The 1 networking rule 99% of people are afraid to follow

The 1 networking rule 99% of people are afraid to followThe 1 networking rule 99% of people are afraid to followHow many times have you found yourself at a networking event, only to feel like youre at a networking event?Ill let you in on a little secret These arent the events where real networking is taking place.I dont go to networking events. I dont attend things that require me to put on a Hello, My personenname Is nametag. I rarely attend big conferences with keynote speakers that spend 45 minutes talking about how you just have to hustle and absatzwirtschaft is all about great content, with absurd ticket prices that promise you will rub shoulders with all the right people.Ive tried these avenues, and they are always one-way streets toward the same disappointing destination.Real networking happens here insteadIt happens in backyards and exclusive dinners. Private meet-ups and friends getting together for drinks.Real networking happens when a friend introduces you to a friend. And then that friend introduces you to a new group of people. And then in that new group of people, you make a new friend.And on and on and on99% of people dont approach networking this way. Heres whyPeople lack patience.They wear their desperation on their sleeves, and approach networking in a way that immediately reveals their true intentions. They dont want to get to know you, or learn about what it is you do and how they can truly help.What they want is to pitch their business. What they want is you to give them something.This is such a short-sighted approach to building your network.The reason big networking events fail is because everyone who attends tends to operate from the same script. Meaningful conversations arent taking place - just two people with business cards in their hands, giving their pitches back and forth. And then what happens? Both parties nod, smile, say, Well, it was great connecting with you. Ill shoot you an emaille and lets go from there.And then nothing ha ppens.Because people like to do business with people they like, people they trust, and people they know through other friends and shared connections.This is the 1 rule you should follow instead, if you want to build a powerful network for yourselfMake friends, not connections.At the end of the day, I would rather work with someone I genuinely connect with over working with someone who treats me like a vendor.And so would everybody else.When youre building your network, look for the situations that are going to allow you to make friends - even if theyre business friends. Small settings do well. Friends of friends and e-mail introductions go a long way. Whatever you do, just keep the focus on making meaningful connections, instead of throwing your business cards all over the floor and hoping someone with a name tag picks one up.It might seem like a slower process, but what youll end up with is a strong circle of people you trust - instead of a rolodex with a bunch of people who dont return your calls.Cole isa writer, speaker and founder of Digital Press.This article originally appeared on Inc. MagazineThe 1 networking rule 99% of people are afraid to followHow many times have you found yourself at a networking event, only to feel like youre at a networking event?Ill let you in on a little secret These arent the events where real networking is taking place.Follow Ladders on FlipboardFollow Ladders magazines on Flipboard covering Happiness, Productivity, Job Satisfaction, Neuroscience, and moreI dont go to networking events. I dont attend things that require me to put on a Hello, My Name Is nametag. I rarely attend big conferences with keynote speakers that spend 45 minutes talking about how you just have to hustle and marketing is all about great content, with absurd ticket prices that promise you will rub shoulders with all the right people.Ive tried these avenues, and they are always one-way streets toward the same disappointing destination.Real networking ha ppens here insteadIt happens in backyards and exclusive dinners. Private meet-ups and friends getting together for drinks.Real networking happens when a friend introduces you to a friend. And then that friend introduces you to a new group of people. And then in that new group of people, you make a new friend.And on and on and on99% of people dont approach networking this way. Heres whyPeople lack patience.They wear their desperation on their sleeves, and approach networking in a way that immediately reveals their true intentions. They dont want to get to know you, or learn about what it is you do and how they can truly help.What they want is to pitch their business. What they want is you to give them something.This is such a short-sighted approach to building your network.The reason big networking events fail is because everyone who attends tends to operate from the same script. Meaningful conversations arent taking place - just two people with business cards in their hands, giving their pitches back and forth. And then what happens? Both parties nod, smile, say, Well, it was great connecting with you. Ill shoot you an email and lets go from there.And then nothing happens.Because people like to do business with people they like, people they trust, and people they know through other friends and shared connections.This is the 1 rule you should follow instead, if you want to build a powerful network for yourselfMake friends, not connections.At the end of the day, I would rather work with someone I genuinely connect with over working with someone who treats me like a vendor.And so would everybody else.When youre building your network, look for the situations that are going to allow you to make friends - even if theyre business friends. Small settings do well. Friends of friends and e-mail introductions go a long way. Whatever you do, just keep the focus on making meaningful connections, instead of throwing your business cards all over the floor and hoping someon e with a name tag picks one up.It might seem like a slower process, but what youll end up with is a strong circle of people you trust - instead of a rolodex with a bunch of people who dont return your calls.Nicolas Cole isa writer, speaker and founder of Digital Press.This article originally appeared on Inc. Magazine.You might also enjoyNew neuroscience reveals 4 rituals that will make you happyStrangers know your social class in the first seven words you say, study finds10 lessons from Benjamin Franklins daily schedule that will ersatzdarsteller your productivityThe worst mistakes you can make in an interview, according to 12 CEOs10 habits of mentally strong people

4D0X1 - Diet Therapy - AFSC Description

4D0X1 - Diet Therapy - AFSC Description4D0X1 - Diet Therapy - AFSC DescriptionPerforms duties in Nutritional Medicine Service to include procuring, storing, preparing, cooking, baking and serving regular and therapeutic diets and nourishment. Performs clinical dietetics tasks and procures equipment. Maintains established sanitation, safety, and security standards. Accomplishes supply and subsistence management control and other duties as assigned. When no dietitian is assigned, consults command dietitian. Related DoD Occupational Subgroup 325. Duties and Responsibilities Practices timely, quality fundamentals of food preparation for regular and therapeutic diets, tube feedings, therapeutic-in-flight, and box lunches. Prepares and cooks food items included in regular and therapeutic diets to conform with menus, recipes and food production worksheets. Portions and selects nourishment for regular and therapeutic diets. Arranges and garnishes foods using available products and equipm ent. Assembles and disassembles patient trays on food carts in the patient tray assembly area. Delivers and returns food carts from nursing units. Cleans and sanitizes food carts, work area, dining area, and equipment. Disassembles and cleans patient tray assembly areas and the dining hall serving lines. Standardizes recipes and tests new products. Establishes production controls and standards for quantity and quality of foods. Plans menus according to established patterns. Analyzes reports on baking and cooking activities. Provides field feeding, accountability, sanitation, and layout during disasters or contingencies. Performs clinical dietetic tasks. Receives and processes diet orders, menus and other directives related to patient care. Assists in writing individual therapeutic diet menus according to established patterns and guidelines. Conducts dietary rounds to vorstellungsgesprch patients on regular and therapeutic diets to determine satisfaction and food preferences. Comple tes basic level nutritional assessments. Weighs patients on initial and follow-up visits, recording the information in the patients medical record. Obtains, evaluates and uses dietary history to plan nutritional care. Calculates simple, routine therapeutic diets. Supports community nutrition requirements. Accomplishes supply and subsistence management control, and other administrative duties. Collects and turns in subsistence and surcharge monies. Completes menu tallies, patient tray tafelgeschirr records, and workload data. Assists in determining requirements, preparing requisitions and local purchase orders. Receives, verifies, stores and issues foods and supplies from the commissary and medical logistics. Draws supplies and subsistence. Establishes stock controls, periodic inventories and thawing procedures. Assists in implementing cost control procedures. Inspects and evaluates facility and equipment for proper maintenance, operation, and use. Monitors quality, quantity, sanit ation, safety and security standards. Practices Quality Management ensuring continuous quality improvements using metrics. Makes recommendations for corrective actions in effectiveness of the Nutritional Medicine Service operation. Directs, inspects and evaluates the completed work of personnel. Establishes work schedules, work assignments, job descriptions and resolves technical difficulties. Formulates and follows standard operating instructions. Advises dietitian on equipment status, maintenance and adequacy personnel training and operational efficiency and economy. Provides input to the MTF budget. Coordinates nutritional medicine service activities with interrelated or using organizations. Specialty Qualifications Knowledge. Knowledge is mandatory of food preparation methods standardized recipes the metric system of weights and measures food chemistry medical and dietetic abbreviations and terminology relating to food preparation and clinical dietetics operating special pr eparation feeding and service equipment sanitation and aseptic techniques and standards use of Materiel Safety Data Sheets medical ethics professional and patient relationships psychology of serving patients the digestive tract anatomy and physiology feeding in wartime or disaster contingencies patient feeding in aeromedical evacuation measures necessary to protect foodstuffs from contamination from radiological chemical and biological agents food purchasing, storage, preparing, service, merchandising, and managing Nutritional Medicine Service activities, menu planning, diet therapy, patient tray service, and dining hall operations, baking, and cooking. Education. For entry into this specialty, completion of high school is desirable with courses in mathematics, chemistry, biology, and food preparation. TrainingForawardof AFSC 4D031, completion of a basic food service course is desirable.Forawardof AFSC 4D031, completion of a diet therapy course is mandatory.Experience The following experience is mandatory for award of Air Force Specialty Codes indicated4D051. Qualification in and possession of AFSC 4D031. Also, experience inmenu, diet planning, preparing, cooking, and serving regular and therapeutic diets.4D071. Qualification in and possession of AFSC 4D051. Also, experience supervising nutritional medicine service activities, such as scheduling and food service accounting.4D091. Qualification in and possession of AFSC 4D071. Also, experience managing functions such as baking,cooking, and servicing of foods. Strength Req G Physical Profile 333232 Citizenship N0 Required Appitude Score G-43(Changed to G-44, effective 1 October 2004). Technical Training Course L3AQR4D031 002 Length (Days) 31 drehort L Course J3ABR4D031 002 Length (Days) 25 Location S

Research is a critical part of the job search process.

Research is a critical part of the job search process.Research is a critical part of the job search process.Research is a critical part of the job search process. Research is a critical part of the job search process. It can help you Identify companies that may be hiring in your field Prepare you for a job interview Learn about potential growth of businesses and industries Focus your job search on employers that share your values Understand how you can apply your skills in a new field Identify companies Visit the Business Finder to identify and get contact information for employers in your local area. Do your research Once youve identified some companies youre interested in- or perhaps even scheduled an interview- you can visit their websites to learn mora about them. Locate websites by entering the full name of the business into a search engine, such as Google or Yahoo. Below are some key questions you might ask about potential employers Question Where to Search What products/services does the employer provide? What industry trends are affecting the company? Employer websites. These often describe the company unit(s) that may be hiring in your field. They also provide details on the types of products or programs they offer. Regional or state publications Chamber of Commerce directories Manufacturers directories by state National publications. Most libraries have copies in their business sections. National Trade Professional Associations Standard and Poors Register of Corporations, Directors Executives The Macmillan Directory of Leading Private Companies Wards Business Directory of Major U.S. Private Companies The titles above are just a few examples. Alfruchtwein every type of field or industry has its own trade association. How many employees does the employer have? What jobs does the company typically hire for? What is the employers hiring policy? Where is the employer located? Does it have more than one location? Is it on the bus line? Employer websites. These often include size of their workforce, hiring policies, and job openings. It may also provide details on company location(s) and mass transit options. Also check recent press releases for news about plant expansions, new product roll-outs, or sponsorship of events. College and university placement or career services offices. Check if the company is recruiting on campus. Find out which qualifications they look for when they hire. What are the employers missio n and values? How long have they been in business? Is the employer involved in community services? If so, what? Employer websites. Look for annual reports. Or contact the employers public relations office or personnel department. Annual reports outline the employers successes, growth, history, and financial status. Companies that give back to the community often have a section of their website devoted to their efforts. What is the employers financial situation? Is it making money? Has it downsized in the last five years? Has there been any recent important news related to the company? What do others think about the company? Employer websites. Review recent and past press releases. Annual reports often include a financial report for the year. If the company has investors, detailed financial reports may also be online. Current newspapers, trade journals, and business magazines. The business section of most papers have articles about local companies and their executives. You can find back copies in library archives. Also check Businessweek for company and industry news. Whats it really like to work for this employer? Current or past employees. Talk with people who are working or have worked for the company. Organize your research You will collect a lot of information on employers and industries. Discard anything that has little or no immediate value. Then file and maintain the information that you want to keep Create a digital or paper filing system for each company. Print out information, e-mail it to yourself, or cut and paste it into a word processing document for future reference. Dont count on search engines every time you want to review information youve already found. Articles sometimes disappear or show up in different s pots on search result lists.