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Women Leaders at Bloomberg From Around the World Share Their Career Experiences

BusinessCareer

With offices around the world, Bloomberg provides its employees with opportunities to hone their skills and expertise, progress to new roles, take on stretch assignments, and gain valuable insights through their work.

Below, a few of our female leaders share their career experiences, including working in different offices, experiencing new cultures, building support networks, and their advice on how to progress, professionally and personally.

Rieko Tada

Pictured top left
Data training & development
Dubai

What has helped you get to where you are today in your career?

I am very fortunate to have had the opportunity to work at multiple offices in different business units and meet amazing colleagues and managers who support me. Most pivotal was probably the move from the Tokyo office to New York as a team leader. The office and business size, language, and lifestyle are so different. I had to learn and adapt. Managers and colleagues in New York welcomed and helped me; colleagues in Tokyo connected me to their networks so that I could build new relationships with people in the US office.

What piece of advice would you give to others?

Always be curious. Don’t hesitate to reach out to people you can build connections with and learn from. This year, I’ve taken on a new role, joining the Data Training and Development team in Dubai. When I was in Japan, I never imagined living in Dubai, but new opportunities always come up, as long as we are inquisitive and never stop learning.

We work on purpose. Come find yours.

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Yinka Ibukun

Pictured top middle
West Africa bureau chief
Accra, Ghana

What has helped you get to where you are today in your career?

Seeking out feedback. Most people find it difficult to give candid feedback, so it helps to show that you’re open to it. Also, training your ear to sift out emotions and other distractions and extracting information you can actually use will help you become a better professional, and person. Both my best managers and closest friends have been people who give helpful feedback. I think that’s a gift.

What piece of advice would you give to others?

I definitely have my community: people who I trust to have my back and who can rely on me to do the same. That comes from investing in relationships over time. So, when you make a strong connection with someone, don’t take that for granted. Build your community.

Andrea Jaramillo

Bureau chief
Pictured top right
Bogota, Colombia

What has helped you get to where you are today in your career?

I can’t stress enough how important teamwork is in what we do. Throughout my years at Bloomberg, I’ve had the opportunity to work with a lot of amazing people across different countries and cultures. With each role, you develop new skills and learn from those around you. So even when things feel difficult and challenging, just know you’ll come out stronger on the other side!

What piece of advice would you give to others?

Be open to taking on new challenges. Bloomberg is an exciting place to work, one where you know you can’t get too comfortable in one spot because things change and you might find yourself taking on a different role, or one in a different office, country or continent. In an ever-moving world, we constantly need to reinvent ourselves and learn along the way.

Carolina Millan

Pictured bottom left
Bureau chief
Buenos Aires, Argentina

What has helped you get to where you are today in your career?

I started as an intern in 2015 in New York and in September of that year I moved to Argentina to cover markets, first with a focus on bonds, and later dedicating more time to publicly-traded companies. Since 2019, I’ve overseen Bloomberg’s coverage of Argentina, Uruguay and Paraguay, managing a team of six talented journalists who routinely break news on the biggest stories in the country.

When I look back to things that helped me advance in my career, I think about the importance of being open to new projects and opportunities and putting my hand up to participate. Bloomberg is a very fast-paced environment, where priorities and internal structures change every few years, and it’s important to be flexible and find ways to contribute to the latest projects. In my case, that has meant everything from jumping to cover regional conferences, moderating panel events, doing live radio and TV hits for Bloomberg shows, developing local Spanish-language coverage, and delving into new key coverage areas, like start-ups.

I also feel grateful to my managers and mentors, who encouraged me to get involved with projects beyond my comfort zone, take on different responsibilities, and consider the jump into a management role.

Merry Zhang

Pictured bottom left
Head of China Market Specialists
Shanghai

What has helped you get to where you are today in your career?

Not shying away from challenges. In my career, I’ve needed to face gaps and problems beyond my primary responsibilities many times. And, while I might not be the expert to solve a problem, I never shy away from it. As long as a challenge is crucial to the business, I always speak up, take full ownership, and move forward to solve it.

What piece of advice would you give to others?

See changes as opportunities. At Bloomberg, changes happen daily. Market, product, even team structure are constantly evolving. I have seen people react negatively to changes, but the ones who can turn changes into opportunities are always rewarded at the end.

Alyssa McDonald

Pictured bottom middle
Executive editor, Bloomberg News
Sydney

What has helped you get to where you are today in your career?

A mixture of good luck and hard work. I’m very fortunate to have had supportive bosses throughout my career, who have repeatedly encouraged me to take on new and bigger projects (and helped me find ways to get them done).

For my part, I’ve tried to repay that good will by saying yes to opportunities when they’re offered and then being diligent about getting those things done.

What piece of advice would you give to others?

When you’re looking to change something about your job – whether it’s a new role or a move to a different bureau, you should think about what’s in it for your manager. Or the person you want to be your next manager. The more you can explain how they’ll benefit by giving you what you want, the more likely you are to get it.

Click here to read the full article on Bloomberg.

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

How to Grow a Robust Business Portfolio Based on Military Principles

Business

scholtzskys restaurant with trees in background

By Cary Albert

For many, returning to civilian life after serving your country poses significant challenges. A sense of confusion, frustration or uncertainty about your next career move is not uncommon.

Entrepreneurship, however, proves to be a great option because many of the military principles you learn while serving translate to successful business ownership.

After serving four years in the United States Air Force, I transitioned to a standard 9-5 job with Honeywell Test Instruments Division as a calibration technician for electronic equipment — something I felt comfortable and confident in from my military experience. From there, I started my own firm, growing it to a multi-million-dollar business before selling. Through this journey, I began to see and understand the parallels between military principles and entrepreneurship and was ready for my next venture.

That’s when I found franchising. Not only does this provide the opportunity to achieve the American Dream in the form of business ownership, but you’re also handed a proven playbook to success. Similar to military life, follow the playbook and conquer the mission.

Over the past nearly three decades, I’ve grown my franchise business portfolio to include 25+ Schlotzsky’s restaurants, one of Focus Brands’ iconic brands, while also building a retail empire.

Serving your country provides countless life lessons, and in return, there is a vast opportunity to launch your entrepreneurial chapter of life — from VA loans, SBA 504 loans and VetFran discounts, that in the case of Schlotzsky’s offers $15,000 off the initial franchise fee and more.

Take the leap — lean into the resources available to you and rely on military principles to guide you toward success.

Embrace Your Team as Your Greatest Asset

Franchisee Cary Albert of Schlotzsky’s Restaurants

Whether in the Air Force or business, you must understand the value of your people — your team. In the military, you surround yourself with a strong squadron you trust with your life. In business, you must surround yourself with team members you trust in making key decisions and acting on them successfully. Build your team with that mentality — when you have a specialist in each role, collectively, you become an accountable team all aligned on the same mission, ultimately becoming an unstoppable force. Understand this and commit to investing in your team.

Break Down Obstacles

When an obstacle is too big, it can be overwhelming. A useful technique I learned during my time in the Air Force is to break up each milestone, so it becomes more manageable — win battles, not the war (i.e., payroll, overhead, vendor partnerships, etc.). Once you have a set of manageable pieces, you can tackle each one individually. You may already know what tools you need to apply or what solutions to avoid because they are not appropriate. Only once you understand the obstacle in its entirety can you determine the best course of action.

Follow Instructions & Routine Process

Without this, you can’t scale. Every Soldier (or Airman) gets the same training so that if something breaks down, you can easily detect it at the highest level. Now, from how we identify sites, to hiring staff, to getting clients in the door — it’s all about keeping those systems dialed in so we can see where we’re successful and where we’re missing opportunities.

Practice Self-Discipline

Veterans bring a sense of resourcefulness, boldness and leadership not seen in employees with civilian backgrounds. They’ve been faced with the challenge of getting a job done without access to the resources that would ideally be available. Veterans also bring to the table a keen ability to be self-disciplined, stick through challenging tasks and see them through to completion.

Understand Leadership is Earned by Working Hard

From basic training to rising in the military ranks, veterans understand the value and payoff of hard work. You learn, you train, you succeed. In basic training, I was given the opportunity to be the Dorm Chief Leader, my first true leadership experience. It was in this role I gained confidence, learned how to earn respect, lead fairly and work together to achieve greatness. The same lessons apply to business. Work hard, gain accolades and opportunities, grow support from your team and they’ll want to perform at their highest level too. It was through this hard work that I was able to go from Dorm Chief Leader in Basic Training to Airman of the Year at Plattsburgh AFB in 1988.

With the right mentality and the right resources, franchise entrepreneurship is absolutely attainable for determined military veterans.

Be sure to do your research and align with a brand you are passionate about — whether that falls in a particular industry or is one that honors and celebrates the military community. When I found Schlotzsky’s, I saw great growth potential. Now, it’s immensely rewarding to see the brand’s commitment to supporting U.S. military members and their families through its Hometown Heart philanthropic platform and partnership with Blue Star Families.

Identify your goals, set a focused strategy and execute — soon, you’ll be well on your way to entrepreneurship.

Cary Albert and his wife Jacquelyn have been franchisees of Schlotzsky’s since 1994. With 26 locations in operation, the Alberts and their impressive team (now 500+ strong) believe the sky is the limit with this brand as they continue to grow their robust multi-brand franchise business portfolio.

Introducing the Veteran Small Business Certification Program

Business

black businesman holding paperwork wearing red tie gray suit

The U.S. Small Business Administration (SBA) will now handle all veteran-owned small business and service-disabled veteran-owned small business certifications instead of the VA.

The change took place on the first of this year and does not affect businesses that are already certified. The Veteran Small Business Certification Program will be the Agency’s primary vehicle for handling certification for veteran-owned small businesses (VOSBs) and service-disabled veteran-owned small businesses (SDVOSBs) — important classifications that enable those businesses to qualify for sole-source and set-aside federal contracting awards.

“As we celebrate National Veterans Small Business Week, I am proud that the SBA is designing its new Veteran Small Business Certification Program to be the gold standard in customer experience and support to ensure we grow our base of veteran federal contractors,” said Administrator Isabella Casillas Guzman, head of the SBA, “Adding this certification to SBA’s portfolio of capital, bonding and contracting programs will enable us to better serve our veteran entrepreneurs and help them grow their businesses through federal procurement opportunities.”

Administrator Guzman also shared much-anticipated news that she intends to grant a one-time, one-year extension to current veteran-owned small businesses verified by the VA’s Center for Verification and Evaluation (CVE) as of the transfer date.

On that one-year extension, Administrator Guzman added, “Our team is committed to supporting a smooth and seamless transition for our veteran customers and will be providing a one-time, one-year certification extension for VA certified veteran-owned firms, making it as easy as we can for them to continue their entrepreneurial journey.”

“The decision to extend the certification will make a real difference for our nation’s veteran business owners as we move forward with transitioning this certification from the Department of Veterans Affairs,” said Larry Stubblefield, Associate Administrator for the SBA’s Office of Veterans Business Development. “In addition to supporting a smooth transition for currently certified firms, we will be able to focus on certifying new entrants and growing our base of certified firms.”

“We have been working closely with the SBA for a long time supporting the transfer of this certification program to the SBA and are glad to see it come to fruition,” said Chairman Jay Bowen, Veterans Employment and Education Commission at the American Legion. “We know that the veteran community will be well-served by this move and that the SBA will make the transition from the VA as smooth as possible. The announcement of the one-year extension for both veteran and service-disabled veteran small business owners further demonstrate the SBA’s dedication to helping the veteran small business community succeed and thrive.”

“National Veteran Small Business Coalition (NVSBC) is pleased to see veteran certification moving to the SBA and being applied across all the federal government agencies,” said Scott Jensen, executive director at the NVSBC. We applaud the SBA’s leadership in driving a process focused on success and supporting veteran-owned businesses and are excited to see the implementation. We also applaud the Administrator’s decision to extend existing certifications for one year. This decision will provide valuable relief to those already certified during a year of increased demand as other companies pursue the mandatory certification requirement.”

“As a voice for disabled American veterans, we are thrilled to hear of the SBA’s commitment to the veteran community through the new certification program,” said Dan Clare, chief communications and outreach officer at Disabled American Veterans (DAV), a nonprofit charity that provides more than a million veterans and their families support each year by empowering veterans to lead high-quality lives with respect and dignity. “Service-disabled, veteran-owned small businesses (SDVOSBs) will positively benefit from the one-year extension of existing certifications, and for self-certified firms to be able to continue to compete for designated set-asides during the grace period. I am confident that both DAV and the SBA will support SDVOSBs through the transition and certification when the time comes.”

The certification period will extend to four years on a one-time basis for firms verified by VA as of January 1, 2023.

Updates in the new program will include:

Firms verified by the VA Center for Verification and Evaluation (CVE) as of January 1, 2023, will be automatically granted certification by SBA for the remainder of the firm’s eligibility period.

All firms verified by VA as of the January 1, 2023, transfer date will receive a one-year extension to their eligibility giving veterans an extra year to get recertified under the new SBA system.

The extension will allow SBA to process applications from new entrants into the program and grow the base of certified firms.

New applicants certified by SBA after January 1, 2023, will receive the standard three-year certification period.

Along with the recertification extension, the 2021 National Defense Authorization Act grants a one-year grace period for self-certified SDVOSBs until January 1, 2024.

During the grace period, businesses have one year to file an application for SDVOSB certification and may continue to rely on their self-certification to compete for non-VA SDVOSB set-asides.

Self-certified SDVOSBs that apply before the expiration of the one-year grace period will maintain eligibility until the SBA makes a final eligibility decision.

Beginning January 1, 2024, both veteran and service-disabled veteran small business owners will need to be certified to compete for federal contracting set-asides, unless an application from a self-certified firm is pending an SBA decision.

Source: U.S. Small Business Administration

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.