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To the point
If you request even a minute of precious time to meet with your firm’s leader, make sure you don’t waste the moment.
I f there is one thing I have learned growing up in an increasingly social society, it is that it helps getting to know the right people in the right ways. It doesn’t matter if it’s the mayor, the guy who owns the food truck, or the new VP of the firm you’ve always wanted to join. You need to expand your social reach, even if it means stepping out of your comfort zone.
Chad Coldiron RECRUITING NOTES
of leader, especially those who have a lot of other things to do: ❚ ❚ Help! The main reason you will find yourself ap- proaching leadership is to look for help or guidance. You have to approach this type of interaction with a plan that shows a well-defined thought process fol- lowed by objective thinking. Leaders do not want to “How do you handle yourself when you are trying to engage a leader who is heading from here to there, over-scheduled, and almost always under a time crunch?”
I’m a firm believer that you will experience the most personal growth in the time that you are highly uncomfortable. I’m typing this article from a bumpy seat in an economy-class seat and I can promise you no one is looking comfortable around me right now. But we’re all headed somewhere to experience something, and being uncomfortable for a brief moment is almost always a part of that journey. The same can be said of some of the top leaders in our industry. They are heavy travelers, experience great discomfort – and their personalities often reflect exactly that. So, how do you handle yourself when you are trying to engage a leader who is heading from here to there, over-scheduled, and almost always under a time crunch? Here are a few tips on how you can approach and have a conversation with any type
See CHAD COLDIRON, page 4
THE ZWEIG LETTER August 13, 2018, ISSUE 1260
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