Tuesday, August 4, 2015

Apply these Tips when Applying for a Federal Job

If you're interested in working for the federal government, you'll need to navigate one very particular and time-consuming task—federal resume writing. You may have a perfect one-or two-page resume for career fairs or online profiles, but for your federal resume, you'll want to consider a few tips.

1. Rules of Brevity Do Not Apply
Your federal resume should be highly readable, but unlike with your typical resume, don't sweat the length. If it's 20 pages, that's a problem. A five-page word document is a good goal, but keep in mind that federal resumes generally ask for 10 years of employment history. That's more than you should include on a typical resume (I mean, that college tutoring job really helped me in my career as an Army civilian, but I can guarantee it wasn't the factor that got me the job). If you have more than 10 years of experience you can include that, but the closer you get to 20-plus years on the job, it's likely your first few positions are irrelevant—they don't need to be included on your federal resume, and they shouldn't be.

The general principle for a federal resume is to go in chronological order—much like filling out employment history on your SF-86. But keep in mind this is still a resume, and it will ultimately be viewed by human eyes (if you do a good job of writing it and meet the qualifications). A functional resume format (where you lead off with your most applicable jobs/skills) will probably serve you better once your resume is viewed by human eyes.

2. Write for the Human (and the Computer)
For most writing you're appealing to a human. A key takeaway is to have a resume that can be scanned in six seconds—that's how much time the average recruiter spends on a resume. Some federal resume writers get bogged down in all the details required and forget the six-second scan principle. View your resume two ways: as a screen shot and as a printout. Some government human resources specialists print out resumes to scan, particularly once the pool has been narrowed (sorry trees). Make sure in either format that there are key skills and qualifications that directly apply to the position and will catch a human's eye. These may be keywords that apply to the position or they may be unique skills, a cool credential or certification, or something else that will make the human scanning your resume stop and want to learn more.

This doesn't mean you should forget the computer; you need to include the relevant keywords from the job announcement. But if those are the only words you use, you won't make it very far. When scanning a resume, it's clear who just copied and pasted keywords and who incorporated them in a way that fits the arc of their skills. Your federal resume needs to tell a story, just like your resume does in any other job application situation.

3. Prove Your Grade
The General Schedule classification and pay system specifies certain levels of education and experience for each grade. All applicants, including veterans or those with prior government service, need to prove they have the requisite experience and education in their federal resume. Know the level of the position you're applying for and show you have the experience required. Many current GS employees wonder if they'll need to wait a certain period before applying for a new position at a higher grade. For annual promotions and merit-based increases, there are generally time-in-service requirements. In applying for a new position, however, there is generally no time-in-service requirement. The rules differ within agencies, and some departments, including the National Security Agency, having much greater flexibility on salary ranges and step increases within grade.
Regardless, do your research and make sure your resume fits the criteria. You're wasting an HR specialist's time when you don't meet the most basic jobs requirements.

4. Show Specialized and Similar Experience
This one is for veterans, in particular. You may not meet the minimum education requirements of the position, but if you can show equivalent experience, training or education, you're still qualified for the job. Also, be sure to list your veteran's preference or disability rating on your resume. Federal resumes speak the language of KSA—knowledge, skills and accomplishments. For your federal resume, don't hesitate to include relevant volunteer experience, military awards and certificates, and other topics you might leave off of a more concise nonfederal resume. Make sure these fit under the KSA umbrella—show how the training or experience you received applies to the job description. Sprinkle the relevant keywords across your resume, and across your KSAs.

5. Use Formatting
Many people treat their federal resume as a keyword search tool. Much of the advice around federal resumes focuses on the importance of key words. And key words are vital for every online resume—not just those submitted on USAJobs. But you also must include formatting to make your resume readable to the human who will eventually scan it. It should be visually appealing. You should use headers. You should divide your resume into a readable, visually appealing format. You should include relevant social media and career networking links, if appropriate. You should include an objective statement if it will better organize your resume.

The bottom line is, make your federal resume as easy to read and visually appealing as possible. Yes, it will be significantly longer than the one- to two-page resume you print out for career fairs. But you need to put as much, if not more thought, into the visual appeal and proper formatting of your federal resume.

6. Have a Nonfederal Resume
Many people assume the only way to apply for a federal job is on USAJobs. It is the primary government hiring tool but not the only one. Some federal agencies use their own or third-party application processing systems or job listing sites. If you're applying through one of these third-party sites, make sure you know the resume requirements. Your more concise, nonfederal resume may be a better fit for these agencies. When in doubt, reach out to the contact on the job announcement. This may be the most critical piece of advice to go along with your federal resume: Don't hesitate to pick up the phone. Showing your desire to apply for the job—and to do it right—makes a great first impression.

Sunday, August 2, 2015

When it Comes to Hiring, the Government Could Do a Better Job

If government is to continue to reform the hiring system, it needs to take on reform that focuses on what is important. This means systematically reengineering the process to ensure that the best candidates are hired in a timely and cost-effective manner. Reform should: (1) provide agencies the flexibilities they need to effectively manage their hiring systems, (2) ensure employees and applicants receive the protections promised by the merit system principles, and (3) give the public a high-quality government workforce working toward its interests. We offer the following recommendations to guide reform and improve the Federal hiring process. We believe these recommendations would be relevant to the improvements DoD is also seeking in its hiring process.


First, agencies should manage hiring as a critical business process, not an administrative function. Recruitment and selection is about making a continuous, long-term investment in attracting a high-quality workforce capable of accomplishing the organization's mission. It should not continue to be viewed therefore solely as an HR function. This means integrating discussions of hiring needs, methods, and outcomes into the business planning process.


Second, agencies should evaluate their own internal hiring processes, procedures, and policies to identify barriers to quality, timely, and cost-effective hiring decisions. Often, agencies put processes in place that extend the time it takes to make decisions without even realizing they have done so. Many agencies will probably be surprised to see that many of the barriers they face are self-imposed.


Third, we recommend that agencies, with the assistance of OPM, employ rigorous assessment strategies that emphasize selection quality, not just cost and speed. In particular, agencies should develop and use assessment instruments that have a relatively good ability to predict future performance. Using several assessment tools in succession can make the assessment process even more effective in managing the candidate pool and narrowing the field of qualified candidates. In addition, OPM can work with agencies to develop assessment tools that can be used for occupations that cut across agencies. This would increase the government's return on investment for these assessments.


Fourth, we also recommend that agencies improve efforts to manage the applicant pool while making the process manageable for applicants. This means better recruitment strategies, improved vacancy announcements, more communication with applicants, and a timely, understandable application and assessment process that encourages applicants to await a final decision rather than abandon the Federal job search in favor of employment elsewhere.


Fifth, we believe it is crucial that agencies properly prepare HR staff and selecting officials to carry out the full range of services necessary to implement an efficient recruitment and hiring system. If agencies devoted resources to ensuring HR staff and managers are prepared to carry out their hiring duties, this would likely significantly reduce bottlenecks in the process. In particular, hiring officials need more information about their role in hiring, the importance of using good assessment tools, the assessment tools available to them, and how to use the probationary period to alleviate selection mistakes.


Finally, OPM should work with agencies to develop a governmentwide framework for Federal hiring reform. This framework should provide agencies with the flexibilities necessary to address agency needs while also preserving selection quality and employee and applicant protections. The framework could streamline and consolidate appointing authorities to simplify hiring procedures and make the process more transparent and understandable for HR staff, selecting officials, and applicants.


Send your comments to Support@dreamfedjob.com

Friday, July 31, 2015

New USAJOBS site is coming soon

The Obama administration is planning several tweaks to USAJobs, aiming to make the notoriously creaky federal jobs portal easier to use.

Officials at the Office of Personnel Management also hope to transform the site from a static repository of resumes into a more dynamic tool that helps federal hiring managers leverage data to make hiring decisions.

The planned website revamp is part of a series of workforce initiatives announced a few months ago during a webcast by former OPM Director Katherine Archuleta.

The site redesign has been in the works for a while. The agency turned its "innovation lab" loose on the problem-child of a website last year.

"We know that this important gateway to federal service does not currently meet the needs of the very large and diverse group of Americans who use it," said Tracy Orrison, who leads the site's user experience and data analytics team.

Orrison's team relied on focus groups and user surveys of hundreds of site visitors to come up with the areas most in need of overhauling. She promised a "beginning to end" look at the USAJobs experience.

However, don't necessarily look for a "big-bang" relaunch of the website. OPM, instead, plans to roll out new features and fixes every 12 weeks throughout the year, Orrison said.

That will allow users to get acclimated to site changes, she said. It could also prevent a repeat of what happened the last time OPM undertook a major update to the jobs site. A crush of jobseekers visiting the site in the days immediately after it relaunched in the fall of 2011 led to repeated site crashes . The near-"death spiral" proved a black eye to OPM, which had in-sourced the jobs site after previously contracting it out to Monster.com for several years.

The latest redesign also aims to turn the site into a veritable data mine for agency HR officials.

"USAJobs has a lot of data related to the federal hiring process, which until recently has never really been analyzed on a large-scale basis," said Graham Kerster, USAJobs data scientist.

A dashboard developed in consultation with the White House Office and Science and Technology Policy provides hiring managers with a better understanding of the applicant pool for federal jobs, particularly in the science, technology, education and mathematics fields. Hiring managers can also crunch the data to see why jobseekers for these STEM positions abandon the application process, he said.

Tuesday, July 28, 2015

Finding a Federal Job in 2015: What Works and What Doesn't

Federal job seekers do not tend to approach the search in a fruitful organized manner, using knowledge of themselves and their myriad talents. Instead they log onto USAJOBS, the official one-stop source for federal jobs and employment information, and scroll through thou-sands of "vacancy announcements."
 
An outside view of the federal government as an employer often renders it as an unapproachable, intimidating presence, allowing in only those who have the good fortune of being on the "inside." This foreboding aura is often intimidating to a job seeker hoping to "crack the code" of federal jargon and the seemingly endless array of hiring rules and regulations. Applicants often make errors that sabotage their chances at federal employment. Myths abound, and without guidance and information, jobseekers can find themselves in a maze of confusion, wasting time applying for jobs that do not fit them or their qualifications.
 
Tried Methods That  Don't Work
Some of the most common mistakes that federal jobseekers make include:
 
  1. Beginning the job search without a target job or occupation. On any given day, the federal job site USAJOBS lists more than 5,000 job openings. Scrolling through vacancy announcements searching for terminology and language that is a loose fit for qualifications can waste countless hours.
  2. Taking any federal job to get a foot in the door. This old adage is no longer solid advice in strategic career planning. Once federal managers have completed the arduous hiring process and successfully filled a position, they are reluctant to permit employees to move laterally, even if there's a better fitting position down the hall. In fact, the law states that job transfer is required only in the case of promotion. Therefore, it is not always easy to move around once an applicant has been hired.
  3. Narrowing the search geographically with a focus only on Washington, D.C. The majority of federal jobs are located in areas outside of Washington, D.C. In fact, only 15 percent of federal jobs are located in Washington. Applicants may neglect many opportunities by restricting their search to the nation's capital.
  4. Overlooking networking as a powerful federal job search tool. Many federal jobseekers focus only on online sites and electronic applications. Although federal law requires that the federal application process adhere to strict guidelines, there are many ways to find out about federal opportunities. By attending networking events or utilizing other methods in which they can become known personally and professionally by hiring managers, applicants can distinguish themselves in the crowded federal marketplace.
  5. Applying with a generic resume. It is critical that applicants develop a targeted resume for every type of position for which they are applying. A "one-size-fits-all" resume robs them of the opportunity to market qualifications in the context of the job they are seeking. Federal jobseekers often are not aware of the amount of information available to them in the vacancy announcement, which details the skills and competencies needed to be qualified. Using the announcement as a guide provides applicants with a framework upon which to create a targeted resume.
  6. Avoiding self-promotion. Fearing that they will sound as if they are bragging, many applicants operate under the myth that selling themselves in a job search campaign is not respectable. However, in a competitive marketplace, those applicants who have the ability to toot their own horn likely are the ones who get noticed, interviewed, and hired. It also is important to support one's claims with facts, circumstances, and examples that illustrate successes. These success stories add interest and depth to the application. They're a much better approach than recounting lackluster facts and dates.
  7. Not spending enough time developing application materials. Applying for a federal job requires a definite commitment of time and energy. Some estimate that a careful and exhaustive examination of job requirements and preparation of targeted materials may take 10 to 12 hours. Much less than that means that applicants have not devoted sufficient time for systematic review and writing. Applicants should not only peruse the "Overviews" section, but analyze the "Duties and Qualifications." Jobseekers can increase their success rate by tailoring applications to job requirements and highlighting resumes with the unique applicable qualifications they bring to the position.
  8. Insufficient knowledge of the federal government's agencies and missions. Applicants need to be aware of the variety of occupations and agencies within the government.
  9. Inadequate research into their own career aspirations. Federal hopefuls need to take time to fully appreciate and articulate their worth to the government employment. They need to inventory their best skills and match them with federal job requirements.
Exploring Federal Careers
Federal job seekers and the professionals who guide them would do well to enter a career exploration process, in which they assess strengths, talents, passions, and goals and then determine the federal jobs which match. Career counselors conduct this process routinely with their clients in the private sector. Colleges and universities prepare their graduates for the work world outside federal service. But, for some reason, the career counseling field and jobseekers themselves have overlooked matching goals and talents to federal jobs.

 
Federal jobseekers also may wish to research the strategic plans of the agency in which they have an interest. In a quick online search, such as "DHHS Strategic Plan," applicants can find out which direction the agency--in this case homeland security--is headed, and other trends and plans. Using this information, applicants can determine if this is an agency whose direction coincides with their own goals. For example, if the strategic plan of a health agency shows that it is trending toward using technology to educate health professionals, a jobseeker may determine that this blend of technology and health education matches his career interest and past experience.

 
With recent reforms in federal hiring to streamline the process and provide selecting officials with tools to choose the most qualified applicants, it is more important than ever for jobseekers to specifically articulate their own worth and career ambitions in the context of the job for which they are applying.

 
Reaping the Rewards
A federal job search must include a process of self-selection. Job seekers need to rule out jobs that do not meet their own self-identified criteria. Without including a career plan in the job search, a government career can wind up dissatisfying and unfulfilling. Finding work that maximizes potential and expertise is an asset that pays dividends for years to come. Successful job seekers secure work that is meaningful, which increases their motivation and productivity. Managers reap the rewards of good hires. Satisfied workers perform better. And, the American taxpayer receives a return on its investment in employees who contribute positively and absolutely to the work of the federal government.

 
In a time of shrinking federal budgets, hiring freezes, and other mandates to do more with less, federal managers often worry if they will be able to conduct the business of their agency in accordance with mission priorities. Having the right person in the right job can heighten the success of federal managers and the agencies for which they work.
 

Hiring Reform Aims for Speed, Simplicity
On May 11, 2010, President Obama issued a memorandum to agencies, directing them to implement several important changes to the overall hiring approach, including moving the federal government to a more streamlined, resume-based system. Federal hiring reform, implemented in November 2011, recognized that the government's outdated and cumbersome recruitment and hiring practices presented a barrier to attracting and selecting qualified applicants. Concurrent with hiring reform, OPM is updating and modernizing USAJOBS.  The new webpage should be up sometime between now 2016.


The President's Requirements of Federal Hiring Reform


* Pathways for students and recent graduates. The federal government has had trouble competing with other sectors in recruiting and hiring students and recent graduates. To address these difficulties, President Obama signed Executive Order 13562, Recruiting and Hiring Students and Recent Graduates, on December 27, 2010, to improve the way the federal government recruits hires, develops, and retains students and recent graduates.


* Elimination of written essays. The use of essays, Knowledge, Skills and Abilities (KSAs), often considered burdensome and unwieldy by applicants, has been omitted as part of the application process. However, applicants may be required to complete essays at some later point in the process.


* Resume and cover letter. Applicants can submit resumes and cover letters that are similar to those used in private-sector applications.


* Category rating. With category rating, the names of all eligible candidates in the highest quality category are sent to the selecting official for consideration. Without being limited to the top three eligible candidates (previously called the rule of three), the selecting official chooses from among all qualified applicants, increasing applicants' opportunities for consideration.


* Manager accountability and involvement. Managers will be more involved in the hiring process, rather than conferring the primary responsibility to human resources offices.


* Quality and speed of hiring. One of the challenges facing federal agencies in attracting and recruiting qualified individuals is meeting applicants' expectations for user-friendly application procedures, clear communication about the hiring process, and an engaging orientation experience. This new approach to federal hiring is designed to focus on the applicants' expectations and needs and interests, and reduce the time to hire for critical positions.


* Applicant notification. Managers will notify applicants about the status of their applications at various points in the selection process.


In summary, there is little reason for federal jobseekers to create their application materials in a vacuum. They should know and illustrate their qualifications, tying both to a targeted vacancy announcement and the mission statement of the post's organization. Virtual access to strategic plans makes it possible for applicants to identify trends and demonstrate their employment potential by documenting past successes in similar circumstances. Success stories make the case that the applicant is the best fit for the job. Ultimately hires from a search well done results in greater job satisfaction for the individual, increased productivity for the organization, and a greater return on investment for the American public.
 

Federal job seekers must articulate their own worth and career ambitions in applications and tie their experience to agency missions and strategies. With hiring reform, current federal jobseekers may have more luck in a streamlined review process.

Tuesday, March 10, 2015

Kudos to USAJOBS: The Popular Government Hiring Site is About to Get a Pagelift

The Obama administration is planning several tweaks to USAJobs, aiming to make the notoriously creaky federal jobs portal easier to use.

Officials at the Office of Personnel Management also hope to transform the site from a static repository of resumes into a more dynamic tool that helps federal hiring managers leverage data to make hiring decisions.

The planned website revamp is part of a series of workforce initiatives announced Monday during a webcast by OPM Director Katherine Archuleta.

The site redesign has been in the works for a while. The agency turned its “innovation lab” loose on the problem-child of a website last year.

“We know that this important gateway to federal service does not currently meet the needs of the very large and diverse group of Americans who use it,” said Tracy Orrison, who leads the site’s user experience and data analytics team.

Orrison’s team relied on focus groups and user surveys of hundreds of site visitors to come up with the areas most in need of overhauling. She promised a “beginning to end” look at the USAJobs experience.

However, don’t necessarily look for a “big-bang” relaunch of the website. OPM, instead, plans to roll out new features and fixes every 12 weeks throughout the year, Orrison said.

That will allow users to get acclimated to site changes, she said. It could also prevent a repeat of what happened the last time OPM undertook a major update to the jobs site. A crush of jobseekers visiting the site in the days immediately after it relaunched in the fall of 2011 led to repeated site crashes. The near-“death spiral” proved a black eye to OPM, which had in-sourced the jobs site after previously contracting it out to Monster.com for several years.

The latest redesign also aims to turn the site into a veritable data mine for agency HR officials.
"USAJobs has a lot of data related to the federal hiring process, which until recently has never really been analyzed on a large-scale basis,” said Graham Kerster, USAJobs data scientist.

A dashboard developed in consultation with the White House Office and Science and Technology Policy provides hiring managers with a better understanding of the applicant pool for federal jobs, particularly in the science, technology, education and mathematics fields. Hiring managers can also crunch the data to see why jobseekers for these STEM positions abandon the application process, he said.

Wednesday, January 21, 2015

Five Tips to Help You Deal with Older or Much Younger Workers at the Office

1. CHALLENGE STEREOTYPES.
A powerful way to demonstrate respect for others is to move past labels and treat people as individuals with unique experiences, preferences, and interests. Begin by examining your own ideas about other age groups. Then help others recognize when age stereotypes may be hurting collaboration. To challenge stereotypes:

• Treat everyone as an individual.
• Assess how age stereotypes may color your views.
• Encourage others to reject age stereotypes.

2. FIND COMMON GROUND.
While each of us is unique, we share more than you might think. Invest time discovering what you share—needs, goals, interests, points of view—with individuals from other generations. What you share with and learn from them can strengthen the human connection and sense of community that support collaborative work relationships. To find common ground:

• Ask respectful questions.
• Listen with an open mind.
• Connect on the human level shared by all.

3. FIND THE TALENTS IN EVERYONE.
Regardless of generation, everyone has something important to contribute. It’s a matter of taking initiative to find those talents and match them with the challenges at hand. When you respectfully ask about the interests, abilities, and experience of others, you enhance their sense of competence and encourage them to contribute to a shared effort. To find the talents in everyone:

• Assume that everyone has value to contribute.
• Ask others about their interests, abilities, and experience.
• Allow for a range of productive work styles.

4. MIX IT UP.
Most of us prefer to spend time with people like ourselves, including those of similar age. Working across generations helps realize the tremendous value of diverse perspectives, which often spark creativity and innovation. Your daily effort to offer and ask for help builds strong connections among age groups and makes everyone’s job easier. To mix it up:

• Partner across generations.
• Find collaborative ways to share your perspective.
• Respectfully ask for and offer ideas and help.

5. EXPECT A LOT.
Low expectations due to age stereotyping wreak many forms of havoc, in particular the self-fulfilling prophecy. We tend to get what we expect of ourselves and others. In contrast, high expectations—for how and how well people apply their talents—demonstrate our respect for others and promote increasing competence over time. To expect a lot:

• Challenge yourself to learn, grow, and perform.
• Hold yourself and others to high standards.
• Observe how expectations drive effort and results.

The long-term success of any organization depends on contributions from employees of all ages. Employees who apply these practices to see one another as they really are, not as stereotypes, can help support a motivating, collaborative, and productive workplace.

What We Share
Everyone shares at least four universal needs in the workplace. People of any age feel highly motivated when the following needs are met:

RESPECT – feeling valued as a unique individual. A recent study found that respect from peers, superiors, and direct reports is the top-rated workplace need of all generational groups. Conversely, we found that expressions of lack of respect have a distinctly depressive impact on workplace productivity, creativity, and relationships.

COMPETENCE – feeling valued as knowledgeable, skilled, and experienced. People have a powerful need to hone and demonstrate skills, whether technical, interpersonal, or leadership. Opportunities to develop and show competence—as well as recognition for effort and results— are powerful motivators for every generation.

CONNECTION – collaborating with trusted colleagues and co-workers. Regardless of age, people want to collaborate. Studies show this intrinsic need more powerful than extrinsic needs, such as the desire to earn rewards or avoid punishment. Cross-generational effort brings results through a melding of views and experience.

AUTONOMY – exercising self-control within guidelines to achieve shared goals. No one has total autonomy in the workplace because all must contribute to shared results. Still, people crave autonomy, or freedom, to shape their work to support the work of others. This kind of flexibility helps people of all ages to thrive in an organizational setting.

Sources: Deci, E.L., and R.M. Ryan. “Facilitating optimal motivation and psychological wellbeing across life’s domains.” Canadian Psychology 49 (2008): 14–23.

Monday, January 12, 2015

Do you have the Skills to be a Manager?

By Elizabeth Butler, Dreamfedjob editor

A few weeks ago Dreamfedjob.com was looking to hire a new Marketing Manager. The position was advertised and we received a couple of hundred resumes, no kidding. There were so many applicants for this position that management divided the resumes between four of us and asked us to set aside resumes that showed leadership, people, thinking and work style skills.

Much to our surprise, the majority of the resumes we reviewed did not include examples or specific information addressing the skills listed below. This made our job easier since we could disqualify most of the resumes in a short period of time. If you are applying for a management job, make sure you address the skills listed below and don't forget to give examples or quantify results, where appropriate, throughout your work history.

1) Leadership Skills
Not surprisingly, Managers and Supervisors need to possess a strong set of leadership skills in order to be effective and constructive. Specific areas of leadership that have been found to be important to leadership success include one’s ability to effectively and willing mentor, coach, and develop their subordinates, one’s ability to empower and motivate employees, and the ability to provide behavioral feedback in a constructive way. Certain types of managerial roles require leadership skills that other managerial positions may not. For example, a Team Leader on the production floor would need to possess leadership skills related to employee safety that requires him or her to correct, address, or educate others about any hazardous situations on the job, where as our Marketing Manager would not.

2) People Skills
Let’s face it: if you aren’t comfortable working and communicating with others in the workplace, a managerial position likely isn’t going to work out. People skills that have been found to be predictive of successful leadership performance include one’s ability to effectively handle and resolve conflicts, one’s ability to work collaboratively and effectively with others, and having an awareness of one’s actions and how those actions impact others. Being able to engage in appropriate, interpersonal behaviors in the workplace is key to building successful and productive Supervisor-Incumbent relationships.

3) Thinking Skills
Having the ability to thoroughly and effectively make decisions and solve job-related problems is critical to supervisor success. One of the most common duties of a Manager or Supervisor is to make sure that client, customer, and employee obstacles are being removed or lessened. This includes making sure questions are being answered, proper actions are being taken, and problems are being resolved. All of these actions require one to use critical thinking and decision making skills. You can have the friendliest manager in the world, who possesses all the necessary leadership skills, but if they can’t solve problems, they will likely fail at being an effective Supervisor or Manager.

4) Work Style Skills
Becoming a leader does not mean that you get to stop being a working employee. Although Managers and Supervisors typically have the power to delegate, certain working skills are always going to be necessary to use and demonstrate. For example, it’s important to be and be viewed as reliable and accountable as a Manager or Supervisor. Other work style skills that are important to managerial success include one’s ability to plan and organize, stay proactive, and adapt to changing circumstances in the work place. Without these powers, becoming a successful manager is unlikely.