blackops
blackops
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I think making a LinkedIn is fairly harmless, but you might want to spend more time on adding work experience so that you can put something on your LinkedIn. What are you doing now to make money or to get experience?

For those who can't get passed the paywall:

Networking is crucial for advancing a career, building relationships and getting knowledgeable about a range of subjects. And women have a much tougher time of it than men.

It comes down to numbers, my research shows. There are so few women in positions of power that it is difficult for women to find sponsors to make introductions and referrals, and models of effective leadership are geared toward men. And because of that, women begin to believe not only that the cards are stacked against them but also that there is something wrong with networking itself.

Bonding problems
Of course, it can be daunting for both men and women to reach out to people who are more senior and outside their immediate area. But women’s difficulties with workplace networking go beyond that. People form and maintain relationships easily and spontaneously with others like them, decades of research shows. When an organization’s senior ranks and an industry’s power players are mostly male, the “likes attract” principle means that women often have to work harder to build relationships with decision makers and influential stakeholders.

At the same time, there are few other women around for women to build professional relationships with. The result? Women are consistently excluded from male-dominated social gatherings, which let businesspeople talk shop and bounce ideas in an informal atmosphere that builds camaraderie and trust. Compounding the problem is that men and women tend to favor different leisure and extracurricular pursuits. So men find it much easier to mix play and work in the first place, with pursuits such as golf, while women often struggle to combine the two spheres of life.

In my research, I ask people to list all the contacts they consult for work matters, as well as the friends they hang out with outside of work. Men often have some people on both lists— they’ll play squash or go to dinner with some of those work contacts. Women, in contrast, are more likely to have two separate lists. This difference is most pronounced for women who have children, when outside-of-work relationships tend to become more driven by school activities and family.

All of which means it takes longer for women to achieve influence. It also increases the likelihood that women will have unfavorable views about networking. The more we differ from key stakeholders, and the more we have to go out of our way to interact informally with them, the more likely we’ll view networking as disingenuous and calculating. So women begin to see networking as being about selfish gain and using people.

Breaking barriers

Aspiring women leaders can start taking charge of their network with three tactics. Be a bridge. The best way for women to expand their professional relationships is by making connections across the diverse circles that make up their network. For example, one marketing executive for a large manufacturing firm found herself attending events in which ideas were presented on which she knew could help her colleagues. She started writing up what she was seeing in a LinkedIn blog, and that raised her visibility in the company. When she met the author of a new book on agile working, she knew his methodology could potentially transform her firm’s operations. So she introduced him to a manager she had gotten to know through the LinkedIn column. Five years later, the methodology was in place across the organization—and she landed a promotion. Do it your way. Effective networking usually involves investing time in extracurricular activities. But many women balk at what seems to be limited choice among things they are not very interested in, such as playing golf or attending sporting events. I have seen many savvy networkers, however, leverage a personal interest into something more strategic in the workplace.

Take, for instance, one investment banker who was passionate about the theater. Frustrated that she kept missing plays she wanted to see, she made her passion part of her business development. Four times a year, her secretary booked tickets, organized an informal buffet dinner at a restaurant near the theater and invited her clients, prospective clients and other key people she wanted to get to know better. The stage became a backdrop for developing her own business and facilitating connections among people in her networks.

Join a women’s professional network. Because women’s informal networks tend to have separate work and social spheres, it can be harder for women to achieve their potential. Joining a women’s network, such as the Wing, is a great way to bring the two spheres together. A women’s network can be a supportive setting for women to compare notes and reinforce one another’s learning. One website founder from New Zealand told me, “Coming here, there is a sense of comfort; you can fully relax.”

Ultimately, it is women’s misconceptions about networking that hold them back. If you believe you will never be any good at it or that you are wasting time, if there is a voice in your head telling you it is self-serving and political, you won’t commit to breaking your usual routine. The only way to debunk such limiting assumptions is for women to try it and learn from their own experience that networking is one of the most valuable ways to invest their time.

For those of you who don't have an account:

Dear 22-year-old Joann:
Congrats, 1971 Stanford grad! You’re full of energy, enthusiasm—and naivete. In launching your journalism career, you have no idea what lies ahead. But today, as I say goodbye to The Wall Street Journal after nearly 47 years on staff, I do. So I want to offer you, my younger self,
guidance about navigating the often daunting world of work.

You’re just joining the Journal, whose 150-person reporting and editing staff includes only 11 women. You’ll run into rampant gender bias while you’re reporting, such as being mistaken for a secretary, phone operator or subscription saleswoman. Male sources will tease, “Where have they been hiding a dish like you?”

A lot has changed since then, but in many ways, the U.S. workplace hasn’t come very far. Here
are five pieces of advice—tips that I believe still ring true in 2018.

Discover unwritten workplace rules. In 1973, I was working in San Francisco, where I had been hired as that bureau’s first female reporter. I asked to transfer to Chicago and was told that the Journal wouldn’t pay my moving costs because I initiated the relocation for personal reasons. My husband wanted to pursue a graduate degree at Northwestern University.

The official rules were that the company wouldn’t pay for a move if it was at the employee’s
request. I wasn’t plugged into enough company insiders to know that office practices may differ
from official policies. Even today, men generally seem to have a better understanding of the
unwritten rules of the office than women do.

Sure enough, I later learned that editors occasionally overlooked the relocation policy—the company footed the bill so a male New York reporter could live close to his ailing mother in the San Francisco area.

As it happens, I also benefited from ways my employer strayed from the literal rulebook. Even
before my move to Chicago, I underwent major surgery for detached retinas. My recovery lasted many weeks and I was paid my salary the entire time. I didn’t realize until later that the
company could have insisted that I pursue disability insurance coverage.

The point is, unwritten rules can help or hurt you. But you must truly understand them to make sure they work for you.

Find the door to the “old boys’ club.” I initially couldn’t figure out how to be casual buddies with my male colleagues. Early in my career, my boss owned a sailboat and on weekends, he liked to take along guys in the office. The married ones left
their wives behind. The only time he invited me onto his boat, he insisted I bring my husband along. I disliked being treated differently. And to avoid annoying my husband, I didn’t talk shop with my boss during our sail.

In Chicago, I found a door to the club: Men in the office without pressing deadlines regularly
played bridge in the afternoon. I didn’t know how to play, so I took lessons and players
eventually let me play, too.

But you, younger self, shouldn’t stop there! A coworker recently told me that another
former boss sometimes invited men, but not women, for drinks after work and to his home
for a barbecue one time. I wish I had known. (After I left, other women in the bureau
complained about the private socializing and he invited everyone to his house the next time.)

Deliberate carefully before making critical career decisions. When I was in my late 20s, my
Chicago boss approached me and three male reporters about taking spots as bureau chiefs in
smaller U.S. cities. If it worked out, I would have been the first female head of a Journal bureau.

However, I feared my husband would have trouble finding a job in a distant city. We were also
seriously thinking about conceiving our first child. I thought I should respond quickly. “I want
to be a bureau chief someday—just not now,” I told my boss. I was wrong to react instantly. I should have spent days weighing the upsides and downsides, following chats with my husband and manager moms elsewhere.

The three men soon were named Journal bureau chiefs and subsequently advanced higher. Years later, I applied to be the Atlanta bureau chief. A more experienced woman got the job.

Ask for the pay you deserve, but do your homework first. In 1986, Kathryn Christensen, the London bureau chief, offered me a 10% raise to become her second in command. (She had become the Journal’s first female bureau chief in 1982, in Boston.) The raise impressed me so much that I never considered requesting more. Unfortunately, women frequently react the same way today. An editor who advises reporters offered overseas assignments told me that men tend to demand more money, after analyzing local pay practices, while women accept even modest raises without objection.

Remember the power of tact and discretion. When I was London deputy bureau chief, a New York executive asked me to gauge our office morale before he visited European bureaus. I indiscreetly relayed one staffer’s comment: “At a time of austerity, why is he taking this junket?” The enraged executive felt personally attacked and tried to get me fired. I
later learned this from colleagues and spent months repairing my image.

My problem? I was a rookie manager with no training or feedback about dealing with senior
management. I hope that you’ll ask more experienced associates for informal guidance.

Ultimately, however, you must help yourself succeed. As I noted in a 2010 career column: No one can manage You Inc. better than you. Love, Your Older but Wiser Self.

For your situation, the right resume and how you tell your story is incredibly important. You'll want to organize as much of your relevant experience (marketing, communications, etc) at the top of your resume and put your driving experience about half way down the page.

It's not impossible to do. It just comes down to how you structure the information so they understand you're qualified

There's a lot of good stuff here, but I would fix the following:

1. Make sure your line breaks and spacing are consistent. Some lines look to have more padding on the bottom than others. Keep it the same and you should save a few lines.

2. What matters is not the number of bullet points you have but how you use them. A lot of your bullet points are vague (what does "Create and maintain media lists" mean?) With each bullet point answer what you did (create and maintain media lists), how you did it (e.g. using powerpoint, email tools, google sheets, etc.), and what was the result (did this result in more efficiency? were you able to improve operations in the office, etc.). Someone should be able to read your bullet point and immediately understand what you did. If they can't, you're doing something wrong.