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On any given day in any given year, there’s always some topic dominating the discussion, trending on twitter, and fueling the pundits. Is it any wonder business leaders struggle to keep their eyes on the prize?

Success beyond Circumstances Strong leaders, at any level, should consistently hope for the best and plan for the worst. Too often, we get distracted and lose sight of that simple edict. When in the midst of “the best,” complacency takes over as we blissfully deny the truth that “the worst” will come around again. When deep in the mire of “the worst,” we go into survival mode. Sometimes making short-term choices with tragic long-range consequences; abandoning hope along the way. Here are a few ideas to help leaders focus their organizations on what needs to be done to mitigate risk and maximize opportunities in any circumstances.

Agility For your organization, is strategic planning treated like Christmas tree decorations? Is it something hauled out once a year, gawked at intensely for a short period of time, and packed back in boxes on a shelf? Instead of an annual exercise in relative futility, what if strategic planning could be stripped down to its essence and used to promote organizational agility? For example, managers could be equipped to leverage tools such as Porter’s Five Forces Analysis or the McKinsey Seven S Framework to run frequent “temperature checks” from the vantage point of their role; scanning industry attractiveness and the organization’s positioning. Forums (face to face, virtual, or even digital) could be established to gather and share impressions, analyze trends, and recommend responses. Ever-vigilant leaders working a nimble process will enhance the organization’s ability to identify and act upon opportunities ahead of the competition.

Positive Emphasis Advances in neuroscience have shown that traditional problem solving methods are more likely to reinforce than to solve problems. According to David Rock and Jeffrey Schwartz in their article “The Neuroscience of Leadership” (published in Strategy+Business issue 43, Summer 2006), “We now know that the brain changes as a function of where an individual puts his or her attention. The power is in the

focus.” When we try to make improvements by determining what’s wrong and seeking to close gaps, we are actually focusing attention on the errors and current ways of doing things. Instead, the emphasis should be on creating new behaviors and finding new ways to achieve an alternate, higher performing reality. Managers should consider replacing questions like “Why are sales down?” with “What would it take to bring sales up?” Appreciative Inquiry is a method aimed at increasing that which the organization is doing well rather than dedicating resources to eliminating what is done poorly. This organizational development tactic sends the message to employees, “Yes, we want more of this.” In fruitful seasons, galvanizing teams around effective practices fortifies the firm for when the inevitable storm hits. During even the most wretched drought, the business can be saved by diverting energy from lamenting losses to tapping vibrant pools still flowing beneath the parched land.

Remain True Regardless of the state of affairs, an organization’s core values should be as reliable as a “catcher” in a trapeze act; ready, steady, and there for employees no matter what. Never compromise the organization’s core values. Come rain or shine, an organization that remains true to its mission and sound principles, fosters employee, shareholder, and customer loyalty. Explore how to put these ideas to work in your organization by contacting First Strategies at an office nearest you or visit our website, www.firsttransitions.com

QUALITY: Take time to do things right the first time. SERVICE: Render intelligent, timely and considerate service to all.CONCERN FOR PEOPLE: Treat clients, program participants and employees with honesty, trust, fairness and respect. COMMUNICATIONS: Communicate with our clients, program participants and employees in ways which will assure mutual understanding. CONSISTENCY: Insure that our behavior each and every day supports our values, goals, and standards. SIMPLICITY: Conduct our business in an easily understood manner. REALISM: Acknowledge that our success will come through intelligence, hard work, patience and experience. RECOGNITION: That our clients and participants trust us with the most highly confidential information they have. RESPONSIBILITY: Encourage individual responsibility and decision making. FLEXIBILITY: Recognize the necessity to be open to change for the mutual benefit of our clients, program participants and our organization. RESPECT FOR TRADITION: Understand what created past successes. INTEGRITY: Consistently practice the utmost modesty and integrity in serving our clients, our participants and ourselves. COMMITMENT: Take the plunge - there is truth in the theory that there is “strength in numbers.”

And finally, never sacrifice these precepts for the short term.

SUCCESS BEYOND CIRCUMSTANCES Fiscal cliffs, debt ceilings, bubbles, bankruptcies, and booms

OUR SERVICES WHAT WE STAND FOR

Our day-to-day activities, our dealings with each other and our relationships with customers/clients must be governed by a passionate and unwavering commitment to a set of values, which are:

First Transitions, Inc. has been a provider of career-transition services since 1981. We have completed consulting assignments for more than 500 organizations in 41 states. Our uniqueness has been in the caring, nurturing appoach we have taken in assisting individuals in attaining life goals, personal or professional.

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IESFIRST TRANSITIONS

N E W S & I N S I G H T S FIRST TRANSITIONSN E W S & I N S I G H T S

Volume 14 - Issue 1 Winter 2013

1211 W. 22nd Street - Suite 1006 - Oak Brook, IL 60523(630) 571-3311 - Fax (630) 571-5714 - www.firsttransitions.com

Executives

Senior Managers

Directors

Managers/Supervisors

Exempt and NonexemptGroup Workshops

Executive coaching

Career Assessment

Organizational careerdevelopment programs

Succession planning

Retention strategies

Leadership programs

360-degree performanceappraisals

Selection process design

Onboarding program design

e-Coaching

Strategies for e-mail success

FIRST TRANSITIONS News & Insights

Editor: Nicole DeFalco

Art Director: Tricia Keener Blaha

CAREER TRANSITIONPROGRAMS FOR:

WHERE TO FIND US:

1211 West 22nd St.Suite 1006Oak Brook, IL 60523630-571-3311630-571-5714 (fax)

10 S. Riverside PlazaSuite 1800Chicago, IL 60606312-541-0294312-697-4799 (fax)

33 Wood Ave. SouthSuite 600Iselin, NJ 08830732-585-7575

7545 Irvine Center Dr.Irvine, CA 92618949-551-4377

Terraces Center400 Perimenter Center Terrace, NESuite 900Atlanta, GA 30346770-891-7866

Our Web site address:www.firsttransitions.com

E-mail us at:admin@firsttransitions.com

DEAR FRIENDS AND COLLEAGUES: Like a man caught in the foyer of a high security building waiting for the door behind to close so the door in front can be opened, I am at once contemplating what has transpired and what is yet to come. Join me as I reflect on 2012 and share lessons that can make 2013 a truly prosperous New Year. Many organizations and people in need of employment are glad the First Transitions team decided to ignore the Mayans and charge full steam ahead in 2012. For example, one client that experienced significant changes during the year wanted to give employees the opportunity to apply for internal positions opening up as a result of a re-organization. They engaged us to work with their employees updating resumes and honing their interview skills. I guess you could say it’s an “in placement” program not “out placement.” Another highlight of 2012 comes from the Middle East. Saudi Aramco Medical Services Organization awarded us a contract for a leadership development program. We will be conducting 360 degree evaluations centered on five high priority competencies for eleven senior leaders and providing them with executive coaching as part of an initiative to reach targeted business goals. Here in the US, First Transitions has been able to help more people across the country. At the close of 2012, we have clients in forty-four states including Nevada, Alaska, and Delaware. This expanded reach is giving us a broader perspective on the healthcare industry. We saw significant downsizing and restructuring as organizations try to create care models that deliver high quality patient care at reduced costs. The trend line shows more people seeking healthcare services with fewer organizations available to meet the demand. An upbeat “aha” coming out of 2012 is that we did not see any significant difference in the time it takes for people to find jobs this year. A high percentage of First Transitions’ participants found gainful

employment. Despite the perception propagated by the media, there are jobs for people. Unfortunately, without support systems and countervailing messages, people believe the media and don’t try to look for a job. In 2013, we’d like to see more media interviews with people who found full-time work sharing how they did it. Standing on the threshold of 2013 craning to catch a glimpse of what’s coming in the months ahead, one thing is clear. Organizations will not have the luxury to divide up leading and managing. All managers will have to be leaders and all leaders will need to help manage. In order to be productive and profitable, everyone responsible for the performance and outcomes of others will have to keep employees focused on the right things. People leaders need to inspire employees with a compelling well directed vision and show them how to use it to guide their day to day efforts. Do not assume that when the heat is on, people will automatically connect the dots. It is up to the leader to draw a clear line of sight between daily responsibilities and big picture goals. Thank you for joining me on this reflective sojourn. The passing of one year into the next is a lovely excuse to do what comes naturally for me all year round!

Best Regards,

Russ Jones

Jack Harriff engaged First Transitions as the outplacement firm of choice for his company never imagining he would one day use their services. When his position as an executive was eliminated, his severance package included outplacement. The switch from provider to client marked the start of a year-long journey that would change Jack’s life for the better! He faithfully worked the First Transitions’ systems; showing up to the office twice a week, staying in close contact with his career counselor, and actively networking. Jack commented, “Everyone given access to outplacement services should use them to their fullest. Those in transition need a team of people to talk to and support them through this.” However, as interview processes fruitlessly dragged on for months, Jack became discouraged. A First Transitions lunch and learn on franchise ownership brought an unexpected ray of hope. The option intrigued Jack. He and his wife began researching franchising while Jack continued interviewing for jobs. FranNet, a company that matches potential owners to businesses, introduced the Harriffs to Express Employment Professionals Group. The company selected him and Jack decided to join their ranks of franchise owners around the world.

Contrary to popular belief, of the 3000 available franchises, many have nothing to do with fast food. Jack explains, “Almost every street you drive down, a huge percentage of businesses you pass are franchises. They are run by regular people who decided they wanted to be their own boss and run their own business.” He advises, “If you are going to get into the franchise business; do your homework. Then, commit to the system that is in place.” “The best part,” declares Jack “is that I haven’t felt this good in years! In my heart of hearts, I know this is the right thing. I am excited, encouraged, and feeling positive.”

For assistance with your own transition or to learn optimal strategies for organizations preparing to reduce staff, contact our office nearest you or visit our website, www.firsttransitions.com

State of the Union Success Story: What a Difference a Year Makes

5 TIPS: SAFE ONLINE JOB SEARCHESSafeguard your career search from scammers.

Look Before You Leap: Be wary of unsolicited emails stating that your resume was viewed online and you appear to be an ideal candidate. Before getting too excited about the apparent interest, research the organization. Call to verify the company, that the sender actually works there, and the position is open.

Type Don’t Click: Scammers love to send enticing emails inviting you to click a link to submit your resume or personal information. Never click on links in emails. If, after researching the sender, you think it is a legitimate opportunity, re-type the URL in your web address field.

Remain Alert on Known Sites: Legitimate career sites are fertile ground for scammers to post bogus job offers. Though the position seems to be with a well-known company, the link provided for applications is not the actual company’s webpage. Even on established job sites, Tips 1 & 2 apply.

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SFIRST TRANSITIONSN E W S & I N S I G H T S

“If you want to build a ship, don’t drum up people to collect wood and don’t assign them tasks and work, but rather teach them to long for the endless immensity of the sea.”

–Antoine de Sainte-Exupery

Connect with Caution: List builders and scammers send out thousands of connection requests on LinkedIn. Even the most zealous “open networkers” should always read through profiles before agreeing to connect. 4Be an Educated Consumer. Take the time to read the privacy statements of the online service companies you’re considering leveraging in your career transition. Know how your information will be used and the encryption levels employed during information transmission.5

DEAR FRIENDS AND COLLEAGUES: Like a man caught in the foyer of a high security building waiting for the door behind to close so the door in front can be opened, I am at once contemplating what has transpired and what is yet to come. Join me as I reflect on 2012 and share lessons that can make 2013 a truly prosperous New Year. Many organizations and people in need of employment are glad the First Transitions team decided to ignore the Mayans and charge full steam ahead in 2012. For example, one client that experienced significant changes during the year wanted to give employees the opportunity to apply for internal positions opening up as a result of a re-organization. They engaged us to work with their employees updating resumes and honing their interview skills. I guess you could say it’s an “in placement” program not “out placement.” Another highlight of 2012 comes from the Middle East. Saudi Aramco Medical Services Organization awarded us a contract for a leadership development program. We will be conducting 360 degree evaluations centered on five high priority competencies for eleven senior leaders and providing them with executive coaching as part of an initiative to reach targeted business goals. Here in the US, First Transitions has been able to help more people across the country. At the close of 2012, we have clients in forty-four states including Nevada, Alaska, and Delaware. This expanded reach is giving us a broader perspective on the healthcare industry. We saw significant downsizing and restructuring as organizations try to create care models that deliver high quality patient care at reduced costs. The trend line shows more people seeking healthcare services with fewer organizations available to meet the demand. An upbeat “aha” coming out of 2012 is that we did not see any significant difference in the time it takes for people to find jobs this year. A high percentage of First Transitions’ participants found gainful employment. Despite the perception propagated by the media,

there are jobs for people. Unfortunately, without support systems and countervailing messages, people believe the media and don’t try to look for a job. In 2013, we’d like to see more media interviews with people who found full-time work sharing how they did it. Standing on the threshold of 2013 craning to catch a glimpse of what’s coming in the months ahead, one thing is clear. Organizations will not have the luxury to divide up leading and managing. All managers will have to be leaders and all leaders will need to help manage. In order to be productive and profitable, everyone responsible for the performance and outcomes of others will have to keep employees focused on the right things. People leaders need to inspire employees with a compelling well directed vision and show them how to use it to guide their day to day efforts. Do not assume that when the heat is on, people will automatically connect the dots. It is up to the leader to draw a clear line of sight between daily responsibilities and big picture goals. Thank you for joining me on this reflective sojourn. The passing of one year into the next is a lovely excuse to do what comes naturally for me all year round!

Best Regards,

Russ Jones

Jack Harriff engaged First Transitions as the outplacement firm of choice for his company never imagining he would one day use their services. When his position as an executive was eliminated, his severance package included outplacement. The switch from provider to client marked the start of a year-long journey that would change Jack’s life for the better! He faithfully worked the First Transitions’ systems; showing up to the office twice a week, staying in close contact with his career counselor, and actively networking. Jack commented, “Everyone given access to outplacement services should use them to their fullest. Those in transition need a team of people to talk to and support them through this.” However, as interview processes fruitlessly dragged on for months, Jack became discouraged. A First Transitions lunch and learn on franchise ownership brought an unexpected ray of hope. The option intrigued Jack. He and his wife began researching franchising while Jack continued interviewing for jobs. FranNet, a company that matches potential owners to businesses, introduced the Harriffs to Express Employment Professionals Group. The company selected him and Jack decided to join their ranks of franchise owners around the world.

Contrary to popular belief, of the 3000 available franchises, many have nothing to do with fast food. Jack explains, “Almost every street you drive down, a huge percentage of businesses you pass are franchises. They are run by regular people who decided they wanted to be their own boss and run their own business.” He advises, “If you are going to get into the franchise business; do your homework. Then, commit to the system that is in place.” “The best part,” declares Jack “is that I haven’t felt this good in years! In my heart of hearts, I know this is the right thing. I am excited, encouraged, and feeling positive.”

For assistance with your own transition or to learn optimal strategies for organizations preparing to reduce staff, contact our office nearest you or visit our website, www.firsttransitions.com

State of the Union Success Story: What a Difference a Year Makes

5 TIPS: SAFE ONLINE JOB SEARCHESSafeguard your career search from scammers.

Look Before You Leap: Be wary of unsolicited emails stating that your resume was viewed online and you appear to be an ideal candidate. Before getting too excited about the apparent interest, research the organization. Call to verify the company, that the sender actually works there, and the position is open.

Type Don’t Click: Scammers love to send enticing emails inviting you to click a link to submit your resume or personal information. Never click on links in emails. If, after researching the sender, you think it is a legitimate opportunity, re-type the URL in your web address field.

Remain Alert on Known Sites: Legitimate career sites are fertile ground for scammers to post bogus job offers. Though the position seems to be with a well-known company, the link provided for applications is not the actual company’s webpage. Even on established job sites, Tips 1 & 2 apply.

1

3

2

FIVE TIPS FIVE TIPS FIVE TIPS FIVE TIPS FIVE TIPS FIVE TIPS FIVE

FOOD FOR THOUGHT

2 3

S T R A T E G I E S F O R O R G A N I Z A T I O N A L A N D I N D I V I D U A L S U C C E S S

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IESFIRST TRANSITIONS

N E W S & I N S I G H T S

“If you want to build a ship, don’t drum up people to collect wood and don’t assign them tasks and work, but rather teach them to long for the endless immensity of the sea.”

–Antoine de Sainte-Exupery

Connect with Caution: List builders and scammers send out thousands of connection requests on LinkedIn. Even the most zealous “open networkers” should always read through profiles before agreeing to connect. 4Be an Educated Consumer. Take the time to read the privacy statements of the online service companies you’re considering leveraging in your career transition. Know how your information will be used and the encryption levels employed during information transmission.5

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On any given day in any given year, there’s always some topic dominating the discussion, trending on twitter, and fueling the pundits. Is it any wonder business leaders struggle to keep their eyes on the prize?

Success beyond Circumstances Strong leaders, at any level, should consistently hope for the best and plan for the worst. Too often, we get distracted and lose sight of that simple edict. When in the midst of “the best,” complacency takes over as we blissfully deny the truth that “the worst” will come around again. When deep in the mire of “the worst,” we go into survival mode. Sometimes making short-term choices with tragic long-range consequences; abandoning hope along the way. Here are a few ideas to help leaders focus their organizations on what needs to be done to mitigate risk and maximize opportunities in any circumstances.

Agility For your organization, is strategic planning treated like Christmas tree decorations? Is it something hauled out once a year, gawked at intensely for a short period of time, and packed back in boxes on a shelf? Instead of an annual exercise in relative futility, what if strategic planning could be stripped down to its essence and used to promote organizational agility? For example, managers could be equipped to leverage tools such as Porter’s Five Forces Analysis or the McKinsey Seven S Framework to run frequent “temperature checks” from the vantage point of their role; scanning industry attractiveness and the organization’s positioning. Forums (face to face, virtual, or even digital) could be established to gather and share impressions, analyze trends, and recommend responses. Ever-vigilant leaders working a nimble process will enhance the organization’s ability to identify and act upon opportunities ahead of the competition.

Positive Emphasis Advances in neuroscience have shown that traditional problem solving methods are more likely to reinforce than to solve problems. According to David Rock and Jeffrey Schwartz in their article “The Neuroscience of Leadership” (published in Strategy+Business issue 43, Summer 2006), “We now know that the brain changes as a function of where an individual puts his or her attention. The power is in the

focus.” When we try to make improvements by determining what’s wrong and seeking to close gaps, we are actually focusing attention on the errors and current ways of doing things. Instead, the emphasis should be on creating new behaviors and finding new ways to achieve an alternate, higher performing reality. Managers should consider replacing questions like “Why are sales down?” with “What would it take to bring sales up?” Appreciative Inquiry is a method aimed at increasing that which the organization is doing well rather than dedicating resources to eliminating what is done poorly. This organizational development tactic sends the message to employees, “Yes, we want more of this.” In fruitful seasons, galvanizing teams around effective practices fortifies the firm for when the inevitable storm hits. During even the most wretched drought, the business can be saved by diverting energy from lamenting losses to tapping vibrant pools still flowing beneath the parched land.

Remain True Regardless of the state of affairs, an organization’s core values should be as reliable as a “catcher” in a trapeze act; ready, steady, and there for employees no matter what. Never compromise the organization’s core values. Come rain or shine, an organization that remains true to its mission and sound principles, fosters employee, shareholder, and customer loyalty. Explore how to put these ideas to work in your organization by contacting First Strategies at an office nearest you or visit our website, www.firsttransitions.com

QUALITY: Take time to do things right the first time. SERVICE: Render intelligent, timely and considerate service to all.CONCERN FOR PEOPLE: Treat clients, program participants and employees with honesty, trust, fairness and respect. COMMUNICATIONS: Communicate with our clients, program participants and employees in ways which will assure mutual understanding. CONSISTENCY: Insure that our behavior each and every day supports our values, goals, and standards. SIMPLICITY: Conduct our business in an easily understood manner. REALISM: Acknowledge that our success will come through intelligence, hard work, patience and experience. RECOGNITION: That our clients and participants trust us with the most highly confidential information they have. RESPONSIBILITY: Encourage individual responsibility and decision making. FLEXIBILITY: Recognize the necessity to be open to change for the mutual benefit of our clients, program participants and our organization. RESPECT FOR TRADITION: Understand what created past successes. INTEGRITY: Consistently practice the utmost modesty and integrity in serving our clients, our participants and ourselves. COMMITMENT: Take the plunge - there is truth in the theory that there is “strength in numbers.”

And finally, never sacrifice these precepts for the short term.

SUCCESS BEYOND CIRCUMSTANCES Fiscal cliffs, debt ceilings, bubbles, bankruptcies, and booms

OUR SERVICES WHAT WE STAND FOR

Our day-to-day activities, our dealings with each other and our relationships with customers/clients must be governed by a passionate and unwavering commitment to a set of values, which are:

First Transitions, Inc. has been a provider of career-transition services since 1981. We have completed consulting assignments for more than 500 organizations in 41 states. Our uniqueness has been in the caring, nurturing appoach we have taken in assisting individuals in attaining life goals, personal or professional.

4

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SFIRST TRANSITIONSN E W S & I N S I G H T S FIRST TRANSITIONS

N E W S & I N S I G H T S

Volume 14 - Issue 1 Winter 2013

1211 W. 22nd Street - Suite 1006 - Oak Brook, IL 60523(630) 571-3311 - Fax (630) 571-5714 - www.firsttransitions.com

Executives

Senior Managers

Directors

Managers/Supervisors

Exempt and NonexemptGroup Workshops

Executive coaching

Career Assessment

Organizational careerdevelopment programs

Succession planning

Retention strategies

Leadership programs

360-degree performanceappraisals

Selection process design

Onboarding program design

e-Coaching

Strategies for e-mail success

FIRST TRANSITIONS News & Insights

Editor: Nicole DeFalco

Art Director: Tricia Keener Blaha

CAREER TRANSITIONPROGRAMS FOR:

WHERE TO FIND US:

1211 West 22nd St.Suite 1006Oak Brook, IL 60523630-571-3311630-571-5714 (fax)

10 S. Riverside PlazaSuite 1800Chicago, IL 60606312-541-0294312-697-4799 (fax)

33 Wood Ave. SouthSuite 600Iselin, NJ 08830732-585-7575

7545 Irvine Center Dr.Irvine, CA 92618949-551-4377

Terraces Center400 Perimenter Center Terrace, NESuite 900Atlanta, GA 30346770-891-7866

Our Web site address:www.firsttransitions.com

E-mail us at:admin@firsttransitions.com