Research shows us that 1/3 of our life is spent at work, that's over 90,000 hours. Given those statistics, it's safe to say that it's highly important to our overall well-being that we're in the right job.

We have a short window of time to make our mark on this world while at the same time finding happiness. At some point, we all complain about our jobs—and the grass can often feel greener somewhere else. But there’s a difference between job slump and being in the wrong career.

If you're asking yourself whether your job is right for you, here are some simple steps you can take to find out!

Did you know that 60% of job seekers report having had a poor candidate experience in their job hunt? And, even worse, according to Career Arc, 72% of them shared those bad experiences with others (often on social media)! Ouch!

Are you burning bridges with your interview process? If so, it’s time to make a change so you can protect your company culture and image.

Your employees are the foundation of your company and your culture. So, it stands to reason that every hire you make will either enhance your culture or detract from it - one person at a time.

We know that finding top talent is difficult! And with the current talent shortage, now more than ever, the candidate is in the driver’s seat. Once you finally find the right person to bring onboard, someone with the right talents and the right fit for your team, you want to do everything you can to develop and keep them. And this starts from the moment you send them that offer letter.

Did you know that Zappos pays new hires $2000 to quit within the first week of their employment? Although that seems like an incredible gamble with their hiring budget, this policy encourages those who are only there for the paycheck to take the money and run, leaving those who really want to be there.

It is more important than ever before that sales organizations focus increased attention on emotional intelligence. As a sales performance company focused on turning talent into performance, we see evidence every day that when leaders are more self-aware and more aware of others, they are more successful.

Simple life lesson: One of the best ways to find exactly what you need is to know exactly what you’re looking for.

We regularly work with hiring managers and recruiters to clearly define the role they are working to fill so they know exactly what they need for superstar performance. This morning I received an email from a sales manager asking which talents he should look for to hire a strong sales hunter. Great question! So good, in fact, I thought I’d share my response with you.

Do other people really see you for who you are? Are you maximizing your natural strengths in your work? It’s often hard to know!

I recently worked with a sales manager in our Executive Coaching program and helped him get to the bottom of how he was perceived by his sales team. It was an incredible discovery, and I think you will find the story both interesting and useful.

Coaching is a hot topic! Makes sense... people who use their strengths every day are 12.5% more productive in their work. Any strong manager knows they need to coach their people to maximize their strengths, so they can benefit from that natural lift in performance.   

If you have hired a salesperson that is younger than 36 years old, you hired a millennial. And you may sometimes feel like many of the other sales managers I talk to every day…

• “They need lots of handholding.”
• “They lack the drive of the generations before them.”
• “They can be overly sensitive and more focused on making friends than making sales.”

As a Talent Analyst, I spend a lot of time identifying people’s innate sales talents and helping managers make smart selection decisions. Once each hire is made, I work with the sales manager to turn talent into ever-increasing performance by maximizing each seller’s strengths and working around their weaknesses.

So my attention is sharply focused on two things: Talent and Fit. 

About a year ago I conducted a sales talent assessment for an up-and-coming college graduate who had very little sales experience but was loaded with both raw talent and a passion for sales. We’ll call her Ashley. The hiring manager, let’s go with Brenda, was thrilled to be able to get someone with such potential “on the cheap,” so she made her an offer right away, which Ashley quickly accepted.