This week, I’m expanding on my last episode with Brad Englert, when we talked about Building Essential Internal and External Relationships.  This week, I’m providing key how-to strategies for building those relationships.  

We network for a myriad of reasons. One critical category of networking is building internal and external relationships that allow you to do your job better – and have a much better experience doing that job.  My guest this week is Brad Englert, founder of Brad Englert Advisory and an author, advisor, and technologist. Brad has worked for Accenture, The University of Texas, and the IRS.  Brad and I talk about the benefits of building these relationships for both parties involved, who to build these relationships with, and how to make sure you carve time out of your busy schedule to cultivate these relationships.  We also talk about one of my favorite topics – the Emotional Bank Account – so people don’t see you as someone who only shows up when you need something or have bad news.  You can find Brad at:www.bradenglert.com linkedin.com/in/bradenglert Brad is the author of Spheres of Influence: How to Create & Nurture Authentic Relationships. Check out a sample of the book on his website: https://bradenglert.com/podcast   The Exclusive Career Accelerator is a transformational career coaching program that sets you up for success in your current role, in your next job search, and for the rest of your career. You’ll receive customized 1:1 coaching, job search support, and world-class marketing documents written by one of fewer than 25 Master Resume Writers in the world. To learn more or to schedule a consult, visit my website at https://theexclusivecareer.com/teca or email me at lesa@theexclusivecareer.com 

Today we’re talking about the big picture of your career – specifically, points at which a career coach can provide incredible benefit.  I’m calling these Career Inflection Points.  While I will be talking about how I can...

Today, my guests are Neill Marshall and Kurt Mosley of HealthSearch Partners, an executive search firm operating in the healthcare space.  We talk about the difference between the work they do as an executive or retained search firm and the work of third-party or contingency recruiters before digging into that all-important first point of contact.  Whether initiated by the recruiter or the prospective candidate, it is important for the candidate to convey three things: What they want to do next in their career (vagueness or indecision doesn’t cut it), what their compensation expectations are (if you don’t answer the question, you probably won’t be contacted again), and anything about their personal situation that would affect their candidacy (such as being unable to relocate).  Further, executive recruiters are looking for leaders, so conveying a leadership presence in that initial conversation is important.  I got a tremendous takeaway from this episode: Neill provided an invaluable framework for expressing your compensation expectations.  Neill Marshall is Board Chair and Co-Founder of HealthSearch Partners, an executive search firm that specializes in mission-minded healthcare leadership. With over 30 years of experience and more than 600 senior-level placements, Neill brings a depth of insight into hospital and health system governance, executive transitions, and strategic leadership. He is also the architect of HealthSearch Partners’ popular “First 90 Days” series—an ongoing exploration of how new CEOs can make an impact early in their tenure.Kurt Mosley is a nationally recognized leader in healthcare strategy and executive search. With over 35 years of experience, Kurt has helped hospitals and medical associations across the country find leaders who truly make a difference. He currently serves as the Associations Practice Leader at HealthSearch Partners, where he works with a wide range of healthcare organizations to identify and recruit top executive talent. Before that, Kurt spent more than three decades with AMN Healthcare and Merritt Hawkins, building partnerships with over 25 state hospital associations.  To find Neill Marshall and Kurt Mosley:   neillm@healthsearchpartners.com https://www.linkedin.com/in/neillmarshall/ kurtm@healthsearchpartners.com https://www.linkedin.com/in/kurt-mosley-01893212/ www.healthsearchpartners.com The Exclusive Career Accelerator is a transformational career coaching program that sets you up for success in your current role, in your next job search, and for the rest of your career. You’ll receive customized 1:1 coaching, job search support, and world-class marketing documents written by one of fewer than 25 Master Resume Writers in the world. To learn more or to schedule a consult, visit my website at https://theexclusivecareer.com/teca or email me at lesa@theexclusivecareer.com

Cultural alignment is so important for you to be successful in a role and achieve job satisfaction. While there are other components, such as your relationship with your boss (#1), that component and many others are dire...

My guest this week is Michael Neece – keynote speaker, author, and entrepreneur who believes that kindness is the key to building a future we all want to live in.  This week, we talk about why kindness isn’t soft, but rather the most underrated strategy in executive leadership. Michael and I discuss why he believes this is true, why kindness isn’t more pervasive in corporate America, and how to shift a culture to one centered on kindness.  Michael Neece is the author of “In Kind: Consciously Craft a Meaningful Life and Career,” and host of the podcast, “Our Future is Kind,” where he interviews executives, futurist, politicians, artists, and community leaders in discussions about how to craft a kinder future. Michael is also co-founder of The Human Summit that take place on World Kindness Day each year.  Michael is offering a free 30-minute consultation with him; sign up at https://ourfutureiskind.as.me (https://ourfutureiskind.as.me/) Find Michael Neece at:ourfutureiskind.comlinkedin.com/in/yournextkeynotespeaker/   The Exclusive Career Accelerator is a transformational career coaching program that sets you up for success in your current role, in your next job search, and for the rest of your career. You’ll receive customized 1:1 coaching, job search support, and world-class marketing documents written by one of fewer than 25 Master Resume Writers in the world. To learn more or to schedule a consult, visit my website at https://theexclusivecareer.com/teca or email me at lesa@theexclusivecareer.com   

As everyone knows, remote work hit an all-time high during COVID – out of necessity. I wanted to do a 2025 update on this topic, to really get clear on what’s happening. An article published on March 25th by Rachel Cromidas on LinkedIn News covered this topic. According to the article, remote work is on the decline, while hybrid and in-office arrangements are increasing. One in three executives surveyed said they preferred their team to be onsite. Here are the stats: in October 2020, 46% of employees were remote, 12% were hybrid, and 39% were working on site. As of February 2025, just 26% of workers were fully remote, 16% have hybrid schedules, and 55% are onsite.  What Employers are Thinking About Remote Work -Many believe onsite work fosters stronger company culture, collaboration, and engagement; it enhances teamwork, communication, and a shared sense of mission. 79% of managers believe remote work has led to greater productivity, created happier employees. -At the same time, the majority of employers recognize that imposing return-to-office mandates often means losing talent, and typically they are the best talent because they know they have options. -Employers allowing remote or hybrid work have lower operational costs, such as reduced office space, and a broader talent pool that isn’t geographically restricted. -Only about 12% of executives with hybrid or remote workers plan a full return to office in the near future. - The belief is that remote work will expand in the next five years. -Challenges include managing compliance in multiple jurisdictions, ensuring equitable pay for geographically distributed teams, and the potential for a reduced sense of belonging for some employees. Ultimately, while some large organizations are pushing for more office days, the prevailing employer sentiment is that remote and hybrid work are now a permanent fixture in the work landscape, vital for talent attraction and retention, even as they continue to invest in strategies to maintain culture, collaboration, and career growth in this new context. Translated: Employees know that remote work, works – COVID proved that. Now employees are on to employers – they want a valid reason that their behinds need to be in a particular seat every work day. They also know that while remote work may not work for every job function in their company, it can absolutely work for many job functions – so the all-or-nothing approach is not cutting it with top talent.  What Employees Think About Remote Work These data come from multiple sources including Robert Half and Gallup: -Globally, about 91% of employees say they prefer to work fully or almost completely remote. In the U.S. about 22% of the workforce is remote, but the preference for flexibility is much higher. -83% of global works say a hybrid model is ideal; just 1% say being in-office full-time is ideal for them. -84% of employees feel more productive working away from the office; 74% say they are happier working remotely. Remote workers are more likely to remain in their positions compared to fully in-office employees. 79% of remote employees report lower stress. -Many employees say they would consider pay cuts to retain remote flexibility. -Gen Z employees are less likely to want fully remote work compared to older generations – collaboration is key here for early-career development. -Forcing a return to office is frequently linked to lower job satisfaction and higher turnover risk. Translated: Remote jobs DO still exist, but they aren’t as plentiful as during COVID.

I start with an apology – which is also the reason I asked Caryn Gillen to be my guest this week. The apology: I may have confused some of you when I talked about “burning bridges.”  Good burning bridges: Making the decision to look for your next career opportunity – and not going back on that decision. Burning the bridge that would allow you to change your mind when the job search gets tough (it will) or goes on longer than you thought it would (also, it will).  Bad burning bridges: “I’m leaving anyway, so here’s my chance to tell Bob off, give my boss a piece of my mind, and post on social media what this company is REALLY like.”  In this episode with coach Caryn Gillen, we came up with a different term for the good kind: Closing the Gate. The kind of gate that only opens in one direction – no ability to go back.  We dissect the decision-making process, how to have your own back about your decision, and what other people might think about your decision to leave (and what to do about their thoughts).  We also talk about values-based decisions, the idea of “compensation” going far beyond salary and insurance, and how to walk away from good things.  Find Caryn Gillen on her podcast, Coach Business, or @Caryn Gillen.   The Exclusive Career Accelerator is a transformational career coaching program that sets you up for success in your current role, in your next job search, and for the rest of your career. You’ll receive customized 1:1 coaching, job search support, and world-class marketing documents written by one of fewer than 25 Master Resume Writers in the world. To learn more or to schedule a consult, visit my website at https://theexclusivecareer.com/teca or email me at lesa@theexclusivecareer.com.

This is the final episode of my “Leading Organizational Change” series, “Embracing the Pushback.”  In the first episode, I covered how to articulate a powerful vision for change, whether you are initiating the change or it has been han...

One of the strategies I suggest with some of my clients is creating a 30/60/90-day plan during the interview process.  Let’s start with the benefits of creating such a plan, which is usually in the form of a PowerPoint. Demonstrates Your InitiativeMost candidates aren’t going to do a plan like this, so you will immediately stand out and show you’re willing to put in extra effort. It also shows that you have thought beyond the interview, pictured yourself in the role, and given extensive thought to how you could be successful in the role.  Shows your Understanding The process of developing a plan requires you to thoroughly research the role and the company. You’ll need to understand the company’s mission, values, and vision – as well as any specific challenges or opportunities you would be able to effect change on in the role.  Illustrates Strategic ThinkingYou are showing your ability to be strategic, identify key priorities and break them down into manageable phases, and anticipate challenges. If you include metrics for success, you’re showing your ability to measure impact.  Builds CredibilityYour plan will leave a strong, positive impression on the hiring manager, and reduces the perceived risk of hiring by providing a clear vision of how you will hit the ground running. Finally, it opens a conversation about expectations and makes sure you are on the same page in regards to your initial contributions.   Plan FormatThere are lots of templates out there for you to use, and exactly what you include will depend on the role, the company, and other factors.  The format I use with my clients:  10 slides, with 9 following the format below. You have 1 “floater” slide of your choosing. #1: Intro page with contact info (optionally: a quote or philosophy you operate by)  #2: Leadership Philosophy overview with examples #3: Vision specific to that company and that position (when there is no specific company in mind, there will be a placeholder for this slide) #4: High-level overview of 30/60/90, such as: 30 - LearnMeet with partners, peers, internal stakeholders to learn the business and HR systems. The goal will be to accelerate my learning process to make an effective and expedient contribution. To have a seamless transition in the HR Role, from existing CHRO to incumbent CHRO Manager, is to plan, stay on course while remaining agile! 60 - AssessAnalyze the existing key processes to understand the performance of core, short- and long-term initiatives by HR for operations. Identify opportunities for short-term and long-term improvement, based on feedback from stakeholders, company president, and HR team members. 90 - OptimizeIdentify opportunities for improvement, potential process or program improvements. Use existing or begin building HR Scorecards to measure strategic alignment with business operations. #5: Details of 30-day, with specific bullet points #6: Details of 60-day, with specific bullet points #7: Details of 90-day, with specific bullet points #8 – Measurements of success at 30,60,90, such as: 30 Days - Learn -Begin relationship-building HR Staff,

If you’ve listened to my episodes on resumes in my previous podcast, you know I have a strong opinion: LEAVE RESUME WRITING TO THE PROFESSIONALS.  Having said that, some of you will want to give it a go yourselves, so I wanted to give ...

As aspect of your professional development that has the potential to help you propel your career is becoming known as a thought leader.  Thought leadership takes you from being an implementer of thought leaders’ ideas and strategies, to positioning yourself with those thought leaders, to being known as a though leader.  In this episode, I want to address two areas: How to become a thought leader, and how to promote your thought leadership.  How to Become a Thought Leader Define your Niche and ExpertiseAs you think about becoming a thought leader, an important first step is to identify the topics you are truly passionate about and have deep knowledge in. Think “narrow and deep” here – you can’t be a thought leader on everything.  You want to then think of your unique angle on your topic – what can you say that others aren’t saying? Your goal is to add something new and useful to the conversation. Consider conducting original research if possible – data-backed insights are highly credible.  You also want to understand your target audience – their pain points, interests, and preferred ways of consuming information. What keeps them up at night – and how can you solve that for them?   Cultivate a Thought Leadership Mindset A second point is to engage in continuous learning – the latest trends, research, and innovations in your niche. Attend conferences, read industry publications, and engage with other thought leaders.  Show authenticity – share your experiences, including failures, to show transparency and build trust. Your unique voice and perspective will set you apart. Be patient – this is a marathon, not a sprint.  Tell compelling stories – if you use data and facts, weave them into a compelling narrative that makes your ideas more memorable and engaging.  Be willing to ask “why” and “what if” in tackling unaddressed issues or inefficiencies.   How to Promote Your Thought Leadership Let’s start with levels of thought leadership, and I’m going to focus on LinkedIn here. Think of this as the Crawl, Walk, Run method.  Crawl: Begin commenting on other thought leaders’ content, using a minimum of 5 words.  Walk: Share other thought leaders’ content, including your unique perspective or a provocative question. Run: Produce original content.  Consistency is key here – consider where your target audience consumes information. For example: -Written content on platforms like LinkedIn or industry publications, whitepapers, e-books, newsletters, or even a book -Speaking at conferences, webinars, workshops, or industry events -Podcasts -Engaging on platforms like LinkedIn  Prioritize quality over quantity. Your content is your brand, so be impeccable.  Build relationships with other professionals, industry peers, and existing thought leaders by attending virtual and in-person events, collaborating on projects or discussions, and commenting on their thought leadership.         Engage by responding to comments, questions, and feedback on your content. Ask questions about your content that your audience and/or other thought leaders will be likely to comment on.   Measure Your Impact I would be remiss if I didn’t mention how important it is to track relevant metrics. This might include:             -Traffic to your content            -Social media engagement – likes, shares,

This is the second episode in the Leading Organizational Change Series. A link to the first episode, on Articulating a Powerful Vision, can be found in the show notes: 

In this episode, I speak with Stephanie Simpson about stress – what it actually is (and isn’t), good vs. bad stress, and how to work with the stress that WILL occur in your life.  We also talk about how your stress, as a leader, affects your team – and what to do about it.  Stephanie Simpson is a certified professional coach with a background in psychology, the arts, and trauma-informed practices. She takes a holistic, human-centered approach—partnering with individuals, teams, and organizations to align values, goals, and actions. Her work is rooted in investing in the humans behind the work, helping clients lead with clarity, confidence, and purpose. Find her at:stephanie-simpson.com linkedin.com/in/stephaniesimpsoncoaching Instagram: stephaniesimpsoncoaching Facebook: https://www.facebook.com/StephanieSimpsonCoaching (https://www.facebook.com/StephanieSimpsonCoaching) You can book a free Coaching Connection Call with Stephanie to focus on one specific area where you feel stuck using this link: https://calendly.com/stephanie-simpson/discoverycall   Are you thinking of looking for a new job in 2025? Schedule a 15-minute laser coaching session with Lesa to receive an audit of your job search readiness - your strengths and your areas for improvement. https://calendly.com/lesaedwards/laser-job-search-audit  

One of the things I get asked most about from job seekers is how to find recruiters. My answer is this: Unless you have an existing relationship with a recruiter OR someone has referred you to a specific recruiter, it is a waste of time. It’s like looking for a needle in a pile of needles. A better strategy if you are actively job searching is to create a LI profile that attracts the right recruiters, with the right opportunities, to you. Note that I’m not going to talk about how to move around in the LI community, or position yourself as a SME, or what exactly to write in your profile. Rather, I’m going to talk about how recruiters utilize LI – and how you can leverage that information to get more eyes on your content. In other words, today I’m talking about how to get recruiters to your profile – not how to optimize what they see when they get there. Let’s start with how recruiters might approach the task of finding candidates utilizing LI. LinkedIn Recruiter LinkedIn offers three levels for recruiters, with varying levels of power depending on how much recruiters will use it, and in what ways. One of the tools recruiters use is Advanced Search, with filters for industry, location, current company, past company, and education. Recruiters can use Boolean searches, such as SALES NOT MARKETING or HUMAN RESOURCES AND BUSINESS PARTNER. Tip: Make sure you have the correct industry on your profile. These are periodically updated and there may be a more accurate one for you now – or you may have changed industries since you created your profile.  Your Skills SectionYou have space for 100 skills in this section. Here’s how to optimize: -Look at job descriptions for positions you would be interested in applying for and qualified for. What keywords and skills are they asking for? -When you begin putting in a keyword or phrase in your Skills section, a drop-down menu will appear. Choose AS MANY of the applicable terms as you can – overlap is not only okay, it is desirable. -The terms in your Skills section are now tied into the job or jobs in which you displayed them. This works both ways: You can include skills as you put in a job description, or you can add Skills in the Skills section and tell LI which job to tie that Skill to. -Especially with the most important Skills you want to promote, include them in your Experience section, in both the job description and your achievements – as well as in your About section and your Headline. If a term is key to your brand, it should show up several times. -If you have a Job Seeker Premium account, you will see what qualifications a job is looking for and how you compare. If you can say that you possess any of the qualifications they are asking for that you don’t yet show on your profile, then add them to your Skills section and possible elsewhere in your profile.  What most LinkedIn profiles suffer from When I review the LinkedIn profiles of people I have a consult with, it’s not what’s there that is of concern – it is what isn’t there. As I mentioned, incorporating keywords throughout your profile is important, acting as what I like to call “Recruiter Flypaper.” At the same time, your profile should be readable – a story you are telling a colleague about yourself. They should know you better after reading your profile – but if all you have in your Experience section is the employer’s name, your job title, and dates of employment, they won’t know you better. In other words: weave those keywords throughout your profile – just don’t make your profile a laundry list of keywords.

This week, we’re starting a series called Leading Organizational Change. This first episode focuses on Articulating a Powerful Vision. Whether you are in the C-suite, just beginning to lead initiatives that affect your entire organization, or aspire to do so in the not-to-distant future, this series will help you understand what is needed to effectively lead organizational change. Let’s start with a concrete definition of organizational change: “Organizational change refers to the process by which an organization modifies its structure, culture, strategies, or other elements to adapt to new situations or achieve desired outcomes. This can involve shifting from the current state to a desired future state. Change can be reactive (responding to external pressures) or proactive (designed to capitalize on opportunities).”  VisionYour company has introduced a widespread organizational change initiative, and you are leading your team through their roles in the change. Whether you had a hand in developing the initiative or not, one of your most crucial roles is articulating the “why” behind the change so that you inspire your team and motivate them to action. There will be people on your team who need that big picture; others who will need myriad details to understand how the pieces fit into the whole. Still others – I fall into this category – simply can’t get behind something without understanding why this change is necessary and important. You want to address all these issues – the big picture, the details, and the why. What makes a vision compelling and inspiring?  Clear Articulation: Paint a vivid and tangible picture of what the organization will look like, feel like, and achieve once the change is successful. Use descriptive language that appeals to the senses and emotions. Briefly acknowledge the current situation and the reasons why change is necessary. This provides context and validates people's current experiences. Understand that this is not a one-time communication, but ongoing and in different forms. Explain the Purpose: Connect the vision to the company’s higher purpose so your team understands why this change is important and what problem it solves. People want to understand the significance of the change – and they want to feel that you believe in both the vision and their ability to achieve the desired outcome. Highlight the Benefits: WIIFM – What’s in it for Me – is important here. How will this change make your team members’ work more meaningful, impactful, and rewarding? Set Goals: One of your roles as a leader is to translate the overall vision into ambitious, yet achievable goals for your team. These goals should be challenging enough to excite your people – and realistic enough to seem attainable. Active Listening: Create opportunities for dialogue and listen actively to people's questions, concerns, and ideas about the vision. Inclusive Language: “We” and “our” will help to foster a sense of shared ownership. Invite your team to contribute their ideas. Passion and Enthusiasm: Speak with genuine passion and energy about the vision. Your emotional investment will be felt by your audience and can ignite their own enthusiasm. Simplicity: Avoid jargon and overly complex words, which can lead to your team feeling unsure and even questioning the vision. Deliver the message using clear and concise communication. Authenticity: It is important that you remain true to your leadership style in delivering this message – your team will know if you are being disingenuous.

This week, my guest is Linda Ugelow, speaking confidence and vocal coach and author of the book, Delight in the Limelight. We talk about the fear of public speaking – the possible causes, how it affects our lives in ways we may not have considered, and how to overcome. Formerly stricken with public speaking fear herself, Linda now helps entrepreneurs and professionals transform their experience of speaking from dread to delight online, on stage, in the media, and in the meeting room. Take advantage of Linda’s Speaker Preparation Checklist to feel grounded, focused and energized when you speak: https://www.lindaugelow.com/rituals/ To connect with Linda:https://www.lindaugelow.comLinkedin.com/in/lindaugelowYoutube.com/user/lindaugelowFind her on tiktok: @lindaugelowFacebook: linda.ugelowInstagram: lindaugelowCheck out her podcast, Delight in the Limelight!  Are you thinking of looking for a new job in 2025? Schedule a 15-minute laser coaching session with Lesa to receive an audit of your job search readiness - your strengths and your areas for improvement. https://calendly.com/lesaedwards/laser-job-search-audit 

One of the key components of effective leadership is being able to make strategic decisions that move your function or organization forward, preferably with little to no negative impact on other facets of the organization.  The sources...

The most popular category of podcasts on The Exclusive Career Coach were those about interviewing, so I thought it time to drop an interviewing episode into this podcast.  Let’s do a deep dive into what makes a good behavioral interview story. Often times when I’m doing interview coaching with clients, they proceed to tell me a story that either they, I, or both of us agree doesn’t quite hit the mark. In other situations, the story is good enough – but then they think of a better story. So what makes a story “good?” 1.   Front-door methodBack-door method  2.   It needs to have a shape.C: ChallengeA: ActionR: ResultL: Lessons Learned or “What I think this story illustrates…”’  3.   It needs to have relevance.If you are applying for a position in a manufacturing facility, do you have some stories about your experience in that type of facility? If the question is about your ability to turn around underperforming teams, when have you done that?  Of course, sometimes you don’t have a story that perfectly matches the question they’ve asked – just make sure you narrate the pivot you are making.   4.   Objects in the rearview mirror get smaller as time goes by. You can use older stories – if they are major.   5.   Variety is the spice of life…except when it isn’t.It’s okay to reuse stories – it doesn’t have to be one-and-done.   6.   Provide enough color to make it memorable. This is where it is incredibly helpful to work with someone like me – who can give you feedback on whether your stories are too detailed, or not detailed enough.   7.   Not every story has to be a raving success.Sometimes the best stories are when you missed the mark – particularly if you use the L: Lessons Learned. Particularly when they specifically ask about a time when you failed.   8.   Practice makes perfect…just don’t sound like a robot.Practice enough that your main points come across, but not so much that you sound like you are on autopilot. 

First, some definitions are in order: I have to admit, I have used the terms “third-party recruiter” and “headhunter” interchangeably, but there are slight differences.  Third-Party Recruiter: This is a b...