If at first you don't succeed, try, try again. Sure it's cliché, but it's also true - especially when you're interviewing for a job.
Interviewing doesn't have to be nerve-wracking; with a little practice and preparation you can sail through with confidence.
Most employers use the interview to identify the best candidate for the job. But they're also trying to determine whether you fit their company. You, too, should be gauging whether the company is a match for you.

Preparation is key
Give yourself several days before the interview to think about what you're going to say and to make sure you're prepared.
Research the company and develop intelligent questions about the organization. Check out the company's Web site for press releases and other announcements, or search the Internet for industry news (try google.com or yahoo.com).
"You've got to show me you know about the company and the industry, as well as our clients," says Sitrick And Company's Dana Coleman, who has interviewed more than 20 people for jobs. "You need to be able to speak articulately about it."
Make a clear outline of your ideal work environment, says Leslie Bonagura, managing consultant with Drake Beam Morin, a professional and corporate development company. Know what management style you prefer and which job duties you enjoy most, she says. Use this outline to help determine whether the job is right for you.
Identify key examples of when you overcame obstacles at work to succeed. "I'm looking for concrete examples. I want to know specific details of how they fixed the problem or how they dealt with the problem," says Laura Cavender, a policy analyst at the American Red Cross National Headquarters in Washington, D.C., who has interviewed dozens of candidates. "I'm looking for the interviewee's interpersonal skills. He or she may not have solved the problem, but it's important to know how he or she interacts with others."
Practice your answers in front of a mirror or with a friend. The more you practice, the more comfortable and confident you'll be during the interview.

Appearance matters
You never get a second chance to make a first impression, and employers will judge you on your professionalism and how you present yourself.
"Your appearance is very important," Bonagura says. "It gives you the confidence to know that you look good and feel good, and that will help during the interview."
Begin a checklist a few days before your interview. Do you need to take your suit to the dry cleaner? Choose your best suit, appropriate for the season. Go with minimal jewelry, accessories and perfume or cologne.
Whatever you wear, make sure you're comfortable. You don't want to be distracted by a wayward bra strap or a sports coat a size too small.

During the interview
Every interviewer is unique: Employers will ask different questions and approach the interview from different angles. Be prepared for the unexpected.
But you can expect to talk about your skills, knowledge and experience, and how your talents fit into the organization.
When you arrive for the interview, you'll probably be a little nervous. That's natural. Take a deep breath and relax. Remember, you're on equal footing with the interviewer, Bonagura says. After all, she adds, you're trying to determine whether you'd be happy at that company.
Approach the interview as a conversation. Your resume can guide you - expand on key points, emphasizing how your skills will complement the organization. Ask about the employer's expectations, and describe how your skills will serve and exceed what they expect.
Most interviewers will ask why you are looking for a new job. Be ready to answer in a positive light. Are you looking as a result of new management, or are you exploring other opportunities for your career growth?
"I want to hear why the person is looking," Coleman says. "In general, I know it's because you want new responsibility, more money or were unhappy. How you talk about it is important."
Tell the truth about your experience and position with confidence. Be mindful of your body language and how fast you're talking; make sure the interviewer can understand you.
When you need to think about a question, take time to fully understand it. You might take a deep breath, repeat the question "If I understand what you're asking, you want..." Or ask for clarification. It's important to maintain the flow of the conversation, so try to avoid periods of awkward silence.
Maintain your professionalism. Some interviewers might try to make you comfortable and relaxed, but it's important to remain formal. You're there to discuss your professional skills, not your social schedule. Stick to what you can bring to the company.

Illegal questions
Interviewers are not supposed to ask questions that could discriminate against you. This includes questions about your lifestyle, children, age or race.
If you're asked a question that makes you uncomfortable, remain composed.
For example, you are asked whether you have children. Don't appear shocked. Instead you can answer: "I've never been asked that before. Is that a question you normally ask?" In the process, you will turn the question around.
You don't have to volunteer personal information. But how you handle inappropriate questions is crucial. Refocus the interview to your skills and strengths.

Follow up
After your interview, take a few minutes to write a thank-you letter. Use plain, conservative stationery and write a few lines in blue or black ink to thank the interviewer for his or her time.
For example: "Thank you for meeting with me. I enjoyed talking with you about the position." Make sure to reiterate how your skills would benefit the organization. Reinforce employers how you would exceed their expectations.
Mail the letter within 24 hours.
You'll probably want to follow up on your interview. Use what you learned about the interviewer to decide when. Though you want to remain on the company's radar screen, avoid seeming pesky.
One to two well-phrased phone calls are generally appropriate. Wait a week before calling, and be prepared with a reason to talk. "I wanted to check in to see whether there is any more information I can get you," or "I enjoyed talking with you and I wanted to see where your company is in the process of filling the position."
Being professional will keep you in touch with the interviewer, which can help build your network as well. If you've impressed the interviewer but aren't right for that particular job, he or she might keep you in mind for another position.
Once you've finished the interview, take a few minutes to review your performance and look for ways to improve next time. After all, practice makes perfect.

The Toughest Question in the Interview

When you, as a job seeker, are asked the most common, and toughest, interview question, "Tell me about yourself," your answer can make or break you as a candidate. Usually job seekers will respond with their "30 second commercial," and then elaborate on their background. While almost every career book and career counselor will tell you that is the appropriate response, I totally disagree.
Many people fail in their job search because they are too often focused on what they want in a job including industry, type of position, location, income, benefits, and work environment. Their "30 second commercial" is centered around this premise. The commercial describes the job seeker's career history and what they are looking for. Too often, this is in direct contrast to what employers are looking for.
There are two dominant reasons why job seekers are successful in the job search. The first is focusing on the needs of the organization. The second is focusing on the needs of the people within that organization. In this article, we are going to examine how to focus on the needs of the people within organizations. This will assist in rethinking your response to that all-important question, "Tell me about yourself."
In order to learn how to respond to the needs of the interviewer, let's first learn more about ourselves. We can then apply that knowledge about ourselves to knowing how to understand and respond to the needs of others.

Most social psychologists recognize four basic personality styles: Analytical, Amiable, Expressive, and Driver. Usually, each of us exhibits personality characteristics unique to one of the styles. However, we also possess characteristics to a lesser degree in the other styles. To determine your unique style, you can take a Myers-Briggs assessment or go to the following site for a free Keirsey Temperament Sorter assessment test: www.keirsey.com

Here are the characteristics that are most commonly associated with each of the styles:

Analytical:
Positive Traits: Precise, Methodical, Organized, Rational, Detail Oriented
Negative Traits: Critical, Formal, Uncertain, Judgmental, Picky
Amiable:
Positive Traits: Cooperative, Dependable, Warm, Listener, Negotiator
Negative Traits: Undisciplined, Dependent, Submissive, Overly Cautious, Conforming
Expressive:
Positive Traits: Enthusiastic, Persuasive, Outgoing, Positive, Communicator
Negative Traits: Ego Centered, Emotional, Exploitive, Opinionated, Reacting
Driver:
Positive Traits: Persistent, Independent, Decision Maker, Effective, Strong Willed
Negative Traits: Aggressive, Strict, Intense, Relentless, Rigid

Gaining an in-depth understanding of your personality style has enormous value in your career as well as your personal life. However, our focus today is learning how to use this knowledge to make you more successful in your job search.
Once you have learned about your own style and have studied the other styles, I encourage you to have a little fun in trying to determine the styles of others. When you meet someone for the first time, try to identify his or her style within the first two minutes. You can often identify styles by observing a person's demeanor, conversation, body language, appearance, and possessions.
To demonstrate what I mean, let's take some examples from the business world. While there are always exceptions, generally speaking the styles fit the example.

Analytical Style: Financial Manager (or programmers, engineers, and accountants). They like systems and procedures. They are slow to make decisions because they will analyze things to death—but their decisions are usually very sound. They prefer working independently and are usually not very good in team environments, but they are also dependable. They buy cars with good resale value and great gas mileage. They are conservative dressers. At the party, they want to know why so much money was spent on Michelob when we could have purchased Busch. They come to the party with their laptops.

Amiable Style: Human Resources Manager. Very people-focused. They are dependable, loyal and easygoing; very compassionate. They will give you the shirt off their backs and the last nickel in their pockets. They are good listeners and value team players who don't "rock the boat." They are usually conformists and followers—rarely leaders. They avoid conflict and are not good decision makers. They drive four-door sedans or mini-vans to take the kids to sporting events. They usually clean up after the party is over.

Expressive Style: Sales Manager. Very outgoing and enthusiastic, with a high energy level. They are also great idea generators, but usually do not have the ability to see the idea through to completion. Very opinionated and egotistical. Money motivated. They can be good communicators. They prefer to direct and control rather then ask and listen. They drive red convertibles with great stereos; to heck with the gas mileage. They come up with the idea for a company party, but never help clean up. They are on their way to another party.

Driver: Corporate CEO. Intelligent, intense, focused, relentless. They thrive on the thrill of the challenge and the internal motivation to succeed. Money is only a measure of success; it is not the driving factor. They are results/performance oriented. They have compassion for the truly disadvantaged, but absolutely no patience or tolerance for the lazy or whiners. They drive prestige cars, not because the car attracts attention, but because it was a wise investment. They want to know why we had a party; what were the benefits of the party, and did we invite the banker?

Ok, now you are really getting some insight into your style and the style of others. It is time for the interviews. Throw out your 30-second commercial. Think on your feet.
You will be interviewing with the human resource manager, the finance manager, the sales manager, and the CEO. The first question each of them will ask you is: "Tell me about yourself." How should you respond? Remember the second reason for succeeding in a job search: focus on the needs of the people in the organization. Here are just a few examples of how to respond to that question:
"Tell me about yourself?"

Response to Finance Manager: "I have been successful in my career by making well-thought-out decisions based on careful analysis of all factors. I approach problems with logic and sound reasoning. I would enjoy working with you in developing the appropriate systems and procedures to make our two departments function efficiently together."

Response to Human Resource Manager: "My career has been characterized by my ability to work well with diverse teams. I seek out opportunities to involve others in the decision-making process. This collaboration and communication is what has enabled me to achieve success in my department. People are the most valuable resource of any organization."

Response to Sales Manager: "Throughout my career I have always adhered to the principle that everyone in the organization must be sales-focused. My department is always trained in customer service, providing outstanding support to the sales team and to our customers. Without sales, the rest of use would not have a job. I look forward to helping you drive sales in any way possible."

Response to CEO: "I have achieved success in my career because I have been focused on the bottom line. I have always sought out innovative solutions to challenging problems to maximize profitability. Regardless of the task or challenge, I always established benchmarks of performance and standards of excellence. I have never sought to maintain the "status quo." An organization that does not change and grow will die. I would enjoy working with you to help define new market opportunities in order to achieve the organization's goals."

In each instance, we responded to the "needs of the individual." It is almost guaranteed that, when you respond appropriately to the diverse needs of the different managers, you will become the standard by which all of the other candidates will be measured.
I challenge you to learn about your personality and leadership style, learn about the styles of others, and learn how to think on your feet when responding to questions. Whether you are seeking a job or you are gainfully employed, by understanding the needs of others you will become a more valuable person, employee, manager and leader.

Scientists have announced the success of a biological, pesticide-free method for eradicating the highly invasive water hyacinth from Africa’s waterways.

James Ogwang, an entomologist specialising in biological control at the Ugandan National Agriculture Research Organisation, and his colleagues presented their work at the annual meeting of the American Society of Plant Biologists on July 2, 2007 in Chicago, United States.

The scientists’ control strategy involves mechanical removal of the plants, and employing two natural enemies of the water hyacinth — the weed weevils Neochetina bruchi and Neochetina eichhorniae.

Using this method, the scientists successfully eradicated 90% of the water hyacinth in Africa’s Lake
Victoria. The water hyacinth plants that proliferated around Lake Victoria throughout the 1990s resulted in a decrease of the lake’s biodiversity and disrupted activities on the lake (fishermen caught less fish and the plants interfered with water transport and blocked hydroelectric power turbines, which resulted in a severe drop in the supply of electricity).

The ‘mats’ of water hyacinth are also a threat to human health: they provide a habitat for insects carrying malaria and schistosomiasis, and rotting hyacinths contaminate drinking water, causing
gastrointestinal disease. Both the adult and larval weed weevils consume the water hyacinth and, by
tunneling into the plant, allow bacteria and fungi to invade the plant. Water also enters these tunnels, sinking the mats.

Once submerged, water and wave action continue to degrade the plant matter.The control strategy resulted in reduced cases of disease, increased power generation and larger catches of fish for export.

And because pesticides were not used, the process is a cheaper and more sustainable way of removing the weeds. Amon Mwape, an environmental scientist from the Zambian Ministry of Tourism, Environment and Natural Resources says water hyacinths are invading most of Africa’s rivers, and they are a big challenge.”It is a good effort by the scientists to come up with a natural and less expensive way of controlling the weeds,” he said. But he also warned of the dangers of introducing new, non-native species into the environment, as they might damage other plant species.

Water hyacinth, Eichhornia crassipes, is one of the most invasive waterweeds in the world, and was first observed in Lake Victoria in 1989.

Condensed from a story by Michael Malakata, posted on scidev.net, 11 July 2007

As she stood in front of her 5th grade class on the very first day of school, she told the children an untruth. Like most teachers, she looked at her students and said that she loved them all the same. However, that was impossible, because there in the front row, slumped in his seat, was a little boy named Teddy Stoddard.

Mrs. Thompson had watched Teddy the year before and noticed that he did not play well with the other children, that his clothes were messy and that he constantly needed a bath. In addition, Teddy could be unpleasant. It got to the point where Mrs. Thompson would actually take delight in marking his papers with a broad red pen, making bold X's and then putting a big "F" at the top of his papers.

At the school where Mrs. Thompson taught, she was required to review each child's past records and she put Teddy's off until last. However, when she reviewed his file, she was in for a surprise.

Teddy's first grade teacher wrote, "Teddy is a bright child with a ready laugh. He does his work neatly and has good manners... He is a joy to be around.."

His second grade teacher wrote, "Teddy is an excellent student, well liked by his classmates, but he is troubled because his mother has a terminal illness and life at home must be a struggle."

His third grade teacher wrote, "His mother's death has been hard on him. He tries to do his best, but his father doesn't show much interest, and his home life will soon affect him if some steps aren't taken."

Teddy's fourth grade teacher wrote, "Teddy is withdrawn and doesn't show much interest in school. He doesn't have many friends and he sometimes sleeps in class."

By now, Mrs. Thompson realized the problem and she was ashamed of herself. She felt even worse when her students brought her Christmas presents, wrapped in beautiful ribbons and bright paper, except for Teddy's. His present was clumsily wrapped in the heavy, brown paper that he got from a grocery bag. Mrs. Thompson took pains to open i t in the middle of the other presents. Some of the children started to laugh when she found a rhinestone bracelet with some of the stones missing, and a bottle that was one-quarter full of perfume. But she stifled the children's laughter when she exclaimed how pretty the bracelet was, putting it on, and dabbing some of the perfume on he r wrist. Teddy Stoddard stayed after school that day just long enough to say, "Mrs. Thompson, today you smelled just like my Mom used to."

After the children left, she cried for at least an hour. On that very day, she quit teaching reading, writing and arithmetic. Instead, she began to teach children. Mrs. Thompson paid particular attention to Teddy As she worked with him, his mind seemed to come alive. The more she encouraged him , the faster he responded. By the end of the year, Teddy had become one of the smartest children in the class and, despite her lie that she would love all the children the same, Teddy became one of her "teacher's pets."

A year later, she found a note under her door, from Teddy, telling her that she was the best teacher he ever had in his whole life.

Six years went by before she got another note from Teddy. He then wrote that he had finished high school, third in his class, and she was still the best teacher he ever had in life.

Four years after that, she got another letter, saying that while things had been tough at times, he'd stayed in school, had stuck with it, and would soon graduate from college with the highest of honors. He assured Mrs. Thompson that she was still the best and favorite teacher he had ever had in his whole life.

Then four more years passed and yet another letter came. This time he explained that after he got his bachelor's degree, he decided to go a little further. The letter explained that she was still the best and favorite teacher he ever had. But now his name was a little longer.... The letter was signed, Theodore F. Stoddard, MD.

The story does not end there. You see, there was yet another letter that spring. Teddy said he had met this girl and was going to be married. He explained that his father had died a couple of years ago and he was wondering if Mrs. Thompson might agree to sit at the wedding in the place that was usually reserved for the mother of the groom. Of course, Mrs. Thompson did. And guess what? She wore that bracelet, the one with several rhinestones missing. Moreover, she made sure she was wearing the perfume that Teddy remembered his mother wearing on their last Christmas together.

They hugged each other, and Dr. Stoddard whispered in Mrs. Thompson's ear, "Thank you Mrs. Thompson for believing in me. Thank you so much for making me feel important and showing me that I could make a difference"

Mrs. Thompson, with tears in her eyes, whispered back She said, "Teddy, you have it all wrong. You were the one who taught me that I could make a difference. I didn't know how to teach until I met you."

(For you that don't know, Teddy Stoddard is the Dr. at Iowa Methodist in Des Moines that has the Stoddard Cancer Wing.)

I would like to Warm someone's heart today . . . by passing this along. I love this story so very much, just trying to make a difference in someone's life today.

“There are always two sides to a story. Show love and kindness before you judge.

Phone interviews are becoming more and more common in the job search process. They save the company and the candidate a lot of time. If you are in the job market, it is important to prepare yourself for a phone interview.

1. Schedule it for a quiet time. If you have the opportunity to schedule the time of the phone interview, be sure to schedule it when you know you will be able to give them your full attention. Make sure the kids are busy, the dog is outside, and it is the most convenient time for you. You do now want to have any distractions or any loud noises that may be distractive to you and/or your interviewer; this can be a huge turnoff.

However, in many cases you might not have the opportunity to previously set up the time of the call, so read the tips below to be prepared for that unexpected call.

2. Have your resume next to the phone. Be sure it is the same copy you had sent out to the employer who is calling. Your interviewer will be looking at your resume throughout the interview, and you want to be sure you know exactly what he/she is talking about. It will help make the interview run smoothly if both parties are looking at the same guidelines of your history. You do not want to come off as being unsure of some of the details of your work history.

3. Prepare notes. Have prepared answers ready to some basic questions like, "why do you want to work for our company?" or "why should I hire you?" Take advantage of the fact that this is over the phone. Use your notes to help you say exactly what you want to say. It is a good idea to use easy-to-read bullet points so you are not reading it out loud. Pick out areas on your resume that you might want to elaborate on. Remember, so far your resume is the only tool your caller has to know who you are. Sell yourself more than your resume does. See ResumeDoctor's "Top 15 Interview Questions" to be better prepared.

4. Research the company. Make sure you know the company. Use the Internet or make some phone calls to find out more about their product or mission. You should jot down a few things in your notes that you can refer to in case questions that require company knowledge come up. You will be remembered more than another candidate if you show interest and knowledge about their company.

5. Have questions ready. Show your interest in the employer rather than focusing only on yourself. Have a few questions prepared in your notes that you might want to know about. Make the interview a bit more personal and more like a comfortable conversation; ask a question for them here and there.

6. Know your schedule. If your interviewer is interested in setting up an actual face-to-face interview, know what your availability is. The last thing you would want to do is succeed in a phone interview only to tell them to call you back because you are not sure when you can meet them. Chances are, you will not hear from them. Have a copy of your schedule next to the phone also.

7. Plan a closing. How many times have you thought of something you SHOULD HAVE said AFTER you left an interview? Do not let that happen again. Know that you have said everything you want to say before you get off the phone. Again, write down some notes as to any last things you might want to add or how you might want to close it.