Tank on page 10

QuotesExperience is a hard teacherbecause she gives the test first,the lesson afterwards. Vernon Sanders Law

May 2–15, 2011 www.MyJobWave.comEmployment Times - ME • NH

10 Education & Career Services

attitude, teamwork and performance.

Using Full-Tank Culture to CoachYour Team:

There are steps to gauging engagementlevel with teams before commencing ameeting or project. Amy Nakamoto,Executive Director of D.C. Scores, anonprofit located in the nation’s capital,holds maintaining a full-tank culture asone of her top priorities as a leader. Herinitial daily gauge reading of her staffconsists of taking note of interactionsamong staff members, tone of voice,body language, mood and posture. Atthe beginning of each interaction withan employee or group of her employees,Nakamoto asks them each to sharewhat their gauge reads (on a scale of 1-10, with 10 being full and 1 beingempty).

The rationale is that to best relate toand coach an employee, you need toknow where they are at that moment inorder to meet them there and to tailoryour communication to get them to ahigher level of engagement. Byperforming this check-in, you can thenadjust the intensity and structure to thelevel of their tanks. This process is themanagement equivalent of physiciansreading their patients’ chart and vitalsigns while rounding in the hospital.

Using Full-Tank Culture to CoachIndividual Employees:

Taking a gauge reading of staffmembers’ emotional tanks also allowsyou to interact on an individual levelmore effectively. For example, if in yourstaff meeting 20 people report theirgauges being at or near a 10 and twoindividuals’ gauges are reading at a twoor a three, this quick check-in will letthose two members know everyoneelse’s level is high and their work as agroup will be tailored to a higher level.You can then invest more time one-on-one with these individuals to elevatetheir levels during the course of yourgroup’s work and the course of the day.

How to Build a Full-Tank Culture:

Nakamoto incorporates emotionaltank instruction into the on-boardingprocess for new hires. She explains thepurpose and use of the practice to allnew hires, and has created an in-depthdescription of the DC Scores e-tankrating system. Explaining what a onerating feels like all the way up througha 10. Her use of this practice is trulymasterful, as it serves to teachmindfulness and self-awareness in theworkplace as well as sets the proverbialbar high on team members consistentlyhaving a full tank. Frequent gauge

readings help you teach your staff howto read both themselves and each otherbetter. The benefits are improvedteamwork and office dynamics, asemployees are able to be on the lookoutfor symptoms of a low tank.

Filling your teammates’ and colleagues’emotional tanks isn’t just a nice thing todo for people. In the moment, it is aseemingly little thing that makes a bigdifference over the course of a day,week, month, quarter, etc. It is powerfulfuel that energizes your culture andserves to reward as well as reinforceimportant contributions team membersmake to the organization. Additionally,when we are filling emotional tanks weare also reinforcing and recognizingbehaviors we want to see repeated.Coaches like to say, “that which getsrecognized gets repeated.”

To create a full-tank culture, you needto exemplify the behavior you want tosee in your team. They won’t buy it ifyou don’t own it yourself. In otherwords, if you behave like a siphon youwill never develop a team full of pumps.Among every leader’s goals should bemodeling the behavior to create a full-tank culture where coworkers fill eachother’s tanks. Teamwork andengagement rise to the next level when

colleagues work for each other notsimply with each other. Boston Celticsgreat Bill Russell said it best whenanalyzing his own performance: “Themost important measure of how good agame I played was how much better I’dmade teammates play”. It’s easy to be atank-filler when things are going well;it’s much harder when adversity strikes.Coincidentally, it is also mostimportant to be mindful of filling yourteammates’ tanks when the chips aredown. Winners are at their best whenthe circumstances are not. Your role isa conscious daily choice, so ask yourselffrequently, are you being a pump or asiphon?

About the Author: John Brubaker is aperformance consultant, speaker andauthor of the forthcoming bookOvertime Victory: Success StrategiesFrom The Locker Room To The BoardRoom. He can be reached atwww.coachbru.com or 207-576-9853.

If you would like to receive a copy ofthe Full-Tank Culture Daily 10 PointInspection and an E-Tank fillerpractice script, please emailjohn@coachbru.com

Full Tank...

Annual June Conference

Maine Career Development Association

Are you a career professional or do you provide career information andassistance to others? Join other career information providers in the state forour annual June Conference. An excellent opportunity for networking &development.

Not yet a member of Maine Career Development Association? Registrationto the Annual Conference includes a one-year membership to MCDA.

For more information and to register for this year'sconference, visit www.maine-cda.org.Maine

CareerDevelopmentAssociationwww.maine-cda.org

“Providing professional developmentopportunities for people in Maine who providecareer information & assistance to others.”

Sponsored by:

FRIDAY, JUNE 24, 8AM–4PMCOLLEGE OF THE ATLANTIC • Bar Harbor, Maine

“Staying Positive & Creating Hope in a Changing World”

abilities you have attained.

What employers want

Prospective employers have oneimportant question: What can you do forus? The answer is often found in yourportable, transferable skills. These alsoinfluence how you prepare a top-notchresume and cover letter, conduct your jobsearch and convey your talents in aninterview. As you recognize and revealthese skills, you will also get a boost ofself-esteem about your ownachievements.

Identify your transferable skills

Start by reviewing your past or currenteducational, work, military and lifeexperiences. Did your experience teachyou to analyze data and write reports?Supervise others? Work as a team? Makequick decisions or meet deadlines?Organize and implement projects?

If you can analyze, write, plan, organize,lead others and work with a team, youhave just identified six highly valued skillsyou can place on a resume, discuss in a jobinterview and put to use in a new worksetting.

“Veterans may not realize the manyexceptional transferable skills they haveacquired through their military service,”says Maribeth Gunner Pulliam, thecareer services coordinator at ExcelsiorCollege. “Veterans are trained to lead byexample, work respectfully and

collaboratively, and accomplish tasks ontime - even when facing adversity. Theyunderstand the importance of dedicationand perseverance. These are all skillsemployers seek.”

When starting a military transition jobsearch, you can also identify yourtransferable and work-content skills withonline career assessment tools and careerguidebooks. Keep this list updated overtime, as you progress and evolve in yourcareer. This "skills package" record will bea valuable resource for your future, and areminder of how far you have come.

Trouble getting started?

If you are like many, taking inventory ofyour various skills and categorizing themmay seem like a daunting task. There areseveral online tools you can use to getstarted. Excelsior offers free advice atits site (www.excelsior.edu/military-resources) as do many other colleges. Themost important thing is to take your timeto reflect upon all that you have done.Consider also talking with your friends,family and coworkers to discover moreabout the valuable transferable skills theybelieve you exhibit. They may be able toprovide helpful observations that you maynot see. These small steps will help youbetter prepare for a job search and feelmore confident in your ability to convinceemployers that you are the person they'vebeen looking to hire.

Veterans...