The most important piece of information is that human beings are able to think about something other than themselves for a maximum of 15-seconds.

The findings made pitch-selling obsolete. But, how does this impact our day-to-day living?

For several years many of us have been proving that being concerned with our own needs and expectations rather than helping others has not helped any of us.

If you are the exception, please speak up.

Over 12,000,000 spam e-mails are sent out for every sale that is made. By not having the respectfulness to find out what we need, continual pitching only shuts us down.

If you have achieved terrific results from continual pitching, please speak up.

We have been yelling at each other for a number of years and all that has accomplished is to make our country an ugly place. When I was a little kid, Lady Bird Johnson (One of the First Lady’s) was on a kick to beautify and clean-up America.

My grade school teacher screeched at us, “When you see trash by the side of the road, what do you think of?”

A kid in the back of the room responded, “Home.”

There is the rub. When trash becomes a way of life, all of us suffer.

My redemption has emerged from being of service. I don’t do it because it is right. I do it because service is the one thing that makes me feel great.

There were times in my life where friends referred to me as the “king of one-liners and put-downs.” It didn’t make me feel better. For one moment, I believed I was better, only to discover that what I had said made me far worse.

Do we want our lives to improve?

Go ask people what they want and need.

If you want our lives to improve,

Give it to them.

The post If You Can Only Think About Me For 15-Seconds, How Will All of Us Move Forward? appeared first on Inspired Work Services.

“We learn nothing of value by studying dysfunction.”

He goes on to tell us that if we want a great love life, study people with long loving marriages. If we’re going to become successful in a particular industry, find someone at the top of that industry to help you.

Employee engagement continues to be one of the most frustrating problems in the world of work. The CEO tells human resources to fix the engagement problem. By the time the CEO hits the door, he or she has disengaged. The human resource executive announces, “We are fixing the engagement problem.” The employees look right past the H.R. executive to the CEO and they see business as usual.

Next, Human Resources issues an employee engagement survey, which only makes the managers feel more inadequate than ever. They are sent to a retreat returning with enthusiasm. The employees who were left out, shrug their shoulders. Unfortunately, human resources can now be blamed for a talent initiative that belonged to the CEO.

One of the more powerful ways to build engagement in an organization is to find the employees and leaders who personify engagement. Often, one person that has mastery in a particular area can teach us more in ten minutes than days with the “experts.”

In 1990, when we founded Inspired Work, I drove over to my bank with the articles of incorporation, proud to be opening my first business account. The “customer service” employee looked at the papers, frowned, looked up, and said, “I can’t help you. You didn’t bring another necessary paper.” Later in the day, I told my business manager about the experience, and he suggested that I move City National Bank. We have been there for 30 years.

Our branch is in Century City, and the manager for that branch is still there, always appreciated, generous, transparent, and kind. His business leads the bank with such issues as account sizes, customer loyalty, low turnover, and pride in their work.

The person that everyone ought to study was A.J.’s administrator, Jennifer. When I walked into the branch for the first time, she called out, “David? Are you David Harder?”

Jennifer had a kind of hearty enthusiasm that comes so naturally to Italians. She was a pretty brunette with kind sparkling eyes.

“Why would you know I’m David Harder?”

She let out a big laugh, “You’re the only person I don’t recognize!”

People like Jennifer treat the rest of us as their biggest assets.

After a few years of hard work and living hand-to-mouth, I decided to get a new BMW convertible. The financial paperwork was ready when I got there, and she was beaming ear-to-ear. I got a bit choked up and said, “Jennifer, you are the kindest person in the world. How do you do it?”

Her smile doubled in size, and she said, “It’s easy, David. You are my favorite customer.”

Later that week, I dropped by the branch for routine business. She called out from her desk, “Did you get it?”

“It’s outside!” I called back.

“Can I get a ride in it? Can you put the roof down?”

So, I took Jennifer in about a ten-block circle with the roof down, and the stereo cranked up. She kept putting her hands in the rushing air and letting out glee and laughter.

A few days later, I had a routine visit to the branch. Something was wrong. Everything seemed off.

“What’s going on?” I asked everyone.

“Jennifer passed away last night.” She had a heart attack.” She was only in her 40s.

They held the burial service at Hillside Cemetery in Culver City. It is a grand place behind massive gates, and it often becomes the final resting place for many of the city’s elite. I followed all the cars in and suddenly realized there were about 300 people. Most of them were clients.

A group of us began telling each other Jennifer vignettes. One closed his story with the words, “I was her favorite client.”

I interrupted, “No, no, no! She told me that I was her favorite client!

We looked into each other’s eyes and began laughing. Others chimed in and instead of undermining all of the goodwill she gave us, it only enhanced our respect for her. Because, when you were with her, there was no doubt. She cared for you with joy and enthusiasm.

When an organization has someone like Jennifer, they will do well to turn that bright light into a role model for everyone else. These are the role models that show us far more than doing a good job. These are the people who practice gratitude, kindness, courtesy, partnership, joy, heartbreak, whatever it is that we are going through, she found enormous joy when we shared that with her. She had made a commitment to lead the biggest life possible.

We cannot think our way into employee engagement. But a role model such as this remarkable woman, can give everyone else the benefits of gratitude, interest, learning, and turning life into all of its possibilities while others, in similar roles think, “It’s just a job.”

I will always remember her in that car. Hands raised in the wind, hair blowing and laughter, laughter so full-bodied that she celebrated with one client so thoroughly, I will never forget it. She could do that with everyone.

I miss her.

Brought to you by David Harder, President – Inspired Work, Inc.

Schedule 15-Minutes to Discuss Your Workplace or Career with David (Here)

(C) Copyright, 2020, Inspired Work, Inc. – (All Rights Reserved)

The post How Did All Of Us Become Her Favorite Client? appeared first on Inspired Work Services.

In Finding Our Dream Job, we have discussed the importance of defining what we love to do, research and identifying the organizations and people we want to work for, and becoming stupefyingly well-prepared to the interview process. I shared, at length, how skilled interviewing isn’t about pitching ourselves, real success emerges out of our fully understanding the needs and expectations of the hiring manager.

That sounds good, but what does it mean? Really?

Here is one of my favorite dream job stories and one of the greatest examples of understanding the needs and expectations of the boss.

A few years ago, one of my clients called and asked if I would meet with her son. He had just graduated from Cornell with an MBA and wanted to get into the entertainment industry. As you can imagine, there is an extreme level of competition for these opportunities. I told her that I would be happy to work with him all day. Truth is, we were finished within the hour and he learned the secret sauce in less than 5 minutes.

Of course, I was happy to meet with him. When we sat down, I said, “I understand you are interviewing for 4 positions with the studios and agencies. Tell me a little bit about the hiring managers. Do all of them routinely hire entry-level talent?”

This happened to be the case.

I continued, “What is their biggest pain?”

“Looking for the best candidate?”

“Nope. If they have been hiring entry-level talent, their greatest pain is in firing the new employees with bad work ethics, who show up late, they feel the work is beneath them, they don’t respect others, they don’t know good manners, you know, the stuff that young people have had trouble with for thousands of years.

How many of your competitors are coming from a good school?”

“All of them.”

“How many are going to be talking about their good grades?”

“All of them.”

“If the person you are meeting with has hired 20 entry-level graduates, what do you think is her greatest pain? I’ll help out. With 20 candidates, how many of them have failed because of poor work ethics, arrogance, showing up late, viewing their word as “beneath them” or leaving the instant they find a better job? I know both of your parents, so here is what I suggest you tell them:

I know you are interviewing a number of candidates like me. All of us have good grades and come from great schools.

I want you to know how I was raised. Both of my parents are highly successful studio executives. They have been my primary role models.

My parents raised me, to be honest, dependable, on-time, to demonstrate the best work ethics. That means treating every job and task with enthusiasm. It means being respectful to everyone whether they are inside or outside the organization. It means looking at everyone that I meet with kindness and civility. My parents taught me that taking out the laundry is to be treated with the same level of commitment as saving the life of the CEO. If I am given the privilege of working with you, you will find that I live in gratitude. My parents lead their lives in ways that produce goodwill in others. But, they taught me to express even greater appreciation to others.”

He didn’t need to rehearse.

It was the truth.

He received an offer on every interview.

He delivered on every word.

Last year, one of the industry’s iconic brands named him, “Employee of the Year.”

Brought to you by David Harder, President & Founder – Inspired Work

(c) Copyright, Inspired Work, Inc. (2019) – All Rights Reserved

P: (310) 277-4850 / david@inspiredworkservices.com

The post Finding Your Dream Job – Part 5 – My Favorite Winning Candidate appeared first on Inspired Work Services.

In Part Two, I brought up that in sales, people don’t want to hear pitches, they want to encounter fulfilled expectations. Throughout an interview, it is ideal to develop a mutual and collaborative conversation between the candidate and the person conducting the interview. For example, someone in talent acquisition is probably going to be more straightforward with what they are looking for in a candidate because they usually have a lot of ground to cover in one day. Perhaps you will want to ask, up front, what are they looking for, what are they having trouble finding and if you don’t have it, perhaps you know someone who is a much greater fit. In fact, I once got rid of a boss from hell with that outlook.

Today, I’m going to share with you some of the early, mid, and late stage questions to ask in interviews. The purpose of the questions are multifold:

• To encourage conversation and create rapport
• To identify the needs and expectations of the hiring manager
• To find any “deal breakers” for either of you

A few questions to always ask:

How much time do we have for our interview?

(You don’t want to be giving an in-depth review on a topic only to discover you’ve run out of time for the big stuff.)

What do you most want to accomplish in our conversation? In other words, what are the topics you would like to cover? Perhaps we can start there and then fill in the details.

Sometimes, an interviewer will be surprised by questions like this. Comfort them and let them know you are not getting ready for an interrogation! In fact, by asking a few clarifying questions up front, your intention is to be more rather than less respectful of their time.

A few tips about “early-on” questions.

The only time we ask a close-ended question in an interview is when we want to regain control of the conversation without telling the other person to shut up.

“You sound pretty concerned about this. Is that the case?”

Open-ended questions are the drivers behind defining someone’s needs and expectations. At the beginning of an interview, ask the most open-ended questions possible, the on’s that give the other person complete support in addressing a topic.

For example, if someone comes into our office, I would often ask,

“How do you feel about your career?”

“How do you feel” gives the other person complete permission to share anything on their mind on the topic. The feedback also gives you insight into where to take the interview.

Other “early-on” examples:

Please tell me the events that led to our interview today. In other words, why is this new position open and what do want to accomplish with someone like me?

What do you most want to learn about me today?

A few tips on how to keep the conversation “fluid.”

Don’t ask one question after another. The person will soon develop a sense of being water-boarded. You can tell the other person to give you the same information instead of asking for it. For example, “Tell me what you want to accomplish.”

Also, reflect back what you are hearing in your own words. This shows the other person you are listening and respectful enough to check-in and makes sure you are on the same page. Then, ask another question that takes the conversation a step deeper. For example, “You had high expectations that the previous individual would have developed a new digital platform for your division in 3 months. That sounds reasonable. What got in the way of delivering the necessary results?”

2nd Level Questions – The Foundation

A few examples:

Our profession is facing a great deal of change. How do you feel about those changes?

You’ve been with the company for 21 years. I can only imagine the changes you have orchestrated. Where does this job fit into the most recent changes?

What do you most want to learn about me?

What are your biggest challenges today and how would you want someone like me to help?

3rd Level Questions – Idiosyncrasies

In our sales training, we find that buyers often withhold the very information that can keep us from making an honest and straightforward. For example, how many buyers willingly share their budget? And yet, at least with any of us who want to do our best, this is critically important information.

Don’t ask the deal breaker questions until you have a rapport with the interviewer and sometimes you will have to help the interviewer along. For example, returning to the example of a budget, we will often say, “Listen, trusting me is a choice. So, if you can choose to trust me, sharing your budget is going to be helpful in coming back to you with a real proposal, one that describes all that we will do for you. In other words, I’m going to bring you a real proposal!”

Sometimes, you will be aware why the previous person left the job.

“I have heard through our grapevine that the last person left because he could not meet the revenue projections for last year. Based on what you know now, what do you expect to do differently?”

“If you were going to produce a miracle, what you would change?”

“How could I exceed your every expectation? What would that look like for you?”

Please note, often the idiosyncratic questions will involve money, breakdowns, missed expectations, and they can be revealed by pushing beyond the basic expectations.

In closing,

Our entire series isn’t to give you an A-Z deeply involved session but to introduce you to concepts that can help all of your interviews regardless of which side of the fence you are sitting on.

Tomorrow, the last article in this series will share my favorite dream job stories!

Next: Finding Your Dream Job – Part 5 – My Favorite Winning Candidate!

Brought to you by David Harder, President & Founder – Inspired Work

(c) Copyright, Inspired Work, Inc. (2019) – All Rights Reserved

P: (310) 277-4850 / david@inspiredworkservices.com

The post Finding Your Dream Job – Part 4 – Question Your Way to Success! appeared first on Inspired Work Services.

Understanding their different styles can spell the difference between moving forward or stopping dead in our tracks.

The Director

We’ve all run into them. The Director is always looking to get this most out of time and is focused on producing results. They would prefer to do away with frivolities and get right to the point. When you sit down with a Director, be prepared for someone who will look at their watch. Of course, it is always good to ask a director,

“How much time do we have for our conversation?”

“What do you want to accomplish in today’s meeting?”

Usually, the director will tell you exactly what they want to learn. Give it to him or her. As you ask additional questions, center your energy on providing substantive insights. Directors aren’t particularly interested in getting warmed-up or breaking bread for lengthy periods of time.

Directors want measurable and straight-forward value. When one of your questions identifies a new or unusual need and expectation, describe how you are going to fulfill it.

Remember, directors want results, don’t waste time on side-bars, stick to straightforward narratives.

The Dreamer

You will know this one quickly because she or he is a visionary. Dreamers talk about all they want to accomplish, the ideal future, they dwell on creativity, vision, innovation, making-a-difference, and innovation. Elon Musk is a great example of a highly visible dreamer.

Much of the initial conversation with a dreamer ought to be driven by questions that help define the manager’s vision, mission, and purpose. In some cases, helping a dreamer become even more defined tends to be viewed as a valuable breakthrough. But, at a certain point, it is equally important to define how the dream is going to be fulfilled.

The Dolphin

Meet the diplomat. Where a Director wants to get straight to the point, a Dolphin finds that rather untoward. They are all about relationships. They want to observe your social skills, your willingness to put everyone at ease, and your insistence on some sort of decorum. Your knowledge about all the people you meet will be helpful in shaping your interviews. Dolphins want and expect respect and kindness towards everyone. Give that up front and you will get it in return throughout the interview.

In discussing the needs and expectations of the role, always look at your responses from a relational point-of-view. Dolphins tend to be the ultimate team players and they back off from narcissism, especially in organizational settings. That said, at some point, after developing the requisite rapport, getting to clearly fulfilled needs and expectations are just as important here as with any other personality type.

The Doer

Your meeting is one of 60 tasks sitting on the Doers daily grind. Don’t take it personally. Doers are constantly working, tend to always feel behind, are the workhorses of the organization, and often don’t feel especially well-recognized for all of their efforts.

Give them recognition and ask them clearly, how you can help take the pressure off of their shoulders? Make their job easier? And, increase the probability of everyone’s success? The Doer is the most common personality type in mid-management. Much of this “check-list” mentality comes out of the structure of mid-management positions, which is all about doing and very little about engagement.
Throughout the interview, the more that you can define exactly what the manager wants you to do and how you articulate the outcome, the better. However, this particular type responds really well to genuine compassion, just like the rest of us.

Next: Finding Your Dream Job – Part 4 – Question Your Way to Success! 

Brought to you by David Harder, President & Founder – Inspired Work

(c) Copyright, Inspired Work, Inc. (2019) – All Rights Reserved

P: (310) 277-4850 / david@inspiredworkservices.com

The post Finding Your Dream Job – Part 3 – Meet Your Gatekeepers! appeared first on Inspired Work Services.

“Pretend that every single person you meet has a sign around his or her neck that says, ‘Make me feel important.’ Not only will you succeed in sales, you will succeed in life.”

Mary Kay Ash

Great interviews are not about you.

Our greatest interviews are centered on fulfilling the employer’s needs and expectations.

When we come from this basic truth, much of the fear that often accompanies interviews becomes far more manageable. In fact, let’s address fear for just one moment. Successful people are used to the experience of fear. They develop the courage to take action whether or not they are afraid. Behavioral scientists have indicated we can make that journey easier and healthier by having friends and family members who comfort and encourage us to move forward.

Interviews are sales conversations. Many people are frightened of making sales calls because they believe they will have to make a pitch. Remember those? You make a pitch and then overcome the objections of a buyer. I don’t know about you but the process feels a bit like getting taken hostage rather than building a relationship.

Thankfully, pitch selling became obsolete in the 80s. A group of scientists was hired by Xerox to understand the psychology of selling. They came up with a game-changing piece of information:

Human beings are capable of thinking about something other than themselves for 15-seconds.

Pitch-selling places no importance on the customer because all that matters is making the sale. When we shift our attention to fulfilling the manager’s or owner’s expectations, connectivity and clarity emerge.

This is the suggested mindset we bring to all interviews.

Once again, great sales calls are not about us. It is about them. This is another reason why research and fact-finding is so important before an interview. Properly prepared, we can convey, in one carefully constructed question, just how much we understand the hiring manager’s challenges. Skilled questioning helps us paint a clear picture of what the hiring manager wants and needs. I’m not suggesting that a candidate take over an interview. But we raise the probability of success by having a balanced and conversational interview.

As you conduct research about the organization and the hiring manager, prepare a list of open-ended question that inspires the manager to share her or his needs and expectations. Tailor what you tell them about yourself by their responses.

But, always be prepared to manage that interview just a bit.

In my latest book, The Workplace Engagement Solution (Career Press), we devoted an entire chapter to hiring managers. This segment of the talent acquisition process tends to be one of the biggest breakdowns with employee engagement. Employers rarely make a minimal investment to teach managers how to identify the best candidate for the job and to even be aware of their unexamined bias. All too often, the candidates go along with a sloppy interview with the fear that if they try to manage the conversation, the manager will be put off. But, with a little skill-building, we can better manage interviews under a broad array of circumstances.

Inquiry-based interviewing represents a big departure for many candidates. In fact, developing a Socratic, question-driven approach to life can improve all of our relationships. Of equal importance is to listen to their every word.

Prior to launching Inspired Work, my last job was as a manager with a well-known staffing company in Los Angeles. I was attracted to the position because my boss was a fierce business leader and she became an incredible mentor. Shortly after I joined them, she asked to come along on a sales call at Warner Brothers. After the meeting, Gail turned to me and said, “That was the best sales call I’ve ever been on.”

I laughed and asked her to explain her point-of-view.

She continued,

“You focused exclusively on her and the needs of the company. You led the executive into realizing a couple of solutions simply by guiding her through great questions. If I ran back in there and yelled, ‘Tell me everything that you know about David Harder,” she would respond, ‘He asks great questions.’ If she called you tomorrow and asked you to design a complicated service proposal, you wouldn’t have to ask for one piece of additional question. She knows that.'”

Rather than making a pitch, the inquiry-based mindset is far more effective in having a great interview. One of the easier ways to get started is to make believe your interview is actually the conversation you would have during your first day on-the-job. You are sitting down with the boss and discussing everything you need to know so that you can hit the ground running.

If you have really done your job, the hiring manager is going to realize that you pay attention and that you are skilled in defining all that needs to be accomplished. On the other hand, in digging a little deeper, you might reach the conclusion it isn’t a match and the opportunity is definitely not your dream job.

This is the mindset of a great interview.

Next: Finding Your Dream Job – Part 3 – The Four Gatekeepers!

Brought to you by David Harder, President & Founder – Inspired Work

(c) Copyright, Inspired Work, Inc. (2019) – All Rights Reserved

P: (310) 277-4850 / david@inspiredworkservices.com

The post Finding Your Dream Job – Part 2 appeared first on Inspired Work Services.

Here’s a little bit about my background. Prior to launching Inspired Work, I was an executive in the staffing industry. In 1990, I launched Inspired Work. We have helped over 44,000 people define and find the work they love. Our program works for people from all walks of life. My company has helped countless client organizations become better places to work. Our primary focus is to help people define and find the work they love, the very work that brings the greatest meaning into our lives.

Why is finding the work you love so very important?

When we began Inspired Work 1990, we were witnessing the first big cracks under the Industrial Revolution model of work. During that era, it was unusual to find people who were doing the work they loved and making a great living. In those early days, we were given the opportunity to serve thousands of people who were “in transition.” We offered an alternative to traditional outplacement. Our program was offered to the individuals who wanted to elevate their transition into a turning point. Eventually, we distanced ourselves from outplacement simply because our brand is centered on being “good news.”

Today, we are witnessing the largest restructuring of work since the dawn of the Industrial Revolution. The change is so rapid that about half of our country’s workers describe themselves as “underemployed. Many of them continue to fixate on the two primary standards of work selection during the Industrial Revolution: Predictability and Survival.

When we raise our standards about work to love, we leapfrog over mediocrity. Why is loving our work so important? It is turning out to be the most reliable fuel for personal change.

Most people limit their job search to visiting websites and networking. The problem with this is that we are competing with hundreds if not thousands of candidates. Also, most posted jobs have already been turned down by internal candidates or “friends of the firm.” We tell our clients to continue visiting the sites. However, we suggest a big strategic leap in defining and pursuing the organizations that match our vision.

Just what is a “dream job?”

It is the position that fits your mission, vision, and purpose. There is a strong culture fit with the employer. In other words, you identify with the tribe. These are the kind of people you want to work with every day.

Finally, the single most important questions to get answered before you accept the job is, “Who is the boss?” A great boss can help turn a job that on paper appears to be mediocre and turn it into a life-changing opportunity for you. A boss from hell will turn the best jobs into a big step backward.

There hasn’t been a better time to find the perfect job. We are living in a revolution of transparency. Motivated candidates can learn so much about potential employers and hiring managers there is no longer an excuse for accepting a position and having a bitter outcome. In fact, the more creative and adaptive we become, there more quickly we let go of negative circumstances and move on.

Technology has given us transparency. Today, we can find enormous amounts of information about potential employers as well as the ideal hiring manager. So, all of your research ought to be focused on:

• Where would you love to work?
• Who would you love to work for?

Where do we begin?

Google

You will be making repeated visits to Google throughout this journey. In the beginning, use search criteria such as:

•   Top 50 Employers in Your Area

•   Fastest Growing Companies in the United States

•   Fortune 100s Best Places to Look

•   Most Admired Entrepreneurs

The more you work on this the more aware you will become of the organizations and people that fit your career DNA. All too often, candidates only work on building a community when they are in trouble like being unemployed. Today, use this work to build a stronger foundation under your career.

LinkedIn

LinkedIn is the world’s biggest digital home for the world’s talent. The revolution LinkedIn has made on staffing cannot be overemphasized. However, using LinkedIn for open jobs represents a fragment of the platform’s potential.

During our Inspired Social Networking training, we encourage our participants to recognize that the core purpose of such platforms as LinkedIn and Facebook isn’t selling. Their purpose is centered on building relationships. Making pitches on LinkedIn is by and large a waste of time. Consequently, use your networking time to build relationships with the very people you want in your professional circle.

For anyone who wants to build a community around their mission, vision, and purpose, we encourage the use of LinkedIn’s Sales Navigator. This package provides sophisticated filtering systems that allow you to conduct laser-like research to identify great employers, hiring managers, human resource contacts, and more. When you send out a connection request, always include a positive note. Good manners are always a good idea.

Here’s an example of the power of targeted research. A couple of years ago, I was working with a rock star executive in the financial services market. She wanted to work in a more innovative organization with a far better boss. I asked her to identify and pull together a list of the people she most wanted to work for. A week later, she sent a note. There was only one name on the e-mail. “I want to work for Inga Beale at Lloyds of London.”

She asked if I would help. Two days later, I called her and said, “I have 3 alternative dates for you to meet with Inga.”

Shocked, she asked, “How did you do that?”

“I called and asked for her secretary. I treated her with kindness and respect. She presented you to Inga and the two of you have lunch.”

Consider the fact that if she had not taken the time to identify someone, that meeting would never have taken place.

Glass Door & Indeed

When you find an employer that interests you, use the two sites to review input from employees. Of course, even the best organizations have negative reviews. Take a look at a high altitude and you will find trends and themes.

The Business Journal – Book of Lists

In virtually every metropolitan region, the Business Journal publishes local news, much of it centered on small and mid-size business. Most importantly, the Journal publishes an annual Book of Lists which includes hundreds of lists covering a wide range of organizations in your area. Invariably, our clients are surprised by what they find.

We are interested in what you find. If you have any suggestions that can help my readers, please feel free to comment.

Next: Finding Your Dream Job – Part 2

Brought to you by David Harder, President & Founder – Inspired Work

(c) Copyright, Inspired Work, Inc. (2019) – All Rights Reserved

P: (310) 277-4850 / david@inspiredworkservices.com

The post Finding Your Dream Job – Part 1 appeared first on Inspired Work Services.