Career Tools

While not all bosses do, smart and effective bosses usually name someone on their team as their "Number Two." Being a good Number Two is good for your career. Here's how to do it.

While not all bosses do, smart and effective bosses usually name someone on their team as their "Number Two." Being a good Number Two is good for your career. Here's how to do it.

This cast describes Career Tool's recommendations for answering questions about your career history.

This cast describes Career Tool's recommendations for answering questions about your career history.

This cast describes how to give a decision briefing to your manager.

What is this Horstman's 3rd Law of Interviewing? We'll Take 90% Less Ability for 10% More Attitude Every Day of the Week.

What is this Horstman's 3rd Law of Interviewing? We'll Take 90% Less Ability for 10% More Attitude Every Day of the Week.

Part 2 of our recommendations about calendar management.

This cast describes the first of our recommendations about calendar management.

Our Hall Of Fame guidance on work-family balance.

This cast describes a simple verbal tool for addressing tension, conflict or other ineffective emotions in the workplace.

This cast describes how to answer the interviewing question, "Describe Your Leadership Style."

Our Hall of Fame guidance on how to prepare for your review.

In this cast, we share one of the best interviewing answer templates you'll ever hear. It's simple, elegant, easy to deliver, and surprise, surprise: it directly answers the question.

One of the skills that so many professionals could be so much better at with such little work is relationships with executive recruiters. The fact is, recruiters play important roles in corporate life, more today than they ever have before, and not just at executive levels. This is particularly true in the technology space.

One of the skills that so many professionals could be so much better at with such little work is relationships with executive recruiters. The fact is, recruiters play important roles in corporate life, more today than they ever have before, and not just at executive levels. This is particularly true in the technology space.

Time management is a fallacy. Time doesn't need you to "manage" it - it's been getting along just fine without you for billions of years. We can't manage time. What we CAN manage is what we do with that time. And yet, the overwhelming evidence is that professionals and managers do NOT "manage what they do with that time."

Time management is a fallacy. Time doesn't need you to "manage" it - it's been getting along just fine without you for billions of years. We can't manage time. What we CAN manage is what we do with that time. And yet, the overwhelming evidence is that professionals and managers do NOT "manage what they do with that time."

At least once in your career, and perhaps as many as five times, you're going to have to resign from a position. And this is one of those tasks or responsibilities that no one talks about, no one knows how to do, and therefore… many do it poorly.

We suggest you Build and Maintain Your Network. It only takes THREE SIMPLE SKILLS, and we'll walk through them.