These are the 9 skills that would make any hiring manager happy

They’re called “transferable” because you can take them with you to any new gig.
If you’ve considered changing careers, you've probably grappled with the fear that you might not have the right skills for a new line of work. But give yourself a little credit. You’ve got skills. Plenty of ‘em in fact. And just the type employers in all industries are looking for.

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Hiring Manager Secrets

If you worry about every possible way you can blow a job interview -- from mispronouncing the boss's name to babbling incessantly when you don't know what else to say -- you're going to walk in there feeling like you're destined to fail. True, job interviews are rife with opportunities for you to embarrass yourself, but hiring managers are more forgiving than you might think. We consulted some hiring experts about what is really going on inside their heads when interviewing job applicants. They offered the following insights:

They like you. They really like you.

Most hiring managers come to the interview wanting to hire you. They are hoping you are the best person for the job and can start when they need you. After all, you made it to the interview didn't you?

Show you are confident, even if you have to fake it.

Most hiring managers come to the interview wanting to hire you. They are hoping you are the best person for the job and can start when they need you. Have confidence. If you are frustrated with your job search, don't let that negativity show to the employer. Your pessimism can be a turnoff. Even if it's a temporary attitude brought on by rejection, the hiring manager might think it's your overall attitude. After all, you made it to the interview didn't you?

Don't apologize for being out of work.

A layoff can happen to anyone. What do you do if it happens to you? Don't be ashamed -- in today's climate, layoffs occur (unfortunately) daily. Many job seekers are in your shoes. Don't apologize. Instead, focus on the job you are interviewing for by showcasing your skills and exhibiting how you are the best fit.

Target your job search.

While you don't need to possess every single skill listed on a posting, you should at least be qualified for the position and prove that you have transferable skills. Your targeted résumé will help prove you're a serious candidate and have the right qualifications for the position. If you're spending time applying for jobs you're not qualified for, you're wasting valuable time you could be devoting to a position that's a better fit. If you recognize where your strengths lie and what transferable skills you possess, you'll see better results than if you apply to any posting you come across.

Get primed.

"Tell me what you know about the company" or "Why would you fit in well here?" have become staple interview questions, so don't be caught off guard. Shrugging your shoulders and saying, "I don't know" isn't going to score you points. Look at the company's Web site and read press releases and newspaper articles to see what's going on with your prospective future boss. In addition to prepare for the interview, you'll learn whether the company and its culture are a right fit for you.

They don't want to hear what you think they want to hear

Interviewers have gotten very smart to picking up if someone's spewing something they've memorized from a book. By only saying what they think the employer wants to hear, job candidates are simply putting on an act, and employers can see right through that. You have to be yourself in an interview and you have to be sincere.

They don't expect you to have all the answers

Employers are more interested in how you find answers to things you don't know than if you pretend to know something you don't. In some cases, the interviewer may ask a question that he or she doesn't expect you to be able to answer simply to see how you handle it. If you ever find that you don't know the answer to an interviewer's question, the best thing to do is to admit that you don't know, but either add that you could give an educated guess or provide a way you might go about finding the answer. Most important, if you don't know, don't try to fake it. Not knowing is OK. Making something up or pretending to know is not.

They want you to want them

You need to express genuine interest in the job or the company. As much as the recruiter wants to sell the candidate on the position and company, the recruiter also wants to know that the candidate actually wants to work in that position or for that company.

5 Things You Need to be Telling Hiring Managers

Competition in the job market is fierce, and if you hope to land a new position, you must stand out from the crowd -- but for the right reasons. You want to provide hiring managers with a positive impression, so here are a few messages you should get across right from the start.

1. "I'm professional."

Potential hires who take the application process seriously will be treated similarly by prospective employers. This means, for example, proofreading your application materials for grammatical or spelling errors. It never hurts to have someone else review your cover letter and résumé as well, in case you overlook something. Also, be careful with the type of language you use. Remember that your application materials are business documents, so avoid slang or casual speech, such as the kind you might use when text messaging with your friends.

2. "I'm a go-getter."

Because hiring managers are being inundated with résumés, your application materials may get only a cursory glance. That's why you need to take some initiative. For instance, when you initially contact the employer, instead of ending your cover letter or e-mail with a standard statement like, "I look forward to hearing from you," be proactive. Try: "I will contact you next Thursday at 3 p.m. to discuss the opportunity and my fit for the position in greater detail."

Also, unless you're specifically asked not to, follow up with an employer if you haven't heard back after sending in your résumé. In fact, 82 percent of executives polled by Robert Half said job seekers should contact hiring managers within two weeks of submitting application materials. By doing so, you can reassert your interest in the position and remain top of mind.

3. "I'm an expert."

Employers want to hire people who can hit the ground running. That's why you need to demonstrate your expertise from the beginning. Three great methods for doing so are enhancing your online reputation, joining a professional association and earning a certification.

Options for increasing your exposure include starting a professional blog or Web site, submitting articles to an industry publication or even simply contributing to message boards. For instance, blogging about the industry that you want to work in and including the blog's link on your résumé gives prospective employers an easy way to see that you are well-informed.

By joining industry groups and trade associations, you can remain up-to-date with recent trends through interaction with others in the field. Use your résumé to highlight your membership in a professional group and show hiring managers your interest in furthering your industry knowledge.

Finally, consider earning a relevant industry certification. Many employers value candidates who have these credentials because they demonstrate a desire for continual professional development.

4. "I can save your company money."

In today's economy, companies are looking for ways to reduce costs. If you've implemented successful cost-cutting measures for previous employers, describe how you did so in your résumé or cover letter. For example, when applying for a role as an administrative assistant, you might note that in your last position, you helped renegotiate your company's contract with an office supplies vendor, reducing spending in this area by 10 percent. Hiring managers will take notice of these types of accomplishments.

5. "I can fill your need."

To show that you are an exact fit for an open role, make sure your application materials are targeted to each position and company. Use phrases from the job description within your résumé and cover letter, so long as they accurately describe your experience. Many employers use software programs that scan application materials for relevant keywords, so even if you are qualified but don't use the employer's terminology, your résumé may never be seen.

Sending the right messages to a prospective employer may not guarantee that you are offered the job, but it will increase your chances of being called for an interview. Then, you can make your case in person.

Your Career as a Manager

When your career takes a turn towards a management track, you may begin to wonder what, exactly, makes a "good" manager.
The answer to this question is complex. It's not just one thing or one factor that will make you an effective manager. Rather, it is a combination of traits and behaviors. Some people are born with the innate talent of leadership, but anyone can learn how to succeed in a management career.

The following article, by guest author, David Shubert, begins to answer the question for you...

First of all, what is management? The dictionary defines management as "the act or art of managing: the conducting or supervising of something (as a business)." Sounds about right. But then, Atilla the Hun was a manager of sorts. Clearly, there is a big difference between being a manager and being a "good" manager who has earned the respect of the people.

It is interesting that the formal definition of management includes the word "art", because in some respects, it is an art as much as a science. Just about anyone can learn the basic mechanics of becoming a manager. However, there is a certain amount of mystery in defining that extra dimension of skills and traits that elevates certain people to a status of "good" manager. What is it?

Part of it is charisma. Charisma is a sort of magical quality of magnetic charm or appeal that makes people want to follow the person who has it. Strong interpersonal skills are certainly critical to the creation of charisma, but are by no means the only ingredient. The perception of charisma must be earned through accomplishment.

A strong leader gains the respect of his/her people by actions. Principal among those actions is the involvement of the organization in decision making. How many times have you heard someone say, "If I was running the show, I sure wouldn't do it that way!"?

It is important that the manager has the mechanisms in place that allow ideas to bubble up from all corners of the organization. No matter how smart we think we are as managers, we certainly don't know everything. Many of the very best ideas come from the people on the front line of the day to day business.

We have to have a way for people to express those ideas and get rewarded for their contributions if the idea pans out. Delegating many of the day to day tactical decisions in no way undermines the manager's authority or responsibility for the bigger picture. Remember this: If people have enthusiastic ownership of an idea, their idea, they WILL make it work, even if it is a BAD idea. If not, they can torpedo even a GOOD idea.

Recognizing people for their contributions is one of the surest ways to secure employee loyalty and to earn the perception that the manager is smart enough to understand that he/she doesn't know everything. Recognition and rewards are not necessarily monetary. In some cases, simple public recognition is all that is required. Recognition nurtures the ego and differientiates people from their peers. Recognition just makes a person feel good and stimulates the desire to have it happen again.

If a manager utilizes the people to help develop the organization's mission statement, then the people will follow. Having a solid and workable mission statement is critical to organizational success. It can serve as the basis for decision making. If you bounce an idea off the mission statement and it sticks, you might do it. Otherwise, forget it.

For example, if you are in the business of developing the world's best diagnostic software, you are not going to open a resturant to raise extra cash. That would be way outside the mission statement. See the point? All tactical decisions should fit within the mission statement.

Next, a "good" manager is a strategic thinker. The manager should have at least a five to ten year view of the future. Where does the organization want to be in five years and tactically, what needs to be done today, tomorrow, next week or next month to get there? Nothing can undermine a manager faster than having the organization perceive that the manager has no idea of direction.

Then, there is integrity. A manager has to be seen by his superiors and his employees as being honest and forthright and doesn't play silly political games. No one likes a sleazy character that cannot be trusted, especially if that person is in charge of the careers of people. Would you?

The "good" manager fights for his/her people and they know it. Everyone knows that outstanding performers are amply rewarded and substandard performers are penalized or eliminated. People know that the decisions made by the manager well thought out and are in the best interest of the organization.

An employee may not like the fact that the manager had to cut their pet project out of the budget. But if the employee is in tune with the organization, he/she will understand why it had to be done.

A "good" manager is highly selective when building the "culture" the organization. People hired should "fit" the collective personality of the organization. Loners and hotheads should not be merged into an organization of people who genuinely like each other and work well together. Think about the best sports teams. The very best ones are those where the members are more like family than team mates.

Finally, the "good" manager will spend the extra time to collect the information necessary to show how valuable the organization is to the company. This can take any number of forms such as cost savings, cost avoidance, improved process, improved productivity, and so on. Then the manager makes sure everyone knows about it, from top to bottom. It is vital that the people feel they are important and are making a contribution to the overall success of the company.

There is no magic formula for becoming a "good" manager and the points mentioned above are certainly not an exhaustive list. Some of it is instinct, but it mostly stems from the gut-level understanding that the most important thing in an organization is its people. Treat people with respect and dignity and you will get that back in spades.

Headknocking, Brick Walls... and What’s a Manager to Do?

It’s great to see many companies are now acknowledging that the old, traditional methods of management are not effective and they are modernizing their strategies and taking steps to improve employee morale, and therefore productivity. CEO’s are taking an active interest because they have to and senior managements all over the world are issuing new guidelines and goals to their middle management to initiate.

CEO’s and senior managements accept that low morale among their workforce means low productivity, which in turn, means low profits. Smart companies are hiring Coaches and Consultants to turn this around – everyone wants a happy workforce with improved productivity and profits. Some companies are trying other methods. But whatever method is being used, it still falls on Middle Management’s shoulders to implement. They are in a unique position to see what isn’t working, what won’t work, why it isn’t or won’t work, and what adjustments could and should be made that would make it work.

Sadly, for some of them, their senior management, CEO’s and Boards of Directors don’t listen. Sometimes, when a middle manager tries to express his view about a new strategy or goal, senior management can sometimes close their ears. After all, what would this middle manager know? If he was so smart, he’d be “one of us”. They may listen just to humor him, but they have their plan of action, and really, they just want him to carry out orders and toe the line.

If the bottom line employee is the one getting his or her hands dirty, it’ s middle management who has the task of instructing and overseeing the way in which their hands are dirtied. They receive their instructions from those at the top, which is not always the best place to be if you want a clear understanding of what is happening at ground level. Middle Managers who attempt to enlighten them often find themselves doing the equivalent of banging their head against a brick wall.

Too often they are told they are not in a position to “know”, and to just do as they are told, which is a shame, really, because they are in a position to know. They may not know what plans are discussed in the boardroom, but they do know whether the plan is working or has a hope to work in real life, or at the very least, be able to identify trouble spots where some tweaking of plans would be ideal.

It is frustrating for middle managers when their senior management, the CEO, and the Board members, expect them to carry out reforms and oversee changes that are designed to make improvements, but may be misguided and miss their mark.

So, does the middle manager assertively argue with his senior management and risk his or her position and possibly jeopardize his own career goals within the organization? Nobody wants to rock the boat if it means their job is on the line, or they’ll be ostracized, even if they know they could save the company thousands in misspent dollars on initiatives which are poorly designed. And there are those in senior management who simply don’t want to be “shown up” by a lower level manager who may just know ‘better’ than they do… so reports and advice are not passed on. Middle Managers are humored and sent on their way.

What can a middle Manager do in this situation? When he has an idea he knows will work better, but his own senior management won’t even do him the honor of hearing it? He knows the instructions he’s been given are going to be a waste of time, mostly his time, and there isn’t anything he can do about it because those who make the decisions higher up, simply don ’t want to listen.

This brick wall is familiar to many Managers. They’re too scared to speak up too loudly because their family’s welfare and the family home (mortgage) are often riding on his/her permanent paycheck arriving each month. He can’t afford to rock any boats. Meanwhile, his own boat is sinking and the Captain has left the ship to play golf.

So off they go to try and achieve their set goals and unable to achieve them successfully, yet powerless to do anything about it. The system or the senior level of management has let them down. And when this happens time and time again, it is a very demoralizing experience for the Manager involved.

So, what can a Manager do? There are courses of action one can take, some of which involve jumping off the deep end with their eyes closed – a leap of faith, and some which are just plain old common sense approaches.

1. A Manager can continue to do what is always done and the organization will not achieve anything worthwhile. If you are the type of Manager who doesn’t particularly care, just so long as his gets his/her pay check each month, then there isn’t a problem for you.

2. If you are the type of middle Manager who does care and who is getting a headache from the way the system operates, you can lay it on the line with your senior Management and just tell them like it is – politely, of course. If you strongly believe doing this would be detrimental to your career within the company, then you need to think carefully about this first. Feel your way; find a pair of friendly ears – someone must be willing to listen to you and help you champion your case. If not, is your career really likely to suffer, and if it is, can you live with that or do you have a contingency plan?

3. If you are really fed up, whether you decide to be assertive and speak up or not, maybe you should speak to a Career Coach or look for a new job. If your income is the sole income that your family depends on, maybe you should also start putting some aside for the possible eventuation that one day, you may be out of a job and need several months worth of savings to live on until you find new employment. If you never need to use these funds, the little nest egg you’ve saved will always come in handy for other things.

4. Maybe you can put it in a report and present it if a verbal presentation is out of the question. Or maybe you can organize a private chat with an influential senior level Manager, or the CEO, and have a heart to heart. Maybe the problem is with your own immediate manager. That ’s a common scenario. You could try providing your immediate manager with a written report and copy it in to the CEO, and that way, whether your own manager is dismissive or not, you know the CEO is finally going to hear/read what you have to say.

5. Don’t just criticize any goals or plans or instructions that have been handed down for you to carry out without providing sound reasons and examples of why it doesn’t work, or won’t work, and perhaps hasn’t worked in the past. List alternative courses of action that you believe will work and ask for permission to try them. Where possible, show evidence of where and how your suggestions have worked and why they will work in your current situation. Show the organization the benefit to them of implementing YOUR strategies rather than the ones they have designed. And don’t dismiss the possibility that maybe senior management does know something you don’t, and maybe once they enlighten you, you will feel differently about everything!

6. Then there are those who admire managers who are willing to take risks. But it’s a fine line between showing initiative and insubordination. To deliberately disregard a directive from your own senior manager and implement your own plan which you believe will work (and his won’t) takes more than just courage. If you are wrong, your job and your reputation are on the line. Of course, if you are wildly successful, even the CEO will sing your praises (although there will always be some slight concern about your willingness to toe the line!)

In some organizations, middle management are not expected to make certain ‘executive’ decisions and their level of authority and responsibility is low. They are just a link in the chain of command. Some managers are happy to be here – they can safely ‘pass the buck’ upline. Many managers at this level are too scared to make decisions or instigate their ideas for change for fear of negative repercussions in the form of losing one’s job, or chances for promotion.

The trouble has always been, and continues to be, that in some very large organizations, senior level management are too far removed from the real day-to-day operations to know what is going on, let alone what will and will not work. When something fails, rather than admit the plan was bad, blame is laid at the middle Manager’s feet. It must be his fault – couldn’t possibly be our excellent plan!

This situation can occur in both large and small organizations. It occurs in very large organizations, because usually a more authoritarian style of management tends to be used. In this situation, middle managers are expected to do as they are told and not question their superiors. However, larger organizations who train their managers in a more participative style of management and who practice open communication and the expression of ideas are happy to find this system works.

It occurs in smaller companies because unlike the larger companies who can at least afford to hire experts to help them, smaller companies rely on their existing resources and their own board of directors. On the plus side, smaller companies find it easier to adopt a team spirit and engage in teamwork – which involves the middle manager, naturally, but all is not necessarily plain sailing if there are personality clashes or the company has limited funds to bring in outside experts and instead, consider themselves to be the experts.

Senior level management need to take more notice of the Managers below them. Listen to them and their suggestions; include them at your around table discussions and forward planning sessions. It may save your company thousands of wasted hours and dollars, and if nothing else, will improve your middle management’s morale and their own level of productivity!