All
featured
Disability
Transitioning
Education
Career
Business
Entertainment
Government
Events
Military Spouse
Lifestyle
Health
PTSD
Wellness
Finance
Stories
Advocates
military
Resources
STEM
Sports
In Memoriam
Inclusion
environment

Five Things I Wish Service Members Knew Ahead of Their Civilian Transition

CareerTransitioning

By Lawren Bradberry, MBA

I remember how confident and prepared I felt when I transitioned from active duty service. But as soon as I put away my uniform, it hit me: I needed help navigating the difficult and oft-talked-about transition to civilian life. Connecting with other Veterans and Veteran service organizations helped me navigate life after military service. So much so, in fact, it motivated me to focus my career on transitioning service members and Veterans.
Unfortunately, many Veterans I wound up working with struggled to adjust to civilian life more than they expected. Many struggled to find their way, unaware of the many resources available to help them find their way after military service.
Each day, more than 500 service members will start their transition. To them and the thousands more who will eventually make the very same transition, I offer five pieces of proactive advice from my own personal experience:

1. Make the most of your education benefits and career training opportunities.
Veterans can use their education benefits to pay for training programs, so you should be sure to look into ways to maximize what you’re getting out of benefits. Keep in mind, however, that not all programs are covered in the same way, and not every program includes the same type of training or extra resources to aid you throughout your process. Since 2009, 773,000 Veterans and their family members have utilized these funds for programs ranging from technology to entrepreneurship to foreign affairs and so many more, so do your homework and research your options before making a decision.

2. Remember that every transition story is different.
While there are certainly some commonalities, no Veteran goes through their transition in the same way – each person has their own strengths and faces their own unique challenges. There is no right way to execute your transition and there’s no need to rush, so take all the time you need to adjust and find your new routine. One thing that took me a while, as silly as it might seem to some, was figuring out what to wear! I wore a uniform every single day for years, so I never even stopped to consider the endless options of what I could wear to work as a civilian, and what message that might communicate.

3. Take pride in what you bring to the table.
By the time you reach the end of your commitment, you may have led teams into life-or-death situations, made high-level decisions, or managed millions of dollars in equipment. Even though you may be starting your career later than your civilian peers, your experiences are unmatched in comparison. Learn to tell your story with confidence in a way that demonstrates the skills and experiences you gained in the military, and how they translate to future opportunities.

4. Keep your personal values in mind.
Just like the different branches of the military, every organization has its own unique culture. As you search for employment, take the time to learn about the mission and values of the organizations you’re interested in. Veterans often return home with a very specific set of core values and ideals, and it’s hard enough to make the transition to a different industry with its own cultural norms, so make sure your future workplace stands for values and ethics that align with your own.

5. Connect with your community and peers.
If you need help, ask! The process can be long, confusing and intimidating, but it’s important to know that there are people and organizations out there who want to help and have dedicated their own post-service careers to doing so. Just be careful to keep in mind what I mentioned earlier and to not measure yourself against others – everyone’s experience is different.

By doing each of these five things, I am confident that as service members work to close one door – at their own pace, of course – they will simultaneously open another full of security, opportunity and continued success.

Lawren Bradberry, MBA is a retired Army NCO and the Senior Manager of Military Programs at Galvanize, the nation’s leading provider of software engineering and data science training. More than 700 active-duty military and Veterans have used Galvanize training to get post-military tech jobs. For more information, visit Galvanize.com.

Separation Health Assessment Part A now required on claims from transitioning service members

DisabilityTransitioning

Soldier working with laptop in headquarters building

If you are a transitioning service member applying for VA disability compensation under the Benefits Delivery at Discharge (BDD) or the Integrated Disability Evaluation System (IDES) program, there are some changes coming that you should know about.

Starting April 1, you will be required to complete and submit the Part A Self-Assessment of a new Separation Health Assessment (SHA) with your BDD or IDES application.

The SHA is a single separation examination which supports both the VA disability compensation process and the Department of Defense (DoD) separation/retirement process.

The SHA examination documents any medical concerns identified during your military career, assists with identifying future illnesses, and reduces redundant examinations between both agencies.

The SHA is divided into three Parts:

Part A – medical history questionnaire. You must complete Part A prior to attending your clinical assessment;
Part B – clinical assessment. This is where the examiner will review your Part A and your Service Treatment Records (STRs), provide an examination, and then deliver a clinical assessment;
Part C – this is reserved for DoD reviewer purposes only. DoD is expected to fully begin using the SHA later this year.

The SHA Part A questionnaire will provide VA examiners a history of the service member’s medical conditions and will assist with conducting a more thorough and better-quality examination. A link to the Part A questionnaire will be placed on the VA Form 21-526-EZ Application for Disability Compensation and Related Compensation Benefit, under the eligibility criteria for the BDD program, and on the VA BDD and IDES Fact Sheets. A direct link to Part A is also available here.

BDD claimants who submit applications online can upload the completed Part A with their STRs under the evidence section. After VA receives and reviews the application, STRs, and completed Part A Self-Assessment, an SHA examination will be requested. The SHA clinical assessment will be conducted by one of VA’s contracted examiners or a local VA health care examiner. All evidence submitted by the service member will be made available electronically to the examiner.

The new SHA is a multi-year collaborative effort between both agencies to improve the separation examination process for service members exiting the military.

For further information on the BDD and IDES programs, please visit our website at Pre-Discharge Claim | Veterans Affairs.

Source: VA

Tips for Every Stage of the Interview Process

Career

man and woman in job interview seated facing each other

Interviewing is a critical part of the job selection process and allows you to discuss your experience, education and training.

It is also a chance for you to gain a better understanding of the organization and the position. As important as resumes and applications are, it is essential to remember that hiring managers are the ones who do the hiring, and this is your chance to connect with them.

The job interview is a two-way discussion between you and the interviewer. The interviewer is attempting to determine if you have the skills the position requires, and you are trying to decide whether you will accept the position if the job is offered. Both of you are trying to gain as much information as possible to make an informed decision.

Preparing for the Interview:

Research the position and organization (e.g., mission, goals, etc.) prior to the interview. Familiarize yourself with the duties, responsibilities and requirements of the position. Don’t assume you know everything about the organization, even if you have experience with the organization. Always do your research.
Review your application and resume and be prepared to support past accomplishments with specific information targeted towards the position requirements. Be sure that you focus on your paid and non-paid experience. Consider that the interviewer doesn’t know everything about you.
Practice interviewing. Take the time to research and review typical interview questions to help give you a framework for your responses.
Be flexible with scheduling and allow sufficient time for the interview. Be sure to ask for specifics regarding the time, location, point of contact (POC) and any other logistical details.
Ask whether there will be one or multiple interviewers.

During the Interview:

Plan to arrive early. Check with the POC regarding appropriate arrival times, check-in procedures and logistics. Keep in mind that security/access requirements and time to get on the site may vary by location. Remember, you get one chance to make a first impression.
Be prepared to summarize your experience in about 30 seconds and describe what you bring to the position.
Listen carefully to each question asked. Answer questions as directly as possible. Focus on your achievements relevant to the position using examples of how your knowledge, skills and abilities fit the job. Be sure to ask the interviewer to restate a question if further clarification is needed.
Remain positive and avoid negative comments about past employers.
Be aware of your body language and tone of voice. Remain engaged by giving your full attention to the interviewer.
Take limited notes, if desired.
Be sure to ask any final questions about the organization or the position. Also, ask about the next steps in the selection process, including timeframes. Request POC information should you have any follow-up questions.
Reinforce your interest in the position and thank the interviewer(s) for the opportunity to interview.

Note: Conversations regarding salary, benefits and other human resources (HR) matters should be addressed with the servicing HR POC listed on the job opportunity announcement.

After the Interview:

Provide any additional requested information as soon as possible.
Be patient. Remember, the hiring process takes time. You can follow up with your POC if you have not been contacted within the established timeframe.

The hiring official is looking for the right person with the right skills to fill the vacant position. During the interview, it is up to you to demonstrate that you are that person.

Remember, you will not get a job offer for every interview you attend, which is okay. Just keep your head up and know that you are qualified and will find your future career.

Source: Department of Labor

It’s Time to Serve Our Veterans

CareerTransitioning

James Banks of SHRM standing behind chair

By Kimberly Gladden-Eversley

It takes unprecedented bravery to serve in the U.S. military. It also takes courage to walk away from the commitment to sacrifice, service and the only life you may have ever known. Transitioning into the civilian world means removing the camouflage uniform to enter the uncertainties of the civilian workforce. Fighting for freedom, with the opportunity to finally experience freedom, makes this transition sound like a moment of a lifetime. Instead, for many of our active-duty members, this transition is quite daunting.

As countless programs surface in support of veteran transitions, vets continue to face exasperating fear. According to military-transition.org, 48% of veterans found their transition from the military community into the civilian workforce more difficult than expected, 52% found their transition confusing, and 76% found it extremely stressful. Thankfully, veterans who have successfully transitioned have not ended their commitment to serve their country.

James L. Banks, (pictured) a veteran who serves as SHRM’s (Society for Human Resource Management) General Counsel, key lawyer and legal advisor, continues to offer his unwavering dedication to serve without a uniform. During SHRM’s Diversity and Inclusion conference, Banks shared his expertise on transitioning vets and accessibility. “When you want to get out of the military, you’re back in your home, but you feel like you’re not…because so many people around you don’t quite get it,” said James L. Banks. “What you’ve been through and what your perspective is, and what you can bring to the table in this new civilian environment,” he continued.

Military members are not walking away empty-handed; they walk away with valuable skills that can enhance the civilian workplace. “When I was on active duty, it was only afterward that I began to understand the analytical abilities and skills that I picked up,” said Banks. “I can tell you from having both been in the military and lots of different jobs in the civilian sector, how much we would pay to have an employee go through leadership, training, management and develop those skills,” he continued. “Like almost everybody coming out of the military already has… you’ve been practicing every single day…we would spend good money, in the civilian world to put somebody through that.

SHRM has created a military job translator that will interpret veteran service skills for job opportunities nationwide. Active-duty members can translate the skills they’ve gathered during their mission-based commitment to the armed forces easier now than ever before. This tool also provides a candidate database for employers who are looking for qualified veterans actively searching for jobs. “We’ve got lots of excellent toolboxes that will help employers in that regard; the SHRM foundation is sort of leading the effort in that,” said Banks. “One of which is as simple as…a translator for military specialties… it will also help to identify some of the soft skills that that person has,” he continued.

Internships and various informal job opportunities are also available to military personnel as they complete their final years of service. Providing opportunities for active-duty and civilian employers to collaborate, bridge the gap, increase familiarity and ease the transition. Although entering the unknown is part of the challenge, Banks suggests changing the focus and lens through which employers and military members see themselves as the greater obstacle to overcome.

The military community has received continuous praise for their hard skills, but it’s time to recognize their exceptional soft skills too. “They look at a military infantry officer; what can he do here at this company?” said Banks. “What he can do is lead your workforce and manage your workforce in a way that you’ve been spending thousands of dollars to send frontline leaders to courses and classes about how to lead,” he continued.

Removing barriers to improve accessibility takes recognizing the skills and values only a veteran who has carried the country on their shoulders can possess. “I think of the…barrier to access as sort of a thin curtain in front of all of these great abilities and talents…so our job is to understand that thin curtain is there and find a way to move it to the side,” said Banks. “When you’ve gone through training that is required for any length of any tour of duty…you can do almost anything, there’s nothing that’s beyond you, there’s no limit.”

Photo Credit: KIMBERLY GLADDEN-EVERSLEY

Leveraging Honor and Respect to Improve Recruitment and Retention

BusinessCareer

Larry Broughton in business suit arms folded and smiling

By Larry Broughton

Leaders struggle with securing, maintaining and exporting one product more than any other: respect. This is due in no small part to our current cultural mindset, which is counter industrious.

Our media declares the “little guy,” the marginalized majority, to be the constant victim of tyrannical bosses, teachers, owners and basically anyone else in a leadership role. The modern American distrusts leadership, at best, and resents leadership, at worst. So, how does a leader actually recruit, retain and lead people who consider themselves victims? The answer is found in the core values of honor and respect. Leaders, not employees, are responsible for setting the standard and the pace of the values.

In setting the standard, leaders must recognize and respect the time, energy and effort of those around them. This requires listening, thinking and approaching people as if they are just that — people. Most bad leadership comes from a soured mindset toward followership. Many in management positions have had enough of trying to be kind, supportive and considerate; eventually, they just want results: productivity, plain and simple. The problem with that mindset is evident: people are not cogs in the machines of a leader’s choosing. They are individuals with strengths and weaknesses, good days and bad, dreams and limitations. They cannot be demoted to the level of a cog — that logic is just as faulty as the aforementioned “little guy syndrome.”

Those in management and leadership positions must look at their followers and realize their own job is to optimize their employees’ potential to succeed, not simply fume as they seem to maximize their ability to fail. Many resistant followers have never shared respect with a leader in their lifetime and are not properly equipped to start any time soon. This is the first challenge of leadership: see “employees” as “team members” and draw the potential out of them. Do this by taking the first step. Establishing a standard of respect will not only enable your followers to fulfill their potential, but it will also cause the majority of them to respond in kind.

Regarding pace, leaders have to acknowledge that the process of gaining, sustaining and expanding respect and converting that into a productive and tenured team member is usually lengthy and arduous. To unwrap a pessimistic employee from their cynical cocoon is no small feat. Again, the antidote is simple, free and readily available: respect. It begins at the top and works its way down, not the other way around.

Leadership requires us to control the flow of respect and to drive it into every hour and corner of our organization. Once it does, it breeds a culture of honor, and anyone who enters it will either rise due to its effects or leave quickly. Many leaders will see this step as futile and counterintuitive. “Employees respect me because I am the boss. If they earn my respect, then so be it.” That mindset may have worked well enough in generations past; however, modern followers do not subscribe to this logic, so it simply won’t work today. Respect them first and farthest; then coach them up or coach them out if they do not meet the standard. By taking the first and farthest step, a good leader will completely eliminate excuses and tolerable failures — followers, will either meet the pace of respect set by the leader or find another placement.

Many view leadership as passionless and visionless. They see managers as the ultimate cogs in an even larger machine. To reverse this mindset, leaders must seek to see the value of every team member and offer honor, respect and understanding even before it’s deserved or earned. Some followers will buck this treatment and run — their presence is undesirable anyway. Some will respond almost instantly with loyalty and trust — these people were most likely conditioned for work by whoever reared them and will make excellent team members. Most will come around slowly but treat their leaders more fairly because they recognize the goodwill the leader has extended them first. This style of leadership does require considerable effort at first; nevertheless, working smarter and accomplishing more is certainly preferable to leading a group of maligned, untrusting misfits to merely adequate performance.

Now, take rapid action and go do something significant today.

Larry Broughton is a former U.S. Army Green Beret, best-selling author, award-winning entrepreneur, keynote speaker and leadership mentor. TheLarryBroughton.com

Photo credit: Westover Photography

The “Stable Job” Myth

CareerTransitioning

veteran standing outside convention center wearing a suit carrying a briefcase

By Paul Peng

We all want predictability and stability in our lives; who doesn’t? The sad truth is that we are not living in the post-boom period of World War II, where individuals can work in the same job for 40 years and then retire with a company-sponsored pension and a Rolex.

In our modern-day environment, we live in a fast-paced society where corporate job security is a thing of the past. There is no such thing as a “stable job” in corporate America; here’s why.

Placing Your Faith in Your Employer

Let’s get something straight right out of the gate. Businesses are just that, businesses. They are run by people that must juggle all the complexities of the entrepreneurial machine and the mistakes (sometimes massive ones) that the owners and C-suite executives can make. You may have done nothing wrong but may be laid off out of necessity due to poor decision(s) made by your employer. Remember that the number one goal is the survival of the company, not the people that work for them.

Tenure Doesn’t Mean What It Used To

Tenure in corporate America is essentially dead. Why? Tenured employees are usually the highest paid, and during recessions, employers start asking if the salary they are paying these tenured employees is worth it. Are these employees still providing good value for the money they are being paid? Or can I bring in a younger, higher-energy but perhaps an inexperienced person with half the salary and train them up? According to an article published by Indeed in February of 2021, one of the most common tenure traps is performance complacency, meaning you do just enough to get by, and the quality of your work diminishes. So, reinventing yourself or being consistently engaged with the company’s goals will help you get away from the chopping block.

Job Insecurity

We have all been there. If your company is acquired by another, depending on your position, your role (especially in mid to upper management) may be eliminated as new companies generally like to bring on their own people. Or perhaps your boss with whom you have a good working relationship leaves, thus taking away any protection you had, leaving you vulnerable to a new boss. Don’t you just love office politics?

Adapt or Die

In the era of employment fluidity, our natural ability to respond to our changing environment allows us to succeed. You must be aware of making the necessary adjustments. Start with the mindset that you are a free agent. By promoting yourself and making yourself more valuable to your employer and potential future opportunities, you may find yourself in a better position with a higher salary. Another tip is to become an expert in the next wave of technology. As we continue to evolve as a civilization, staying current with the latest technology trends can only help you.

So, get after it!

Tips for Transitioning to a Fulfilling Civilian Career

CareerTransitioning

Todd Stiles talking with soldiers next to semi truck

By Todd Skiles

My service in the military was rewarding and invaluable to my development not only as a professional but as a man and an American. It gave me life lessons, a support system and an inner strength that few experiences could replicate.

Returning from active duty can feel a bit like starting back at square one. But if you understand how your time in the military sets you ahead of the pack, you can go from strength to strength in your transition to civilian life. In the corporate world, veterans have the skills that are needed across different fields and industries.

When I first stepped into a management trainee role with Ryder System, Inc., I never expected it would evolve into a successful career in logistics and transportation solutions spanning decades at the company. Over the years, I’ve learned tips and strategies that I believe each transitioning serviceman or -woman can use to set them on the path to success.

Plans are useless, but planning is indispensable

No plan survives first contact with the enemy. But in civilian life, no plan survives the opportunities and challenges of finding a job, a house, a car or obtaining further education. That’s why preparation — learning about your options and taking stock of your military career — can position you to handle whatever life throws at you.

Before you even begin to think about signing your discharge papers, you should familiarize yourself with the vast array of resources for transitioning servicemen and -women. One example is the Transition Assistance Program the Department of Veterans Affairs offers. Your post-military support system is extensive. From the Hiring Our Heroes Corporate Fellowship Program to the hundreds of private sector initiatives that recruit and train veterans to the totality of your VA education and training benefits, understanding your unique opportunities is the first step toward success.

Ryder’s Pathway Home program is another great example: The 12-week technician training course gives participating soldiers hands-on diesel technician training during their final days of service. Service members who complete the program are offered employment.

Next, you should take the time to lay out everything you’ve accomplished in your service career — basic training, any courses and certificates, your awards or recognition, plus any deployments or missions you’ve been a part of. It may be helpful to put each experience on its own notecard. On the back, write the names of commanders or teammates you worked alongside, their contact information and a list of the skills or qualities you demonstrated in that experience.

Taking stock of your service career can help you determine your strengths, weaknesses, interests and skills. It may also help you understand where you can provide unique value in the civilian workforce. Most importantly, it may help you tell your story to prospective employers. Watch how quickly your cover letters write themselves!

Know your worth and your values

As you begin your job search, do not underestimate the qualities you convey through your military service. Even values as fundamental as honor and trustworthiness can be worth their weight in gold to prospective employers. In my role in sales and solutions, for instance, my military service translated to confidence in my ability to engage with people honestly, in good faith and with my full commitment to their success.

With sought-after attributes like loyalty, dependability, leadership, teamwork, attention to deadlines and detail, and the ability to make critical decisions under pressure, employers recognize that veterans are an immense asset to their teams. And for veterans, I also think it’s essential to search for and find the right culture that values the same things we value.

My military training served as a springboard in my development as a leader, enabling me to rise through sales and sales leadership positions within Ryder over the past 34 years. Today, I report directly to the president of our division and our chief sales officer with sales goals of just under half a billion dollars and a team of 100 sales professionals and support staff in three countries.

The key is understanding your unique value and the tangible and intangible skills you can leverage in the next phase of your life. That’s why I always urge veterans to think outside the borders of their military occupational specialty (MOS) beyond their direct experience and help their prospective employer understand their immeasurable worth as part of their team.

The only easy day was yesterday

Taking that first job, that first class, that first mentorship opportunity after your service can be daunting. Will the opportunity meet your expectations? Will people relate to you?

The unity and camaraderie of military service do not have to end when you step into civilian life: I encourage you to seek out opportunities where you can have a shared sense of purpose with your team and your employer. Many companies have veterans-only resource groups, trainee classes, as well as group chats and Slack channels where you can ask questions and get advice. Ryder, for instance, has a Veteran Buddy program that pairs veterans already employed at the company with new veteran hires. This adds a layer of support that can help ease the onboarding process and transition to civilian life.

When I was 26 and serving in Desert Storm as a company commander in a war zone, I was ordered to pull together resources from all five units in my battalion and lead a convoy of over 200 transportation assets through Iraq. Although I look more like a PowerPoint Ranger these days, traveling between warehouses, customer locations and Ryder logistics centers, my fundamental mission to serve people hasn’t wavered. You may find that you, too, can carry that purpose into civilian life.

Todd Skiles is the Senior Vice President of Sales for Supply Chain Solutions (SCS) and Dedicated Transportation Solutions (DTS) at Ryder System, Inc., focused on matching Ryder’s solutions with the real and vital needs of customers. Todd is responsible for overseeing the sales and solutions team for SCS and DTS. Under his leadership, sales revenue has grown by more than 130% and sales productivity has doubled.

OPERATION H.I.T.–Heroes in Transition

CareerTransitioning

There are thousands of people leaving active duty every month, and those people are looking for a new career that allows them to fulfill their own purpose.

The Data Center industry is projecting a shortage of over 250,000 professionals by 2025.

The MISSION of Operation HIT is to bring the transitioning veterans that are looking for a new purpose together with the data center companies that have demands for selfless leaders to contribute to culture and execution.

When we can align talented veterans with businesses that see their value, we can solve the threat of labor shortages in the data center industry while simultaneously reducing the suicide rate among veterans by giving them meaningful careers that have significance and purpose.

West Coast Tour
Golf Tournament & Hiring Conference
March 28th & 29th, 2023
San Diego, CA

EAST Coast Tour
Norfolk, Virginia, Date: TBD
South Tour – Austin, TX, Date: TBD

For more information visit, https://operationhit.com/

Job Hunting Strategies as a Seasoned Veteran

Career

Does it sometimes seem like your age or experience is working against you in your job search? Some employers may have reservations, but many see that hiring and retaining older workers will be vital to staying competitive, especially if you’re a veteran. Whether you’re considering a new job in the same field or looking to make a career switch, here are some tips to keep in mind:

Don’t Let the Bias Stop You

Many older workers perceive that they are passed up for jobs, promotions or pay raises because of their age. This practice is not only illegal but simply untrue. As a veteran, you are a hot commodity on the job market. Often, veterans are considered valuable employees in the workplace as they tend to hold advanced skills in management, organization, task fulfillment, punctuality, adaptability, commitment and team-building.

You likely have plenty of skills, knowledge and work experience that employers seek. You also may have a mature sense of what you value — and don’t value — in your career. Remember that you have an essential skillset and are entitled to help from the Equal Employment Opportunity Commission if you face such discrimination. Take advantage of free in-person assistance.

Update Your Resume

It is imperative for experienced workers to custom-fit their resumes for each job opening. Two decades or more of professional skills is a lot to draw from. When your resume is filled with extensive experience and military service, it can be hard to know what to work on. However, employers won’t sift through it to find the gems. Instead, analyze your skills and emphasize those related to the job you are applying for. Minimize or even drop off minimally related work history. Tips you may want to include in your updated resume include:

Write a combination resume to emphasize skills and accomplishments and downplay the length of your career. Cluster your skills under three or four categories relevant to the open position: leadership, teamwork, innovation, computer skills, communication skills, supervisory skills and so on. Briefly list your employment history for the past 1-15 years, citing two to three significant accomplishments for each job.
List where you went to college or completed job training and any degrees you’ve earned, but not the years you received them.
Leave out irrelevant jobs you’ve held, particularly those from more than 15 years ago.
Include your social media accounts (LinkedIn, Twitter, Facebook, blogs, etc.) in the contact information on your resume. Potential employers and networking contacts increasingly use these to identify and learn about job seekers.

Utilize Veterans Job Search Networks

As a veteran, you have access to the Veterans Employment Center (VEC), the federal government’s single authoritative internet source for connecting transitioning service members, veterans and their families to meaningful career opportunities. The VEC is the first government-wide product that brings together a reputable cadre of public and private employers with real job opportunities. It provides transitioning service members, veterans and their families with the tools to translate their military skills into plain language and build a profile that can be shared — in real-time — with employers who have made a public commitment to hire veterans.

Through the VA, you can access job search tools and career opportunities that may not be available to the rest of the public. Websites you can utilize to help you with your employment search:

The VEC lists upcoming veteran career fairs: va.gov/careers-employment
USAJOBS houses all federal employment listings: usajobs.gov
S. Department of Treasury offers job opportunities and non-paid internship opportunities to wounded warriors and veterans: treasury.gov/careers/Pages/veterans.aspx
VAforVets includes job listings at the Department of Veterans Affairs: vaforvets.va.gov

Remember, you can visit your local VA for more information about job opportunities and career help.

Take Advantage of Free In-Person Assistance

Along with the assistance you can receive through veteran-specific programs, you can get in-person support through programs sponsored by the Department of Labor. You can also access free job search assistance at your local American Job Center.

The Senior Community Service Employment Program (SCSEP) serves low-income, unemployed seniors. It helps subsidize part-time employment and training in community service positions that can lead to unsubsidized, private-sector jobs. There are several locations across the country. Find your closest location at careeronestop.org/LocalHelp/EmploymentAndTraining/find-older-worker-programs.aspx.

Utilize Job Banks for Older Workers

Job banks are websites where job seekers can search and apply for job openings online. They are sometimes called job boards. Some trustworthy job boards available to older job seekers include:

AARP.org
com
com
com
org

Remember, a legitimate job board will never ask for payment to search their database and won’t ask for your social security or national ID number online. Finding work can be difficult, but it is never impossible. Utilize your resources, and good luck!

Sources: CareerOneStop, Department of Veterans Affairs, Military.com

The Navy SEAL Approach to Persistence, Resilience and Success

CareerLifestyle

man at desk giving thumbs up towards computer screen

By Jeff Haden

Success never comes down to just one thing. Intelligence, talent, experience, education and even luck all play their part. But often, what separates success from failure is perseverance. Keep going, and you still have a chance to succeed; quit, and all hope of success is lost.

Even so, when things get difficult, and the odds of success seem bleak, doubt naturally sets in and slowly — although sometimes very quickly — drains away your willpower, determination and motivation.

And then you quit. Which means you failed. (At least in this instance.)

That’s why most people try to push away self-doubt. They know that confidence is key. So, they put their blinders on, stay positive, stay focused…until that moment when a challenge straw breaks the confidence camel’s back, and doubt, as it inevitably does when you try to accomplish something difficult, creeps in.

So how do you avoid self-doubt? You don’t.

Doubt is normal. Doubt is part of the process. We all question whether we will actually accomplish something difficult while we’re doing it.

As retired Navy SEAL Sean Haggerty told me, there’s a big difference between doubt and failure:

“Don’t confuse doubting yourself with accepting failure. The best thing I did was to decide that I was going to go to the absolute extreme, even if I doubted myself. I basically told myself that no matter what, I wouldn’t quit. I doubted myself a number of times, but then I put [it] away and thought, ‘If I fail, I fail…but what I will never do is quit.’”

That attitude pushes you past a limit you think you have…but you really don’t.

Instead, doubt is just a sign of difficulty. Doubt doesn’t mean you can’t do something or won’t do something. Doubt just means you need to figure out a way to keep going.

One way, especially when you feel overwhelmed, is to keep your world small. According to Andy Stumpf, a retired Navy SEAL and SEAL instructor, there are two ways to approach the BUD/S (SEAL training) program:

One is to see it as a 180-day program and, by extension, to see Hell Week — the defining event of the program — as a five-day ordeal. (Hell Week typically starts Sunday evening and ends on Friday afternoon; candidates get about two hours of sleep on Wednesday.)
The other is to just think about your next meal.

As Stumpf says:

“They have to feed you every six hours. So, if I can stack six hours on six hours on six hours and just focus on getting to the next meal, it doesn’t matter how much I’m in pain, doesn’t matter how cold I am. If I can just get to the next meal, get a mental reprieve and mental reset, then I can go on. If you can apply that resilience to setting and approaching your goals from digestible perspectives, you can accomplish an insane amount.”

When you’re in the middle of Hell Week, and you’re cold, exhausted and sleep-deprived, making it through the next few days seems impossible. It’s too long. Too daunting. Too overwhelming. No amount of self-talk can overcome that level of doubt.

Stumpf knew that. He knew he couldn’t imagine making it through five days.

But he could imagine making it to his next meal, which turned a major doubt into a small doubt.

Doubt was just a sign he needed to figure out a way to keep going. And he did.

See self-doubt not as a sign that you should quit but as a natural part of the process. See self-doubt as a sign that you need to adapt, innovate or optimize. Not as a sign that you should consider quitting but as an early warning sign indicating it’s time to figure out a way to keep going before those doubts grow so large that you do quit.

Doubting yourself? That just means you’re trying to accomplish something difficult.

So, see doubt as a good thing because doubt is a natural step on the road to success.

Jeff Haden is a keynote speaker, ghostwriter, LinkedIn Top Voice, contributing editor to Inc., and the author of The Motivation Myth: How High Achievers Really Set Themselves Up to Win.