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Nov./Dec.2010 A Publication of The Five O’Clock Club®—www.FiveOClockClub.com Vol. 24, No. 11-12

Five O’Clock Club Coaches Talk about Using LinkedIn to

Improve Your Career, Find a Job, Build a Consulting Practice

Social Media: Using LinkedIn

to Advance Your Career
by Kate Wendleton

This is a follow-up to our earlier articles on
Social Media, which you can find in the
Members Only section of our website. For
this article, we asked a group of Five
O’Clock Club coaches to give us their opin-
ions on Social Media in general and
LinkedIn in particular. The coaches were:
Damona Sain, Win Sheffield, Celia
Currin, Mary Anne Walsh, Anita Attridge,
Bill Belknap, Roy Cohen and Chip
Conlin.
and the phone rang, you missed the call. look at Twitter, blogs and other forms of
People did not have home answering Social Media and how they can affect
machines. Nowadays, people are con- your career.
nected to their cell phones everywhere
they go. Social Media in General
Twenty years ago, the Internet did Keep up your contacts while working
not exist. Today, it can dominate our Before Social Media came into
lives. We think that the new Social being, we urged our clients who had
Media are meant to extend our relation-
Continued on page 3
ships, but there are perilous
risks, as well as benefits.
We can all build lots of

T
echnology changes, and you
have to change with it, but the
basic techniques and thought
processes for career development don’t
change. As one of our coaches said, “I
constantly give my clients this advice:
even if you do not embrace social net-
working, you need to understand how
business is using it because it will come
up, sooner rather than later, in business
conversations.
“So, please, for self-preservation,
avail yourself of the data. By the way,
www.mashable.com is one of the best
sites for keeping pace with the business
uses and business trends involving Social
Media.”
Yes, times have changed. In the
1960s and 1970s, if you left your house
connections, but let’s be
smart about it. Facebook is
the cause of many relation-
ship break-ups. A 2009
study makes the claim that
“increased Facebook use sig-
nificantly predicts
Facebook-related jealousy”
in romantic relationships.
While Facebook tends
to be more of a personal
medium, LinkedIn is more
for professional relation-
ships. Used correctly, it can
help you to improve your
current career, find a new
job, or build a consulting “I’ve located the source of all that
practice. annoying spam we’ve been receiving...
In future articles, we’ll preparing to destroy.”
Also in this issue

N Career Circles of Influence N Workplace Bullying N A Job Hunter’s Success


Keep on Promoting Yourself
JOB SEARCH DURING THE HOLIDAYS; PROMOTE YOURSELF ALWAYS
I
’m writing this in August. People often
wonder how we can provide such sub-
stantive material month after month.
Well, we spend months putting it together.
Here we are in August telling our job
hunters that the summer and the winter
holidays are the two times of the year when
they have little competition. We know the
research: the competition slacks off because
people think “nothing is going on.” That’s
when you want to get out and meet people.
If you’re like me, you never want to get out
and meet people, but I do force myself to
do the right thing and make myself search
harder than ever during those times.
I assume that the economy has not
improved by the time you are reading this,
but it doesn’t matter. You do what you have
to do. When people think that the econo-
my has improved, those who had given up
will rush back into the job market and
you’ll have more competition.
I’ve said the same thing to my brother,
Mike, who has been starting his own home
remodeling business in the South Jersey /
Philadelphia area: He has to keep marketing.
When he gets assignments, he has to use
part of that money to do another postcard
mailing. (He does phenomenal work, pic-
tured on his postcards. See his work at
www.Dobbsandsons.com.) Whether he is
asked to do a kitchen or bath remodeling,
put up beautiful crown moulding, or just do
handyman work, he is still getting his name
out there when puts out a sign in front of a
home or sends out postcards. When people
decide to spend more on home remodeling,
2 THE FIVE O’CLOCK NEWS / NOVEMBER/DECEMBER 2010
his will be a name that they know.
I know I’m shamelessly promoting
Mike. You have to be shameless, too. Tell
your Fifteen-Second Pitch to everyone and
smile. The saying is, “When business is
good, it pays to advertise, and when busi-
ness is bad, you have to advertise.” Promote
yourself all of the time. What a shame for
those of us who simply want to do a good
job and hope we’ll be recognized. It doesn’t
work for my brother, for me, or for you.
It’s not true that if you build a better
mousetrap, people will beat a path to your
door. You have to market that mousetrap!
Even if you don’t want to, go to par-
ties, talk to people at train stations and air-
ports. Tell them what you are looking to
do, get their business cards and tell them
you’ll contact them. Then contact them.
But don’t hang a poster board on your
chest; a guy stood on street corners in a
business suit hoping someone would hire
him. He was in the press all the time (the
press loves stories like his, which make
everyone depressed). It took him two years
to get a job with much loss of dignity.
Follow The Five O’Clock Club
methodology and tell your friends about it.
No one else has a proven, research-based
methodology. It’s free on our website. Go
to the “For Individuals — How to Get a
Job” section. You’ll find the entire method-
ology in brief — in articles, in audio
excerpts, in a video of a very funny job
hunter’s report, and in the terrific mini-
course at the bottom of that page. You and
your friends can also opt-in to receive our
email newsletter cov-
ering various topics on
job search and career
development.
In this issue of
our magazine, you’ll
read how to use Social
Media to advance
your career and how
to analyze the circles
of people who influ-
ence your career. We are also duty-bound
to cover topics such as domestic violence in
the workplace and workplace bullying. I’m
sure you’ll be as surprised as I was by some
of the statistics.
Tell your friends to join the Club,
keep in touch with your buddies, be a
buddy to others, see your coach privately
if you can afford it. Keep your sense of
humor.  Kate Wendleton, President
THE FIVE O’CLOCK NEWS
from the Thought Leaders in Career Development
VOL. 24, No. 11-12 ISSN 1082-3492 Nov/Dec 2010
The Five O’Clock News is a publication of The
Five O’Clock Club, published ten times a year for $49.
The Five O’Clock Club is a non-denominational organi-
zation based on protecting human dignity: putting job
hunters and employees first. It provides affordable, state-
of-the-art career coaching services directly to individuals
and via the corporate market. Services include lectures and
career coaching in small
groups through a nation-
wide network of branches,
and private job-search as
well as executive coaching
through certified Five
O’Clock Club coaches.
Article submissions
based on 5OCC methodology are welcome. There is
no guarantee of publication. All submissions become
the property of The Five O’Clock Club, Inc.
Address all comments, questions & suggestions:
KATE WENDLETON
The Five O’Clock News
300 East 40th Street, 6L
New York, NY 10016
Kate Wendleton, President, Editor-in-Chief
David Madison, Associate Editor
Call 212-286-4500 for information on
becoming a member and subscribing to
The Five O’Clock News.
E-mail: Info@FiveOClockClub.com
Copyright ©2010 by The Five O’Clock Club. No
portion of this publication may be reprinted without
the express written consent of The Five O’Clock
Club. The writings contained within the pages of this
publication do not necessarily reflect the opinions of
The Five O’Clock Club. The Five O’Clock Club®,
The Forty Year Vision®, and The Seven Stories
Exercise® names and logos are registered trade-
marks. All rights reserved.
SOCIAL MEDIA: USING LINKEDIN TO ADVANCE YOUR CAREER
landed jobs to make sure they had two
networking meetings a week — no mat-
ter what — to keep up their contacts,
keep up with what was happening in
their fields and industries, and to already
have developed contacts if they needed
information to help them in their careers
or wanted to search again.
Be smart about building
your connections.
Social Media can help you to keep
up your contacts, particularly given how
busy everyone is these days, but our
coaches caution that “nothing substitutes
for face-to-face contact. Don’t ever forget
the value of a phone call over an email.”
Meeting people virtually does not
replace meeting people directly — either
in person or via telephone. One coach
advised, “Make sure that 20 to 30 per-
cent of your time — whether in your
job or job hunting — is ‘in the field’
meeting and connecting with people
face-to-face.”
Social Media are a serious part of
the resources and tools that help people
in their jobs and in job search. The
basics of managing your career, looking
for a job, or building a consulting prac-
tice have not changed — just the tools
that help people to connect have
changed — ranging from email, online
search, to LinkedIn, blogs and Twitter.
Use Social Media as
one tool to develop your career,
build a consulting practice, or
find a new job.
These tools help you to stay in con-
tact with your network of people and
companies, and to continue to build
your network. You can use social net-
working tools to build your reputation
as an industry or subject expert by blog-
ging and tweeting — or every bit as
important — responding and comment-
ing on other people’s blogs and tweets.
As one coach said: “Social network-
ing should not be viewed as just a job-
search tool. That’s wrong and inefficient.
Celia Currin Win Sheffield
Chip Conlin Bill Belknap
The Five O’Clock Club Business Coaches
interviewed for this article on Social Media.
This would be the equivalent of going to
just one interview with the belief and
expectation that it will produce a job
offer. It’s a resource for managing and
navigating your career. Yes, you use
social networking to conduct a dynamic
job search, but it’s so much more than
that. Use it to expand your network, as a
resource for information, and to build a
community of like-minded people who
will support you both on the job, as well
as in job search.”
Social Media Can Waste Your Time
Whether you are employed or not,
we all know that anything on the
Internet (or computer or handheld
mobile devices, especially Smartphones)
can suck up too much time. One coach
advises that for one or two weeks, you
should assess how much time per day
you spend online. Track how often you
click on interesting links and surf to
unrelated topics. Then cut all your time
in half for two weeks. Use that extra
time to meet with people directly via
phone and in person, rather than relying
on virtual meetings alone.
As one coach put it: “Let’s face it, it
takes a lot of time and care to build
Stage 1 and 2 contacts (getting to know
people who know about your industry
THE FIVE O’CLOCK NEWS / NOVEMBER/DECEMBER 2010
Damona Sain Roy Cohen
Anita Attridge Dr. Mary Anne Walsh
and field and then those who are more
senior than you). It’s easy to avoid the
sometimes intimidating and anxiety-pro-
ducing effects of reaching out to people
in person. Social Media are also pretty
much a ‘2-D’ interaction. That can
increase miscommunication possibilities.”
Comparing Various Social Media
Facebook is generally for social pur-
poses, rather than career development.
Twitter can be very time-intensive and
the tweets move so quickly that you can
lose track of them easily if you stay away
for a couple of days (even hours some-
times!).
Blogs are labor intensive, but can be
effective if you like to write and write
well. But check out the blogs you return
to time and again, and figure out why
they are appealing. Being too wordy with
no graphics or other media (such as a
short video) can be a recipe for a lack of
traffic. Other media include verbal pod-
casts, but you need good recording
equipment or no one will stay to listen.
This coach notes: “I think well done
video podcasts (NOT amateur YouTube
versions!) on Twitter, Facebook, blogs,
and whatever else there is, would likely
appeal to more people—but ONLY if
they are well done and if you are photo-
3
SOCIAL MEDIA: USING LINKEDIN TO ADVANCE YOUR CAREER
genic or a natural in front of a
camera.”
All of the above can take up
so much of your time! Be sure to
track the amount of time you are
on the computer and what you are
doing there. It is very easy to waste
time digging through newsletters,
blogs, junk mail, and it is impor-
tant to keep the time invested
under control.
What’s more, Social Media
can be a new way of “hiding out”
instead of actually making contact
with real people. The Internet in
all of its forms is a great research
tool. But as we used to say, if you
are spending all of your time in the
library (or on the Internet), get out
more. If you are spending all of
your time meeting with people,
research more. You need both for a
successful career today.
Finally, Social Media are used
more heavily in certain industries and
professions than others. Here’s one
coach’s thoughts on the subject: “Social
Media are a tool to support your career.
Like any tool it’s best used when the
audience you’re targeting has embraced
it and believes in it.
“Know whether your audience uses it
so you don’t waste a lot of time using
the wrong tools to advance your career
or your search. If everyone in your
desired target is heavily invested in social
networking then you should be, too. For
example, I have a client who just became
the president of a digital ad agency. He’s
on Facebook and LinkedIn to keep his
universe of contacts — both professional
and personal — apprised of his where-
abouts and plans. He also uses and pro-
motes other technologies to demonstrate
his commitment to being ‘wired.’”
LinkedIn
Every professional needs to be on
LinkedIn. We have over 1,000 members job and hang on that rung until you or
in our Five O’Clock Club LinkedIn
Group. LinkedIn has gotten rave reviews The current thinking is to visualize your
at The Five O’Clock Club. Wrote one
Clubber to his group: “LinkedIn is a ter- tently, conscientiously, and concisely
4 THE FIVE O’CLOCK NEWS / NOVEMBER/DECEMBER 2010
“I’m sorry, but I can’t hire you.
I typed your name in on a search engine, each major project. You can
and lazy, selfish and unmotivated were even mention to your boss that
the categories that came up.”
rific tool that can help extend a person’s
network and simplify the process of
identifying members of your network in
target companies and industries. It’s free
to join so I’ve tried to recruit lots of
other Five O’Clock Clubbers. As a quick
anecdote, I received a cold call this
morning from a distant contact in my
LinkedIn network who is looking for
help on a number of his projects. I was
the perfect fit. A perfect lead! I wish you
the same good luck, and pass it on. If
you join, make sure you connect to me;
the bigger your network the more effec-
tive it will be.”
From one coach’s point-of-view:
“LinkedIn is being described as ‘the best’ Get the Professional Headline and
online career-management guide
around; and rightly so. There is a huge
WOW factor knowing that at least 45
million others are on LinkedIn.
“Remember more than 85% of
recruiters are trying to find you daily.
Just a few years ago we thought of career ness coaching, and those individuals
management as a ladder: Get that first
someone else decides it is time to go.
career as a ramp where you are consis-
moving forward up this ramp
using all the tools available to
you, especially the art of build-
ing and maintaining relation-
ships on an on-going basis
throughout your career. What
better vehicle than LinkedIn to
assist you in accomplishing this
lifetime project of managing
yourself?”
Another coach offers com-
fort to concerned employees:
“Clients sometimes worry that
their employer will see their
activity on LinkedIn and
assume they are looking for
work. You can update your sta-
tus on a quarterly basis, or at a
minimum, when you complete
you are tracking your accom-
plishments using LinkedIn.”
Our coaches tend to agree
that LinkedIn is simply a tool. As one
said, “The key is to build relationships;
to some extent LinkedIn can nurture or
even extend a relationship. I think of
LinkedIn as a fancy Rolodex and I rely
on it as I would a Rolodex. It is not a
substitute for developing the relation-
ships. It is a medium, a sophisticated
medium, but in the end, a medium.”
Would you like to see a
great LinkedIn profile?
Look at Guy Kawasaki’s.
www.linkedin.com/in/guykawasaki
Profile Right!
One coach represented many of our
coaches when she said, “Mainly, I work
with two categories of people — those
high-potential clients who are on the
cusp of promotion and are ripe for busi-
who are interested in transitioning into a
new career. The most important first
phase of coaching is assessment or iden-
tifying one’s career distinction, which is
a cornerstone piece to crafting a dynam-
ic profile. I strongly suggest working
SOCIAL MEDIA: USING LINKEDIN TO ADVANCE YOUR CAREER
with a Five O’Clock Club Coach at this
assessment-stage to help you identify
your professional reputation or posi-
tioning. Keep in mind that it is hard to
do these alone and much more fun to
do in concert with a professional
coach.”
Before writing your LinkedIn
Heading and Profile, re-read the section
of our Interviewing book on the Two-
Minute Pitch. As we say at the Club, “If
your pitch — the way you’re positioning
yourself — is wrong, everything is
wrong.” As one coach said, “Whether
you are looking to advance your career,
build a consulting practice, or are look-
ing for a new job, it’s extremely impor-
tant that your profiles on LinkedIn and
other social networking sites be consis-
tent in how they position you profes-
sionally. It’s amazing how many discon-
nects we see between a member’s profile
on LinkedIn, the Summary Statement
on their résumé, and even they way they
talk about themselves in their pitch.”
The LinkedIn Professional Heading
is a small field, but the most important.
As one coach noted: “It is your posi-
tioning statement and is the reader’s
first impression of your per-
ceived promise of value — and
we all know how difficult it is
to change a first impression!
Remember your positioning
lives in the hearts and minds of
others for a long time.” This
same coach developed the fol-
lowing list for you to consider:
Coaching questions to ask
yourself:
1. What is the impression I
want to create in the
Professional Headline?
2. What do others say about
my Professional Headline?
3. Are these congruent
thoughts?
4. What is the feeling you
want it to evoke?
5. What is the feeling others
get when they read your “I’ve got to let you go, Johnson. But in honor doesn’t give you the option
of your service, I’m allowing you to keep
Professional Headline?
6. What does it say about
your career distinction that you bring to have been working closely with your
an organization? coach, you may be able to simply insert
Compare the feeling you get when your résumé summary statement onto
you read these two very real Professional your LinkedIn page. Every Five
Headlines — Joe: “In career transition” O’Clock Club coach would tell you
vs. Jill: “Big picture visionary who gets that you want to consistently communi-
the job done using creative non-tradi- cate your pitch in all of your communi-
tional tactics.” Which person would you cations: résumé, cover letter, your verbal
want to get to know? pitch about yourself, email messages,
Most people decide they want to and all other Social Media.
reposition themselves depending on
where they want their career to go. A Develop your LinkedIn
Clubber who had worked for the big heading and summary
consulting firms her entire life wanted after you’ve completed
people to instead see her as a
“Communications Executive with 10 your résumé. That way, they
years of international experience.” How both position you
do you want to be seen? the same way.
Would you like to see a great
LinkedIn profile? Look at Guy By the way, if you are proud of
Kawasaki’s: your LinkedIn profile, be sure to list
www.linkedin.com/in/guykawasaki
your LinkedIn address (see Guy’s
I know: Social Media are his job.
address, above) in all of your email cor-
The Internet is his life’s work. But he is
respondence, at the top of your résumé,
a good example of someone who has
and so on. If you’ve done a good job on
taken full advantage of what LinkedIn
your LinkedIn profile, you want others
has to offer. Pay special attention to his
to see it. And, rather than using the
summary statement. You can see that
address that is assigned to you, you
he’s put a lot of thought into his. If you
probably will want to change your
LinkedIn address and use
Guy’s format (with his name
as part of the URL).
All of our coaches
echo the same thought:
Complete your LinkedIn
profile after you have com-
pleted your résumé. The
Headline, 120 character
limit, should define who you
are and what differentiates
you from others. The sum-
mary, 2,000 characters,
should position you strategi-
cally for your career develop-
ment, consulting business or
job search. Start with the
summary section from your
résumé. Use bulleted points
or short paragraphs so that it
can be read easily. LinkedIn
for bulleted points, but you
can get them by using a
your e-mail address.”
THE FIVE O’CLOCK NEWS / NOVEMBER/DECEMBER 2010 5
SOCIAL MEDIA: USING LINKEDIN TO ADVANCE YOUR CAREER

copy/paste of bulleted points from
Microsoft Word into your profile, or
simply use dashes or asterisks.
Another coach suggested: “I
understand that people who have com-
pleted most of their LinkedIn profile are
more successful in attracting
employers through the LinkedIn
service that finds people for
employers.”
Recommendations
We asked our coaches about
the number and kinds of recom-
mendations a person should
have. Here’s what they said:
• Have at least three or
four. Be careful not to
have too many “recipro-
cal” recommendations
(i.e., if you recommend
me, I’ll recommend you).
• People usually get a little
suspicious about too many
recommendations. (Even
Guy Kawasaki has only
six.) On this subject, when “My website earned $168 million last year. contacted all the smaller CPA
you ask people for a rec- But as you can tell, I personally haven’t firms on LinkedIn in his target
ommendation, it can be
very helpful if you tell
them quite specifically what you
are hoping they will be comfort-
able in saying — to the point of
writing a “draft” of a recommen-
dation that they might want to
use as a sample and change or
adjust in any way that suits them.
This takes the hassle out of the
process for the recommender and
helps you get the recommenda-
tion you really want.
• Recommendations should ideally
be from previous managers or
colleagues. As with references, if
there are key points you would
like them to include, let them
know.
• Many of my clients have been
contacted by both internal (com- their LinkedIn page so that a notice will
pany) recruiters, as well as exter- be sent to everyone in their network and
nal. Several were told they were
being contacted because of the
quality of their references. This is know what projects you are working on.
because I try (not always success-
fully!) to have my clients:
1. Create a script for what they
want said.
2. Make sure the content from the
reference is performance-based or
made one penny.”
behaviorally worded, NOT just a his skills, since many small businesses
rave about the person. For exam- contact the CPA firms to ask about rec-
ple: “When Mary led the XYZ
project team we met all of our
committed delivery dates and
came in under budget. I don’t
think we could have done this
without her leadership.”
3. Choose the same people who are
your job references; this makes
the process much more efficient.
Too many recommendations
make you look insecure.
Why Update Your LinkedIn Page?
Some people — especially consult-
ants — regularly update something on
keep them top-of-mind. Whether or not
you are a consultant, you can let people
What our coaches say:
• Check your profile regularly to
see if there’s anything you can
add that will keep your name and
expertise showing up via status
updates. Also, LinkedIn keeps
adding features. Make sure that
you take advantage of any that
will showcase your skills.
• Like all updates (e.g., on
Facebook), it can be overdone.
• People change their head-
line and summary as they
become clearer about what is
important to their target mar-
kets.
Using LinkedIn to Build a
Consulting Practice
You can use LinkedIn to
build a consulting practice by
contacting companies or key
people of interest to you.
Said one coach: “One
financial client who wanted to
work with small companies
market. He then met with
them to let them know about
ommendations for financial people.”
Excellent idea.
Another coach suggested using
LinkedIn regularly to record your
accomplishments and advertise your
events.
Your LinkedIn Photo
I’ve seen some photos that were not
professional looking. They were way too
sexy. This is not a dating service. Our
coaches say:
• Use a plain background, have a
warm smile, use solid colors for
background and clothing. Have
your hair under control. Preview
your photo and ask others for
their input. If you have your own
consulting business, it’s best to
have either a studio photo or one
at high resolution so it can be

6 THE FIVE O’CLOCK NEWS / NOVEMBER/DECEMBER 2010

SOCIAL MEDIA: USING LINKEDIN TO ADVANCE YOUR CAREER
reduced or enlarged for this and
other purposes.
• The photo needs to be profes-
sional — ideally, professionally
done. The photo is your business
picture and should be as profes-
sional as your image and presen-
tation would be at an interview.
Don’t use a sexy photo.
This is business,
not a dating service.
Should You Put Personal
Information on LinkedIn?
To repeat what we say at
the Club, if it helps your search,
put it in. If it doesn’t help, leave it
out. If you’re interested in skiing,
for example, a reader could have a
positive or negative reaction to
this information. Our coaches
say:
• Be strategic about personal
information.
• Don’t think of LinkedIn as
a place for any personal
information. It seems out
of place there — it’s more
faxes, snail mail, e-mail, messages, notes
appropriate on Facebook.
or appointments. Is there anything else
• The Club rule is right.
Joining Groups
Joining as many groups as possible
increases your network base. Groups
that can be most helpful are professional
(industry and function), alumni groups,
special interest groups and, of course,
The Five O’Clock Club group. What
else do our coaches have to say?
• Joining groups is a great idea,
especially when you can partici-
pate in their discussions. Not
only do they help you to show-
case your knowledge and skills to
a very targeted audience, but you
can keep up-to-date in your field
as you read others’ posts.
However, if you join too many
groups, you can waste time with
status updates; so prioritize the
ones you think will be best for
your purpose. Searching is all
about finding the right keywords.
I remember trying to help a
client find groups related to
accounting and the results were
not what he was looking for.
That might have been a keyword
issue or simply that typical
accountants don’t set up these
groups. (There were plenty of
groups for CPAs, for example.)
• A footnote to the advice about
“I’m sorry, but Mr. Roberts no longer
takes meetings, phone calls, cell calls,
we can do for you?”
not joining too many groups: If
you are going to join a group try
to be active in it and get to know
the people in it. That’s the point
— not just having a laundry list
of groups. As in all career devel- does not help me to figure out
opment activities, you should be
conscious of whether it is work-
ing for you. Are you seeing real
results? Building a network?
Study the metrics.
• Again, Club rules apply: if it
works, do it, if not, stop.
Use LinkedIn the same as you
would any other
medium. Use it in a
professional manner.
THE FIVE O’CLOCK NEWS / NOVEMBER/DECEMBER 2010
How to Contact People Through
LinkedIn
I get requests all the time. The stan-
dard request that LinkedIn provides
does not help me to figure out who this
person is. Here’s what our coaches have
to say:
• Always customize your invitation
to others you ask to join your
connections list. The standard-
ized invitation is very impersonal
and shows you don’t care enough
to reach out personally.
• I absolutely agree that if you are
building your network, you
should personalize all correspon-
dence — this is the chance to
reach out and touch, and make it
personal and leave an impression
in someone’s mind. Don’t blow
it to save two minutes.
• I am not offended if someone I
know sends a standard request.
Even so, I appreciate a custom
note. If the custom note is from
someone I don’t know well, I feel
it is a little pushy. In the end, I
will only connect with those I
know.
• Personalizing your LinkedIn
request helps to make your
request stand out from many
other requests that the person
may be receiving.
The standard request
that LinkedIn provides
who this person is.
How to Build Your Network on
LinkedIn
• Be sure you know the people you
LinkedIn with — whether you
are going to them or they are
coming to you. Make sure that
your network is full of people
who actually know you and you
know them.
• Check out the connections your
connections have. If you find
someone you’d like to reach out
7
SOCIAL MEDIA: USING LINKEDIN TO ADVANCE YOUR CAREER
to, first check with your con-
nection to find out how they
know the other person, just as
you would in a live networking
situation. Then customize
(always customize) your request
appropriately.
• I stick to my contacts’ contacts. I
tried to go further and it fizzled
out— no relationship, so no
result.
• It’s important to be selective in the
invitations to accept. On most
sites, as soon as you accept some-
one’s invitation you become part
of their network, and may get
invitations from people who may
really not fit within your net-
work. If they cannot really
help you, or you cannot be
of help to them, why do it?
How to Contact Someone in a
Targeted Organization
Should you simply contact
that person directly (direct contact)
or should you ask someone else for
an introduction (networking)? Is
contacting someone via LinkedIn
any different from our typical
advice?
• Most of our coaches agree:
This is just like the Club’s
advice with other mediums:
Contacting the person
directly will provide you
with the most control in
connecting with someone. If
you are trying to connect
with a very senior person, you
may want to contact a person
you know before contacting the
senior person. LinkedIn is the
same as with any other medium.
• At The Five O’Clock Club, we
advocate both ways to contact
others. I’d look at the person’s
level. Unless you’re a high-level
executive, don’t approach a CEO
of a medium to large company
directly. Remember our phrase,
“contact people one to two levels
higher than you are.”
8 THE FIVE O’CLOCK NEWS / NOVEMBER/DECEMBER 2010
• Most job hunters I have observed
are more successful when using
LinkedIn and other sites to devel-
op contacts and generate infor-
mational meetings. It’s really
about going after those Stage 2
contacts (people one or two levels
higher than you are who are in a
position to hire you or recom-
mend that you be hired), then
following up with a targeted
mailing, and good old-fashioned
phone calls.
• I have observed a trend among
some job hunters using LinkedIn
to identify the hiring manager, or
someone of influence within the
“To cut back on traveling expenses, have ever gotten a job interview
we’re going to start sending you out through LinkedIn ads. Here are
as an e-mail attachment.”
company for which they have
applied online for a position. It’s
what I call the “one-two punch”
— the same as if you were
answering an ad, but also get
your résumé bumped up because
of your effective use of direct
contact or networking.
Some General LinkedIn Suggestions
• I think it is important to regular- • One client today said a recruiter
ly spend some time on LinkedIn
and to be thoughtful about
extending your network before
you might really need to.
LinkedIn makes networking
quite easy and it lets you reach
out and touch lots of contacts
before you need the favor — and
when you might be able to put
some money in the favor bank.
• As for the time you might spend
on LinkedIn, review it as you
would ads, maybe look at it after
the workday, once a day or look
at it once a week.
• LinkedIn should be used as any
other resource on an as-needed
basis and with a purpose. It’s
important to build your
LinkedIn network by including
groups. With a rich LinkedIn
network, you can then use it to
source candidates and companies.
Like any of the social networking
tools, it should be used with a
purpose in mind.
• Check your privacy settings.
Look at your progress bar and try
to have it at least 75% complete.
Look for groups pertaining to
your industry/profession and join
them. Follow discussions and
contribute whenever possible.
Getting a Job Interview
Through LinkedIn
We asked our coaches
whether any of their job hunters
some of their answers:
• One group member did and was
surprised to be hired for a posi-
tion overseas.
• None of mine, but I have heard
of people getting interviews
through it.
• I have clients who have gotten
interviews through recruiters. As
many have noted, recruiters regu-
larly troll LinkedIn for candi-
dates.
called her about a position that
he had posted, since her skills fit
the profile. It appears that
SOCIAL MEDIA: USING LINKEDIN TO ADVANCE YOUR CAREER
recruiters — both independ-
ent and for companies — are
more aggressively using
LinkedIn to identify candi-
dates.
If you’re not using Google
Alerts, you’re not a player
in your organization,
industry or profession.
Some Cool Advice
One coach suggested this very
powerful LinkedIn technique:
“Use the counterintuitive
approach of typing in your target
company’s name in the People
box. If you type in Medco, as an
unhealthy obsession with upgrading your
example, the search engine brings
up the names of all the people 1,
computer. You’re to check into rehab on
2 and 3 degrees of separation from
you who work [or used to work]
at Medco. Very powerful.
“You can also do this on Twitter
and Facebook. For those who are social-
network challenged or cynical (believe it
or not many of my clients are...but not
for long!), this will quickly tell you if
some of your targets are social-network
savvy. For example, Medco and
WebMD (and hundreds of Fortune 500
companies) pay for Twitter ads.
Currently, many of the world’s largest
companies and consulting firms use
Twitter as part of their recruiting strategy.
If you do the above on Facebook
(e.g., type Medco in the people search
box), it will give you a list of people
who work or have worked at Medco
and are on Facebook. It also give a
hotlink so you can make Direct
Contact! How cool is that?
Keeping Plugged into Your Industry
and Profession
One problem is that we tend to
focus on the next hot thing, but spend-
ing your time wisely matters! Whether
you are employed or not, you need to
conduct research to stay up with what’s
happening in your industry or field.
Don’t forget the basics that we teach at
The Five O’Clock Club. If your only
“The boss seems to think you have an
Monday.”
source of research is LinkedIn, that’s
not good. Consider the following
basics for starters:
• Many members use Google for
industry, company or people
information, even if they’re going
after esoteric industries such as
social service agencies, ethics,
education policy, think tanks and
nanotechnology. Key any indus-
try name into Google and see
what comes up. You may have to
look through a few pages of
information, but there will prob-
ably be a site that is a key one for think the best ways to find a job are
your industry or field. Key in the
people you are trying to research.
Chances are, you’ll find them.
• Make sure you use Google alerts
for the organization you work for
and your main competitors. If
you’re not doing that, you’re not
a player. Just go to Google, key
in the word “alerts” and it will
take you to the Google alert
page. Key in the words you
would like an alert for, see a pre- N Other techniques to consider
view of the kind of results you
would get, modify the word if
you don’t like the results, and
note how often you would like to
get alerts on these keywords.
THE FIVE O’CLOCK NEWS / NOVEMBER/DECEMBER 2010
You’ve probably already Googled
yourself to see what the world
would see. If not, you really ought
to.
• Go to the Google Blog page
and see what comes up. You
might get some really good (but
not necessarily trustworthy)
information about a person or
organization.
• Take a look at our Research
Resources in the Members Only
section of our website:
www.fiveoclockclub.com.
• Subscribe to online journals
about your field or industry.
You’ll get their newsletters with
the hot topics of the day.
• And, one of our tried and true
favorites: Join professional or
trade associations. You really do
need to get out there and see real
people. 
How do people get jobs?
In surveys, The Five O’Clock
Club never uses the word “network-
ing” because people call it networking
when it is not.
“Networking” means getting in to
see someone by using someone else’s
name.
“Direct Contact” means contact-
ing the person directly. Many people
through networking, search firms and
ads. But Direct Contact is the most
efficient way to get meetings and jobs.
How People Get Jobs/Meetings
N 28% of those surveyed got meet-
ings/jobs through networking, but it
took 61% of their time.
N 36% got meetings/jobs through
Direct Contact — it took only 11%
of their time.
include online job boards, company
websites, ads and search firms.
N Adopt a research mentality. See
which techniques are resulting in
meetings for you.
9
 Managing Your Career by Analyzing Your Circles of Influence
Conducting Your Quarterly Review
of those who influence your career
W
hen you are brand new in
your job, this is the time to
get to know the players —
the real players who influence your
career. They may or may not be on the
formal organization chart. Some may
even be clients. Give a copy of this chart
to your career coach, so you two can
save time when you bring up a problem
and so your coach can ask you how it’s
going with certain people.
Every three months, review this list
of your bosses, peers, subordinates (and
clients). “Bosses” are people at a higher
level who can influence your career.
Don’t go strictly by the organizational
chart. “Bosses” would include your boss
and your boss’s boss, perhaps some of
your boss’s peers, and maybe even one
or two people outside of your organiza-
tion who are in the position of influenc-
ing your career. Remember that “influ-
encers” may even be in other geographic
areas.
Most people have six to eight
“bosses.” Make a list of yours. Each
quarter, go through your list and ask
yourself: “What does this person think
of me and what should they think of
me?” If your bosses forget that you had
extensive marketing experience before
you took this job, you can easily
remind them of this. If they have not
noticed that you have been working
seventy hours a week on an important
project, make sure they know.
Always know your Eight-Word
Message so that if you run into a boss
in an elevator you can quickly slip it
into the conversation, however brief it
may be. You have many opportunities
to communicate with people who are
more senior than you, but you have to
10 THE FIVE O’CLOCK NEWS / NOVEMBER/DECEMBER 2010
by Kate Wendleton
plan your communication. This is a
way to manage informally the impres-
sion that senior bosses have about you.
Don’t let things build up until it’s a
major problem and you have to ask for
a formal meeting. Instead, manage your
internal PR as you go along:
• For bosses, ask yourself,
“What do these people
think of me and what
should they think of me?”
• For peers, ask yourself,
“What is my relationship
with each of these people
and what should it be?”
• Don’t forget those who
are lower down. Brenda,
an assistant in Detroit,
may try to do you in.
Now, make a list of your peers—
usually 12 to 14 people who are at
your level. Here again, you are not sim-
ply plucking the names from your divi-
sion’s organization chart. Certain peers
may work right up the hall; others may
be in other cities, or other departments
or divisions. Review the list every quar-
ter and ask yourself, “What is my rela-
tionship with each of them and what
should it be?”
You don’t have to take everyone to
lunch or go out for drinks! Often, sim-
ply saying “hello” is all it takes to have
a decent relationship. Or perhaps you
want to ask certain people how they
enjoyed the weekend, or the status of a
major project. With others, you may
want to exchange information about
the projects you are each working on.
If your peers are out of town, you
may have to pick up the phone for a
brief chat. The relationship you have
with your peers is critical to your suc-
cess. And having a good relationship
usually takes very little effort.
In addition to reviewing your rela-
tionships with your bosses and peers,
also make a list of your “subordinates”
(those at a lower level than you in the
organization). They may include your
assistant or your boss’s assistant, for
example. Do you treat your subordi-
nates well? Do they complain about you
to their bosses? Gee. Brenda, the boss’s
assistant in Detroit, may be the one
who decides to try to do you in.
Also make a list of your clients—
those that you service inside or outside
your organization. Most people are
conscious of focusing on their clients,
so this may not be an issue for you.
However, to be thorough, make a list
of these as well, and review your list at
least quarterly. In addition, when an
issue comes up, just give your coach a
call. 
CIRCLES OF INFLUENCE
Fill in the real organization you’re dealing with — not the one on the formal organization chart. These people
may be in your organization, outside of it, in a different location, or even a vendor. Write each person’s name
in the circle. Also include the person’s title, age and tenure.

Start with those above you who influence your job:

Joe Storm
VP, Oper
53
4 yrs
Detroit off.

Now, fill in peers: those who are at your level and influence your job:

Finally, fill in those who are lower-level than you (not necessarily your direct reports):

Brenda,
Joe’s asst.
46
20 yrs
Detroit off.

T H E F I V E O ’ C L O C K N E W S / N O V E M B E R / D E C E M B E R 2 0 1 0 11
 DOMESTIC VIOLENCE AND BULLYING IN THE WORKPLACE

Domestic Violence
and Bullying in the Workplace
by David Madison, Ph.D., Director,
The National Guild of Five O’Clock Club Career Coaches

The following article is based on a
panel presentation at the HR Network
Breakfast at the CUNY Graduate Center
in New York City on March 19, 2010.
The HR Network is sponsored by The
Five O’Clock Club and is a vendor-free
venue for HR professionals to meet infor-
mally, network with one another and
hear discussions of important issues of the
day. The panel that day consisted of:
Dr. Richard Gelles, Dean, University of
Pennsylvania School of Social Policy &
Practice, who is the Joanne T. and
Raymond H. Welsh Chair of Child
Welfare and Family Violence, and is
author of the highly influential book,
The Violent Home, which was the first
systematic investigation to provide empir-
ical data on domestic violence.
Jeffrey M. Landes of the law firm
EpsteinBeckerGreen, who is a specialist
on the legal implications of managing
employees who are victims of domestic
violence and bullying.
Dennis Butler, who specializes in domes-
tic violence in the workplace and is Chief
of HR and Compliance Officer, Human
Resources and Office of Youth Protection,
RC Diocese of
Paterson, NJ.
own time at home” may be a common
sentiment. “When you get to the
office, leave your personal problems
outside”—how many times has a boss
said that to an employee whose trou-
bles at home may be affecting their
work performance?
But, of course, this advice is unre-
alistic. Most of us spend much of our
waking hours in the workplace. We
don’t stop being parents, children,
brothers, sisters, aunts and uncles dur-
ing the hours that we are at work, and
we can’t turn off family emotions—or
press the pause button on family prob-
lems—when we arrive at work.
Furthermore, now more than ever,
thanks to email, cell phones and tex-
ting, we are able to stay in touch with
our family members—almost continu-
ously if we want—during work hours.
Of course, that advice about leav-
ing problems at home usually is truly
aimed at problems. We actually do
welcome knowing about the personal
lives of our co-workers: Where are you
going on vacation? When is the baby
due? Are you going to the ball game
this weekend? How was your son’s Bar
Mitzvah? And, in almost any office
you visit—whether it’s a privileged
corner office or the innermost cubi-
cle—there will be family photos and a
wide range of paraphernalia reflecting
each person’s hobbies and interests.
During the long hours at work we like
to be reminded of the things that
matter most to us as human beings—
and all of our co-workers can see
them. In fact, we take pride in being
multi-dimensional people, we like to
show and tell, and we’re all curious
about our colleagues.
We can’t press the pause button
on family problems when
we arrive at work.
Taking the Bad with the Good
But it is rarely possible to bring
only the positive things to work. Indeed,
most of the time we want to help co-
workers bear the burden of problems at
home: a spouse or child is critically ill,
an elderly parent has just moved in, a

We Arrive at
Work as Whole
Persons
We all know
the conventional
wisdom that it’s a
good idea to
maintain a wall
between our per-
sonal and work
lives: “It’s
nobody’s business
what I do on my
Another packed auditorium filled with HR professionals who want to be up-to-date in their field.
12 THE FIVE O’CLOCK NEWS / NOVEMBER/DECEMBER 2010
DOMESTIC VIOLENCE AND BULLYING IN THE WORKPLACE
A serious audience takes notes about a serious topic.
divorce is pending, a kid is flunking out
of school. Chances are, we’ve all been
there and we want to help.
One in 22 men and one in 22
women experience some form
of domestic violence in any
twelve-month period.
There is a category of personal
problem, however, that is commonly
shrouded in shame and secrecy. It’s okay
to talk about family illnesses, kids fail-
ing at school and even divorce, but
domestic violence falls into the
“unmentionable” category: getting
abused or beaten up by a spouse is not
readily confessed or acknowledged—in
fact, a lot of effort is usually put into
keeping it out of view. Both the offend-
ers and the victims, as one expert has
put it, “will insist that nothing is
wrong. They will say, ‘I don’t know why
you are talking to me.’ But those of us
who are familiar with domestic violence
know that, the better the story, the
more elaborate the excuse, the more
closely we need to pay attention.”
Before we consider the impact of
domestic violence on the workplace,
let’s look first at definitions and demo-
graphics.
While physical violence comes to
mind, emotional or verbal abuse is
commonly part of the picture, as well.
A victim of domestic violence can be
said to be on the receiving end of gen-
eral harassment, physical violence,
stalking, assault from a family member
or someone who lives in the household,
or from a boyfriend or girlfriend.
It is especially important to real-
ize—and this needs to be stressed—
that the victims are men, as well as
women. It is common to think that the
problem is battered women, but that is
a misconception. There are no gender
inequities here: men are battered as
well, in fact, just as many men are bat-
tered as women.
Says one expert: “Women are just
as likely to be offenders. But this side
of the problem is underreported,
because men are reluctant to admit that
they have been abused. There is anoth-
er significant difference: how easy is it
for a woman to flee from abuse? It is
much harder for a woman victim, par-
ticularly if she has children. And,
believe it or not, there is a cultural
bias—in the sense that people are actu-
ally inclined to believe that a woman
who gets hit must have done some-
thing to deserve it.
“The burden that the male victim
carries is that you are less of a man if
you tell anyone about it. Men don’t
want to tell anyone because they are
ashamed. Women are ashamed, too,
but the wounding of the male ego is at
stake for men. Women also are used to
T H E F I V E O ’ C L O C K N E W S / N O V E M B E R / D E C E M B E R 2 0 1 0 13
being told, ‘Well, the
solution is in your
hands—leave him’—
which is the wrong
answer.”
Looking at the
Numbers
If you are an HR
professional and have
not given much
thought about how to
deal with a domestic
violence situation in
your workplace, when
it happens you will be
ill prepared to deal
with it well—or at least as well as you
might have. You probably have missed
the warning signs that were on the hori-
zon. In the wake of an episode, you
might find yourself saying, “But we’re
such a small shop, and I know all these
people—this took us by surprise.” The
head-in-the-sand approach on this issue
is not all that uncommon, but the larger
the shop, obviously, the higher are the
odds that you will be impacted by
domestic violence.
There are no gender inequities
here: just as many men are
battered as women.
Here are some of the numbers
regarding percentages and ages:
N One in 22 men and one in 22
women experience some form of
potentially injurious domestic violence
in any twelve-month period, and on
average it happens to them three or
four times a year. Says one expert:
“This is not pushing or shoving or
slapping, it is injurious violence.”
N In fact, 3 in 1,000 employees are
married to severely violent, controlling,
stalking, disruptive, or potentially
homicidal offenders.
N The good news/bad news figures:
The predominant perpetrators, both
male and female, in both the 1 in 22,
and the 3 in 1,000, categories, are
DOMESTIC VIOLENCE AND BULLYING IN THE WORKPLACE
between the
ages of 18
and 30. “By
the time peo-
ple turn 30,”
this expert
points out,
“they have
aged out of
this behav-
Kate Wendleton, President,
ior.” When
hosted the event.
there are
offenders beyond this range, HR offi-
cers should be on especially high alert.
Following a domestic assault episode
that made the local newspapers—the
case of a 54-year old business executive
who had beaten up his wife—this
expert called the man’s boss: “What are
you going to do about him?” He said,
“Nothing.” I said, “Why?” “Because he
has not been convicted yet.” I replied,
“Let me give you an explanation of how
this problem works. When you are a
senior executive and you are 54 years
old and you are still hitting your wife,
you are dangerous to everybody.”
N In another survey, however, the
percentages were higher, namely one in
five working men and women answered
that they had been the victim of
domestic violence, and fully half of the
survey respondents said they knew
someone who had been affected by
domestic violence.
N To some degree it is possible to
profile workplaces that are more likely
to include abused employees. Says one
authority: “At places with an older
HR professionals show up early in the morning to network with other HR folks: No vendors are allowed!
14 THE FIVE O’CLOCK NEWS / NOVEMBER/DECEMBER 2010
population or a more white collar or
well-to-do population, the likelihood
falls. This is a problem driven by age
and social stress—and while it is not
driven by substance abuse, it is corre-
lated with it. It will also rise and fall
depending on the kind of workplace
you are in. For example, clearly the
military presents a unique environment
when we consider domestic violence.
How can there not be a negative
impact when soldiers have been trained
in how to kill people?”
In analyzing the patterns that
culminated in tragedy,
there had been dozens of missed intervention. And the impact on the
opportunities for intervention.
Why Is Domestic Violence a
Workplace Issue?
Employees who show up at work
and start shooting usually have griev-
ances against former bosses and col-
leagues. But there have been so many of at work, as well as to family, friends and
these episodes in recent years that we
should not be surprised to learn that
domestic disputes also spark such
behavior. Shooting, of course, repre-
sents the worst-case scenario. Domestic
violence on the much more routine
level should also have the attention of
management and HR. In fact, there are office in plunged into turmoil. Our
at least three reasons that prompt us to
categorize domestic violence as work-
place concern:
N Caring is Appropriate
As HR professionals, we should
have the health and welfare of our
employees in mind, and if an employee
is being abused at home, simple com-
passion dictates that we care. There are
really no firewalls between home and
work life when it comes to relating to
the whole person, and how the whole
person is coping with the world. One
tragic story in particular brings this
point home. Two hospital employees
who had been dating ended up in the
headlines as a murder-suicide—in the
parking lot of the hospital.
Investigators have found, in analyz-
ing the patterns of behavior that culmi-
nated in tragedy, that there had been
dozens of missed opportunities for
workplace was devastating, because col-
leagues, bosses and the HR officers
knew that intervention would have
been appropriate: “I should have done
something.” Caring is something we
normally tend to do as human beings,
and this naturally extends to colleagues
neighbors.
N It’s Now a Matter of Legal
Compliance
Consider this scenario: an employ-
ee is visited at the office by an abusive
girlfriend or boyfriend. There’s hitting
and yelling and screaming, and the
instinctive reaction, of course, is that,
“We can’t have this outrageous behavior
here.” In the not-too-distant past, the
boss could say to the victim of the
abuse: “Look, we’re sorry that you are
having this problem
with your [girlfriend /
boyfriend], but we
can’t put up with this
kind of thing, we’re
going to have to let
you go.”
But lawmak-
ers have recognized
that putting the bur-
den of unemploy-
ment onto the vic-
tims of domestic vio-
lence is, in fact, addi-
tional abuse. Hence,
DOMESTIC VIOLENCE AND BULLYING IN THE WORKPLACE
at both local and state levels legal pro-
tections have been enacted. Just as race,
gender and religion cannot be used as a
basis for firing—or declining to hire—
so, too, being a victim of domestic can-
not be grounds for firing or exclusion
from hiring. Furthermore, laws are
commonly written to help people deal
with their stressful home situations. It
is increasingly recognized that the small
numbers (e.g., 1 in 22, 3 in 1,000) can-
not be allowed to minimize or trivialize
the trauma that abused citizens face.
Hence, laws that recognize the need for
time off (without penalty) and flexible
hours are necessary security for employ-
ees in the workplace.
Caring naturally extends to
colleagues at work, as well as to
family, friends and neighbors.
Compensation is protected, as well.
One expert points out, “You cannot
adjust wages because someone has
missed a lot of time because he or she is
a victim of domestic violence—just as
you cannot deny the person’s request
for a leave of absence, which is consid-
ered a reasonable accommodation to
someone who has experienced domestic
violence.”
It is also worth noting that, in New
York, for example, the New York State
Division of Human Rights can issue
civil penalties (up to $100,000) against
employers who discriminate against
domestic violence victims. People can
file complaints with the Division of
Human Rights if they feel that they are
being treated differently by their bosses
because of their home problems, or that
they have been retaliated against for
evoking their protected status under
new legislation.
Of course, HR officers need to
check their local state regulations.
Some states provide protection to
employees only if they have requested
leaves of absence; that cannot be used
as a basis for discrimination. In other
states, protection for domestic vio-
lence victims applies only to those
who have obtained orders of protec-
tion from the courts.
Employers may also face liability
for abuse or violence that is carried into
the workplace itself—or even for know-
ing about violence against an employee
that is happening elsewhere.
Is an employer monitoring the
emails that employees send and receive?
You may be faced with the question
that has become quite common in
scandal-ridden America: “What did you
know and when did you know it?”
“If we have knowledge about an
abusive situation,” points out one
authority, “and then we allow an
employee’s boyfriend or girlfriend on
the premises, and the employee is
attacked, we can have liability from that
standpoint. It is very important for
employers to address security issues to
provide security in the workplace.
Obviously you don’t want your people
to be harmed, but you also want to
avoid the legal headaches.”
N Avoiding Impairment of the
Workplace
As was noted above in the example
of the murder-suicide of the hospital
workers, the impact on the workplace
was devastating. Obviously, in most
cases, that is not how domestic violence
presents itself in the workplace. It is
overwhelmingly likely that victims of
domestic violence will not do their jobs
very well. One expert comments:
“Basically, the most likely impact you
will see is diminished performance.
Workers with this kind of home situa-
tion come in late and leave early. They
are usually depressed and distracted and
may have substance abuse problems. It
may not be anything as obvious as
Our formidable panelists came with enough information to fill a room.
T H E F I V E O ’ C L O C K N E W S / N O V E M B E R / D E C E M B E R 2 0 1 0 15
black eyes and bruises, but they just
don’t work as well. Indeed, understand-
ably, work slips as a priority.”
The following dramatic testimony
is from a person who saw moving out
of state as a solution, and tried to
accomplish this by applying for a pro-
motion that would have required relo-
cating: “I applied for the promotion
and put my life and soul into that
interview. I knew that was the only way
I could move to another part of the
country and escape. Of course the
physical violence is bad, and the cuts
and bruises go away with time, but it
was the psychological abuse that stayed
with me and affected my whole life.”
Investigators may ask HR:
“What did you know and
when did you know it?”
Bullying: Another
Contributor to Impairment
“Sticks and stones can break by
bones, but words will never harm me.”
So we often said as kids to deflect teas-
ing and taunting. But, in truth, we did-
n’t believe it then and we don’t believe
it now. Words can hurt, whether they’re
spoken by family members, perfect
strangers or colleagues at work. In the
context of the workplace, however,
hurtful words might very well fall into
the actionable category; at the very
least, verbal abuse damages morale and
effectiveness.
When the bullying comes from big
bosses and top producers, the problem
may be especially difficult to address.
There may even be willingness to look
 DOMESTIC VIOLENCE AND BULLYING IN THE WORKPLACE
Dr. Richard Gelles, Dean,
University of Pennsylvania School of
Social Policy & Practice
Dennis Butler, SPHR, Chief HR &
Compliance Officer, RC Diocese of Paterson
the other way and just put up with it.
One HR officer observed: “If you don’t
get a buy-in from those at the very top
of the organization, bullying will be
accepted. I have heard the management
at a major investment bank say, ‘We
look at this as the cost of doing busi-
ness, because the bully’s numbers are so
good.’”
But the law may be about to over-
take such laissez-faire attitudes. After
all, the U.S. is the only major industri-
alized nation that doesn’t have laws
against bullying: this kind of legisla-
tion is common from England to
Japan; but about a quarter of U.S.
states are now in the process of consid-
ering anti-bullying legislation.
Thus, HR is well-advised to be
out in front as this movement gathers
steam. After all, eliminating bullying
behavior makes sense on all levels—
even before laws are passed. As one
expert has put it: “When you have a
bully in the office you will have more
employee attrition and employee
16 THE FIVE O’CLOCK NEWS / NOVEMBER/DECEMBER 2010
morale issues. You’ll see higher absen-
teeism. When someone gets yelled at
by the boss, it causes mental and phys-
ical stress, sickness and depression.”
The bully is an insensitive person,
and, thus is unlikely to recognize other
boundaries—beyond those of civility
that he or she is accustomed to violat-
ing. That is, the bully may also indulge
in behavior that fully qualifies as
harassment, and an employer may soon
be facing charges that the bully has
Jeffrey M. Landes, Member,
been abusive toward colleagues based
EpsteinBeckerGreen
on gender, race, ethnicity and religion.
During a rant, words that betray preju-
dices are more likely to be spoken.
Of course, a major concern for HR
has to be protecting the organization
from the legal standpoint, and racially
charged language can lead to trouble
even before anti-bullying legislation is
on the books. But after all, who doesn’t
want to just have a nice place to work?
And an office bully can mean that most
folks won’t consider it a nice place.
Moderator: Win Sheffield,
Five O’Clock Club Master Coach
Firing victims of domestic vio-
lence because of the disturbance tivity was slipping. When it was 90o
is, in fact, additional abuse. out she was wearing long sleeves and
turtlenecks. We could see that she was
wearing heavy makeup and had lost
Domestic Violence in the weight.” In this case, when questioned
Workplace: What Can HR Do? by HR, she admitted that her husband
In grade school we learned about had been beating her.
the three Rs—and there are three Rs The key is for HR to be paying
here as well: Recognize, Respond and attention—and the signs of this kind
Refer. of trouble in the workplace might be
more indirect. One new HR officer
Recognize noticed that little signs had been put
We’ve already noted some of the up in the restrooms: the phone num-
telltale signs, the patterns of behavior ber of a national domestic violence
that could be clues: coming in late, hotline. “It made me wonder,” he says,
leaving early, absenteeism, being “what’s going on here?”
depressed or distracted at work. And
sometimes the evidence can be more Respond
obvious—if you’re paying attention. Response is required at more a for-
One HR officer reports: “In one of mal level than just astute HR officers
our departments there is a woman making inquires when this appears appro-
who is highly talented, a rising star, priate. A first formal step would be to
whose work we really value. Recently, establish a multidisciplinary response
she was calling in sick a lot, she was team, consisting of people from HR,
short with her co-workers, her produc- legal, building security, and EAP experts.
DOMESTIC VIOLENCE AND BULLYING IN THE WORKPLACE

to start is the National

Domestic Violence THE PANELISTS
Hotline, which
receives 500 to 700 Dr. Richard J. Gelles
calls per day. Dean, School of Social Policy & Practice
Brooke McMurry, University of Pennsylvania
who is the chairperson 3701 Locust Walk
of the Safe Horizons Philadelphia, PA 19104-6214
Board of Directors, Phone: 215-898-5541
demonstrates that the Fax: 215. 573-2099
people you would least gelles@sp2.upenn.edu
suspect can be victims
of domestic violence. Jeffrey Landes, Esq.
She has written: “My Member
life seemed a quintes- EpsteinBeckerGreen
sential New York suc- New York Office
Phone: 212-351-4601
cess story. I graduated
Fax: 212-661-0989
Phi Beta Kappa and 250 Park Avenue
Magna Cum Laude New York, NY 10177-1211
“I’ll be honest with you. I’m only hiring from Smith College jlandes@ebglaw.com
you because I need someone new and married an Ivy
to abuse.” League graduate. Dennis Butler, SPHR
Everyone thought I Chief HR and Compliance Officer
Also, develop corporate policies on had married the perfect man. We lived Human Resources and Office of Youth
domestic violence. There may, indeed, in a brownstone just off Fifth Avenue Protection
already be policies in place concerning and belonged to a country club. I was RC Diocese of Paterson
violence in the workplace, but the domes- on the management track at Time, 777 Valley Road
tic violence component commonly needs Inc., and my husband worked across Clifton, NJ 07013-1064
to be added. It is important to train HR the street at one of the city’s leading Phone: 973-777-8818, Ext. 241
personnel, managers and employees. investment banks. My life was a perfect Cell: 201-874-6574
“They all have to understand what this dbutler@patersondiocese.org
hell. My office was the one place my
looks like, how domestic violence victims husband could not hurt me. Work was
behave in the workplace and may even be where I came to rest and to feel pro-
reaching out for help,” says one expert, ductive and, well, normal. To avoid THE MODERATOR
“Make sure everyone is tuned in. Create him, for years I used the freight eleva-
an environment in which people are com- tor to come and go from the office. Win Sheffield
fortable in reporting what may be hap- But outside of the man who ran that senior Five O’Clock Club Career Coach
pening to particular employees.” elevator, I told no one at work about 212-286-4500
what was happening to me. I figured I
Refer In addition to his Five O’Clock Club cer-
would lose my job.”
tification, Win holds an M.B.A. from
As much as HR professionals and Perhaps this is an irrational fear,
Boston University, an undergraduate
employees may be trained to recognize but one expert acknowledges that,
degree from Kenyon College, and has
the symptoms of domestic violence, “HR professionals have been reluctant studied Myers-Briggs and counseling.
very few are equipped to confront and to face up to this significant public Prior to becoming a certified career
solve the problems. Part of prepared- health problem. Reality strikes when coach, Win’s career was in strategy devel-
ness is being aware of the resources something bad happens and they ask. opment and implementation at Citibank,
available for referring people to the ‘What do we do now?’” The law seems J.P. Morgan and PricewaterhouseCoopers.
sources of help. When you put togeth- to be forcing HR to play catch-up, but He is active in professional organi-
er a multidisciplinary response team, our sense of human decency should be zations and serves on a number of foun-
referral sources—the names of people pulling us in the direction of aware- dation boards.
trained in intervention and treat- ness and compassion. 
ment—should be included. One place

T H E F I V E O ’ C L O C K N E W S / N O V E M B E R / D E C E M B E R 2 0 1 0 17

I
n that new position. January is a high hir- turn those interviews into offers—The
the old
days, when
I had a day job and ran the Club on
the side, I sometimes had to job search
just like the other Club members. But I
knew the Club’s statistics, so I only
searched between Thanksgiving and
New Year’s, and during the summer.
That’s when the competition lays back,
thinking that nothing is going on. The
number of job seekers drops precipitously,
but companies are still hiring. So I
pushed harder.
Our members have gotten offers
on Christmas Eve and even on New
Year’s Eve. The Five O’Clock Club
tells our members to keep up the holi-
day job hunt—while everyone else is
out shopping!
Looking for a job between
Thanksgiving and Christmas actually
increases your chances of getting hired.
First, managers are more relaxed during
this time of year because of the prevailing
good cheer. Managers who usually travel
are often in their offices now. Once you
get in they will spend more time with
you—and there will be fewer other job
hunters asking for meetings.
Second, hiring managers know that
you are serious about finding a job if
you are searching during the holidays.
They will take you more seriously and
respect you for your perseverance.
Third, budgeting and hiring deci-
sions are being finalized for the new
18 THE FIVE O’CLOCK NEWS / NOVEMBER/DECEMBER 2010
Holidays Are the
Best Time to Job
Search
OUR ANNUAL REMINDER
year. If you are available to be And they assess their searches so they
hired during this time they won’t can tell what is working and what is
have to worry about who to put in not. They think hard about how to
ing month for our members, and those Five O’Clock Club way.
who get hired in January are those who So keep on going—while making
have been searching in November and sure you are doing the right things. The
December. holiday season is more than just a time
Remember also that this is a party to be thankful and of good cheer. How
time of year. Get out there and meet about adding this to your holiday shop-
people. Let everyone you meet hear ping list: a new job—in just your size. 
your 30-second pitch and what you are Kate Wendleton,
looking for. If appropriate, ask for more President and Editor-in-Chief
formal meetings later so you can learn
more about the companies and tell your See the cartoon below.
story in greater detail.
Remember that your goal is to get
Prospective employers
in to see the manager and others when would be glad to see
there is no job opening. The Five your smiling face!
O’Clock Club’s measure of a
good search is meeting with six
to ten people on an ongoing
basis, that is, the right people at
the right level in the right
organizations—and have them
say to you, “Gee, I wish we had
an opening right now. I’d like
to have someone like you on
board.” If your target market is
giving you that kind of positive
feedback, you have a good
search. Now you simply need
to get in to see more people
who say the same thing to you.
Then it’s only a matter of time.
Five O’Clock Clubbers are
like the Energizer Bunny: they
keep going and going when
everyone else is slowing down. “Merry
“Merryfreakin’
freakin’ Christmas!
Christmas!
Now
Now getget back to to work!
work!”
A SUCCESSFUL JOB HUNTER REPORTS
Job Hunter Reports at an HR Network Breakfast:
“Like Countless Other Projects"
as told to David Madison, Ph.D., Director,
The National Guild of Five O’Clock Club Career Coaches
I
worked for Reuters for 15 years in
various global roles. During that
time, I had never looked for a new
job, so this was going to be a new expe-
rience for me. Getting started was the
hardest part. I went from having my
days and evenings completely booked to
having all of the free time in the world.
That empty calendar was exhilarating,
but also very unsettling because reality
started to set in.
The Five O’Clock Club helped me
to get over that hurdle by offering me a
strong methodology for organizing
myself and developing a plan to
approach my job search, just as I had
approached countless other projects in
the past. The Seven Stories Exercise and
the Fifteen-Year Vision gave me a good
sense of who I was, what I wanted to do
and where I wanted to be in the long
term. This was tremendous.
I had two great coaches, Bill
Belknap and Roy Cohen. We developed
a résumé and a Two-Minute Pitch that
were focused and concise, and a market-
ing plan and that I could now start
working toward.
Bill and Roy pushed me to set the
right targets. When I started searching,
my targets were very narrow, and they
helped me to broaden my thinking.
When you’re going through this process,
the first thing that comes along is a natu- have spoken to two hundred people,
Roy Cohen, Bill Belknap,
Five O’Clock Club Coach Five O’Clock Club Coach
ral one to grab. They pushed me to look
beyond the first opportunity. While
searching, I started freelancing, but also
going on interviews. What started out as
an empty calendar went to being a full
day and a full schedule. It turned out to
be one of the busiest times in my career.
The Five O’Clock Club
offered a strong
methodology to follow.
You learn that the search process is
very much a roller coaster ride. You go
from very high highs to very low lows in
a short period. The Club and the coach-
es helped me to set up a very strong sup-
port network. Bill introduced me to a
Job-Search Buddy in California whose
background was similar to mine, and
was going through the same thing. We
were on different sides of the country,
but we spoke two or three times a week
and emailed each other three or four
times a day. We threw around ideas and
brainstormed what we could do.
In addition to this fellow, we set up
a small working sub-group within Roy’s
group. We met weekly to challenge each
other on what we were doing and how
we were doing on all of our targets. In
the three months I was searching, I must
either through email, phone conver-
sations or face-to-face meetings.
Through this process, I con-
nected with someone who passed
my résumé on to one of the large
search firms which sent it to Lloyds
— my new employer. A person at
Lloyds had also worked at Reuters,
so he knew what had happened
there. He called me in for a meet-
ing, we got along and over the next
T H E F I V E O ’ C L O C K N E W S / N O V E M B E R / D E C E M B E R 2 0 1 0 19
two months we
just kept in
touch. In the
end, he saw a
position to talk
to me about.
My background
was in technolo-
gy and this role
was broader
than technolo- Peter Seremitis
gy, but we felt
that, although it was a stretch, it was a
worth giving it a shot. The Five O’Clock
Club really helped me to figure out the
answers to the questions that would
inevitably come up.
I have been with Lloyds since 2008.
It has been a great experience. I have
had an opportunity to work with great
people and The Five O’Clock Club
helped me with my confidence and
focus to land the job.
Bill Belknap: Peter made my job very
easy. He is a very quick study. He did
the assessment exercises, the Seven
Stories and the Fifteen-Year Vision in
record time. He was truly a delight to
work with. Most of my coaching time
with Peter was strategic. It was getting
ready for and following up on all of the
critical interviews. I want to thank Peter
for being a great client.
Roy Cohen: What uniquely distin-
guishes The Five O’Clock Club is not
only the individual coaching but the
group. Peter was an extraordinary group
member. He understood that the experi-
ence is about sharing and giving, and
asking folks for information and
resources. He was very generous. He was
a terrific member of the group and it
was an honor to have him with us. 
 Five O’Clock Club
Outplacement
The Thought Leader
Often imitated; Never successfully
Our Mantra
“We always do what is in the best
interests of the job hunter”
– while saving money for HR.
The Five O’Clock Club
Advantage
– FOR HUMAN RESOURCES
Shows fairness and concern
for those being let go.
Gives employees the support they need.
 Immediate engagement
• Employee contacted within ½ hour of
our receiving the assignment.
• Employee focuses on the future.
Better job search.
• Private coach makes courtesy
phone call before sundown that day!
• We FEDEX books, CDs and
other materials that day.
 Low overhead
Lowest prices for you.
 Monthly reporting with a human touch.
No computer-generated reports.
 Materials for managers
To help with the exit process.
 HR Network breakfasts
To help you with your career.
20 THE FIVE O’CLOCK NEWS / NOVEMBER/DECEMBER 2010
The Five O’Clock Club Advantage
– FOR EMPLOYEES
 A research-based, high-impact methodology:
• Average professional, manager or executive has a new job
or is in the negotiating stage in just 10 to 12 weeks!
• Yet all programs are for one year or more (costing less
than a 3-month program at other firms).
 Provides downside protection to employees:
• Can work at a consulting assignment for months and still
use our services.
• Get help with challenges in a new job—for months.
• If they lose their new job, they can come back to us.
• Time can be put on hold to return to school, do consult-
ing work or handle personal issues. Up to two years.
No one else offers this!
 The only research-based program:
• 25 years of research: Who gets the best jobs and how.
• Powerful assessment process with private coach:
• 58% decide to change careers
(industries / fields).
• Try new field while still working with us.
• The best materials (books, CDs, etc.) on the market.
• The best coaches are attracted to us:
• Work intensively with clients over long period.
• Paid handsomely – but only for time spent with
your employees.
• A customer service department:
• To keep you informed.
• To keep your employees engaged in the process.
We don’t declare “success”
– or push job hunters out the door –
when a person simply decides to try a new field,
lands a consulting assignment,
or returns to school!
The emphasis is on career development,
not just job search.
 Weekly small-group strategy sessions:
• Individual strategic analysis in a group of their peers with
a senior coach.
• Healthy environment:
Half of the attendees are employed!
• Meet with the same small group every week.
• They get jobs faster and at higher rates of pay.
• Provides accountability, innovation and camaraderie.

E
mployee performance and
retention are the name of
the game. Will your
employees stay when the market
improves? Will they follow the
new direction the organization is
taking? Consider some of the fol-
lowing programs, custom-tailored
to your needs.
For Executives:
N Employee Engagement Programs
Using the Club's methodology, we help
organizations to identify gaps and opportu-
nities, and then facilitate solutions that will
help to increase employee motivation,
retain top talent, and ensure alignment of
employee efforts with Management's
vision. Our approach is founded on our
experience that employees are an organiza-
tion's most valuable asset.
N Leadership Development Our offer-
ings include both one-on-one and group
training in Situational Leadership, train-
ing/assessment in Leadership
Competencies, and showing managers how
to coach their staff to better performance.
The result is better managers and leaders,
and more effective organizations. In addi-
tion, Five O’Clock Club Executive
Coaches, following our methodology, are
expert at “difficult” employee relations
issues, such as managing non-performers,
in giving candid but supportive feedback.
N Executive and High-Potential
Onboarding How well an executive transi-
tions into a new company will impact your
success. Close to 50% - nearly half of new
executives hired quit or are fired within the
first 18 months at a new employer (Source:
Corporate Leadership Council). The
5OCC Onboarding process enables the
new executive to assimilate into the culture
and perform quickly.
N Executive Coaching and Executive
Development A highly structured approach
Think of us for Leadership
Development, Team Building,
Cross-Cultural Training,
Onboarding, and a host of other services
used by all of our
Executive Coaches.
Includes coach peer
review. Used in conjunc-
tion with our book,
“Navigating Your
Career.” Ask for a
detailed description of
these programs.
N Speech and Presentation Coaching
For the Organization:
N Career Development Programs –
for all employees, from the most sen-
ior, on down Help employees to see
that they have a future with your organ-
ization and help them to be more in
control of their careers. We have deliv-
ered these seminars to thousands of
employees, from 2-hour seminars for
every employee from the top, down, to
4 half-day seminars for selected groups.
The basic program always involves
assessment, which results in a career
plan for each person and a sense of con-
trol over their future.
N Highly experienced Motivational
Speakers get employees moving again!
N Virtual Team Building Training and
Coaching To stay competitive as well as to
reduce costs, organizations are embracing
virtual collaboration. If managed properly,
virtual teams can be smarter than tradition-
al teams and ultimately more effective. And
the complexities of communication over
time, distance, cultures and space can be
managed for increased results. This training
with a coaching component will focus on
learning how to be an effective leader of
virtual teams.
N Retirement Planning Usually individ-
ual coaching, but also delivered in work-
shops. For those who have a few years to go
until retirement, those who have the option
to retire, or those of a certain age who are
losing their jobs and want
to consider their options.
This is a not a financial
planning seminar. Instead,
we help individuals to deter-
mine their retirement activi-
ties, and what they have to
do to make them happen. Used in con-
junction with our book, “Achieving the
Good Life After 50.”
N Team Development Consultation &
Facilitation customized to suit your needs
N Myers Briggs – MBTI for Teams How
an individual prefers to work influences how
they work individually and in teams. The
MBTI team assessment helps team members
to understand their own working prefer-
ences, those of the other team members and
how the team is working together. With this
information, teams can assess and increase
their communication, problem solving and
decision making processes.
For International Employees
and Businesses:
N Cross-cultural Training and Coach-
ing for International Employees According
to studies, expatriates (natives of one coun-
try in professional positions in another
country) are most in need of coaching (14-
40% of assignments end early) and, in fact,
they get the least coaching of all groups
studied. (Judge Business School, U. of
Cambridge, 2008)
N Accent Reduction and Language
Skills Enhancement for International
Clients (non-native speakers). Presentations
such as “Sounding Good in English —
Speech Tips for Non-Native Speakers.” As
well as one-on-one coaching.
P
lease do call us to discuss your orga-
nization’s needs. We have over 200
coaches to serve you. Contact:
David Madison, SVP: 212-286-4500.
Email: David@fiveoclockclub.com
 Choose the Five O’Clock Club
for your employees.
We’re not just about jobs.
We’re about career development.
The Five O’Clock Club: Developing Great Careers!

“The Five O’Clock Club program is far more effective than conventional outplacement.
Selecting The Five O’Clock Club was one of my best decisions this year.”
SVP, HR, consumer products company

Old-Fashioned Outplacement: Five O’Clock Club Outplacement:

• Saddled with real estate costs.
• Very limited one-on-one career coaching.
• Overburdened coaches.
• Vanilla career coaching methods developed
in the 1970s.
• One year of outplacement — even if employee loses next job, decides to do con-
sulting work for a while, or needs help handling the political situation in a new job!
• Guaranteed number of hours of private coaching coupled with weekly small-
group strategy sessions headed by a senior coach.
• Method based on over 25 years of research. Not vanilla job-search coaching.

Five O’Clock Club Outplacement Prices

Private
Price Hours
Senior Executives earning over $200,000 / yr
Tailored Program (2-year coaching program & $25,000 40+
---
office space, administrative services, etc.) $20,000
Platinum (2-year program) $15,000 40
Premium (15-month program) $10,000 28
Standard $7,500 18
Executives earning $100,000 to $200,000 / yr
Premium $5,000 14
Standard $4,000 9
Bare-bones $3,000 5
Professionals / managers: under $100,000 / yr
Long-Term Care (for long-service employees) $4,000 12
Premium $3,000 8
Bare-bones $2,000 3

The Best Job-Search Materials Anywhere

Each job hunter gets:
• The set of 4 books.
• Boxed set of sixteen 38-minute lectures on audio CDs.
• 2-year subscription to our monthly magazine,
The Five O’Clock News.

22 THE FIVE O’CLOCK NEWS / NOVEMBER/DECEMBER 2010

SCHEDULE OF EVENTS FOR THE FIVE O’CLOCK CLUB

Professional, Managerial, Week of Topic The Five O’Clock Club ®

Nov1-5 Beat the Odds with Search Firms & Ads Over 40 groups meet nationwide. Below is a sampling.
Executive and CareerStarter Nov 8-12 Shortcut Your Search: Internet & Other
or visit us at www.FiveOClockClub.com

Job-Hunt Groups Research

Meetings are held weekly Nov 15-19 Developing New Momentum in Your A Sample of Our Branches
via teleconference or at Campaign
various physical Nov 22-26 HOLIDAY WEEK -No Sessions Scheduled
locations. Nov 29-Dec 3 Getting the Most Out of Your Contacts THE POPULAR  Central
Dec 6-10 Getting Interviews: Direct & Targeted Mail INSIDER PROGRAM Mon., 7:30 p.m. Central
 Hear one lecture per week at a physical branch or Dec 13-17 The 5OCC Approach to Interviewing
You are near a meeting of
Renée Lee Rosenberg
via one of 16 lectures on CDs by Kate Dec 20-31 HOLIDAY WEEKS -No Sessions Scheduled
The Five O’Clock Club — Wednesdays, 8:30 p.m. Pacific
Wendleton. (The boxed lecture set: $150 or 2011 with over 40 groups meet- Linda Warren
FREE with the purchase of 10 “Insider” sessions.) Jan 3-7 Handling Difficult Interview Questions ing weekly. To join the
Jan 10-14 The Five O'Clock Club Approach to
℡ Join the weekly small group discussion with Job Search
“Insider,” a weekly small-
group teleconference,
 East
Tuesdays, 7:00 p.m. EST
a senior Five O’Clock Club career consultant (for Jan 17-21 HOLIDAY WEEK -No Sessions Scheduled call 212-286-4500. Below
Anita Attridge
the “Insider” program: via teleconference from the Jan 24-28 How to Turn Job Interviews into Offers are a sample of the groups.
convenience of your home, or anywhere else). Jan 31-Feb 4 Developing New Targets for Your Search Tuesdays, 8:00 p.m. EST
 Enjoy The Five O’Clock Club website. Download Feb 7-11 Four-Step Salary Negotiation Method
Feb 14-18 Advanced Interviewing Techniques
Sr. Executive
($200,000 plus)
Damona Sain

worksheets from the Members Only section. Wednesdays, 7:00 p.m. EST
Feb 21-25 HOLIDAY WEEK -No Sessions Scheduled Harriet Katz
Mondays 7:30 p.m. EST
Feb28-Mar4 Keys to Effective Networking
Thursdays 7:00 and 8:30 p.m. Wednesdays, 7:00 p.m. EST
Prices: Insider Program Mar 7-11 Your Résumé and the Two-Minute Pitch
EST; Bill Belknap Joan Harris
Mar 14-18 Beat the Odds with Search Firms & Ads
Because of the popularity of “Insider,” our costs have Mar 21-25 Shortcut Your Search: Internet & Other Executive Wednesdays, 8:30 p.m. EST
decreased over time. The savings are passed on to you. Research ($100,000 plus) Rob Hellmann
Physical branches are more expensive. Prices are for indi- Mar 28-Apr1 Developing New Momentum in Your
Campaign  West Students / Recent Grads
viduals. If your employer is paying for you, please see our
Apr 4-8 Getting the Most Out of Your Contacts Wednesdays, 5:30 p.m. Pacific (less than $40,000)
[outplacement” price schedule on the next page.
Apr11-15 Getting Interviews: Direct & Targeted Mail Stacey Jerrold Ask for Richard Bayer -
This is a members-only organization. Apr 18-22 HOLIDAY WEEK -No Sessions Scheduled 212-286-4500
FEES: $49 annual membership plus session fees,  Central
which are based on member’s income. Please see our website (www.FiveOClockClub.com) Tuesdays, 7:00 p.m. Central
THE PHYSICAL
for the coaching staff and full offerings. Bert Marro
Income BRANCHES
< $100,000 $100,000 + $200,000 +  East
Attendance  NEW YORK, NY
Price Per Price Per Price Per Wednesdays, 7:00 and 8:30
Mondays near
sess. sess. sess. • Reservations required. p.m. EST; Stacey Jerrold Grand Central;
20 sessions $540 $27 $810 $40.50 $1215 $60.70 • Unused sessions are transferable to anyone you choose or Tuesdays, 8:00 p.m. EST Chip Conlin
10 sessions $360 $36 $540 $54 $810 $81 will be given to those in financial difficulty attending Bert Marro 914-788-5482
more than 16 sessions.
Single session (one time only) for $50 or $70. • Most branches are geared to professionals, managers, Wednesdays across from
Fee for books: $40 executives, and recent grads from a wide variety of industries Professional / Madison Square Garden
and professions. Most earn from $30,000 to $500,000. Half Managerial Anita Attridge
Career Starters: Students; recent grads or are employed, half are unemployed. ($30,000 to $100,000) 908-696-9469
less than 10 yrs. out < $40,000; others • Attend at least 10 meetings in a row to develop
momentum and perhaps land an appropriate position.  West Thursdays at 34th & 5th
$490 package includes 1.5 hrs. Our research proves that those who attend on a regular Wednesdays, 5:30 p.m. Pacific Mitchell York
of private coaching, basis get jobs faster and at higher rates of pay than those Rob Hellmann 631-403-0343
10 group sessions, book, who attend sporadically, search on their own, or even
16 lectures on CDs, 2 years’ membership. only see a coach privately. Wednesdays, 7:30 p.m. Pacific Do your friends a favor . . .
• After ten sessions, still try to attend regularly. Linda Warren Tell them about us.

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THE FIVE O’CLOCK NEWS
The Five O’Clock Club
300 East 40th Street
New York, NY 10016
Email: Info@FiveOClockClub.com
Circles of Influence in Your Career • Domestic Violence in the Workplace
YOUR SUBSCRIPTION ENCLOSED
QUOTES TO INSPIRE YOU
The most powerful arguments in favor of ‘a tragic
optimism’ are those which in Latin are called
D
argumenta ad hominem. Jerry Long, to cite an
example, is a living testimony to ‘the defiant
power of the Spirit’ . . . To quote the Texarkana
Gazette, ‘Jerry Long has been paralyzed from his
neck down since a diving accident which rendered
him a quadriplegic three years ago. He was 17
when the accident occurred. Today Long can use
his mouth stick to type. He “attends” two courses
at Community College via a special telephone.
The intercom allows Long to both hear and par-
ticipate in class discussions. He also occupies his
time by reading, watching television and writing.’
And in a letter I received from him, he writes:
‘I view my life as being abundant with meaning
and purpose. The attitude that I adopted on that
fateful day has become my personal credo for life:
I broke my neck, it didn’t break me. I am current-
ly enrolled in my first psychology course in college.
I believe that my handicap will only enhance my
ability to help others. I know that without the
suffering, the growth that I have achieved would
have been impossible.’
— Viktor Frankl, Man’s Search for Meaning
If your actions inspire others to dream more, learn
more, do more and become more, you are a leader.
John Quincy Adams
“We greatly appreciate the always high
quality work that The Five O’Clock Club
does for our former employees.”
Head of HR, major not-for-profit
The Job-Search Buddy System
o you wish you had some-
one to talk to—fairly often
and informally—about the
little things? “Here’s what I’m planning
to do today in my search? What are you
planning to do? Let’s talk tomorrow to
make sure we’ve done it.” You and your
job-search buddy could keep each other
positive and on track, and encourage
each other to do what you told the
small group you were going to do:
Make that call, send out those letters,
write that follow-up proposal, focus on
the most important things that should
be done—rather than (for example)
spending endless hours responding to
job postings on the Web.
With your buddy, practice your
Two-Minute Pitch, get ready for inter-
views, bounce ideas off each other. Some
job-search buddies talk every day. Some
talk a few times a week. Most of the
conversation is by phone and e-mail.
Sometimes, people match them-
selves up as buddies. Just pick some-
one you get along with in your small
group. Sometimes, your coach can
match you up. However you do it,
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• A Job Hunter’s Success
stay away
from negative
people who
talk about
how bad it is
out there.
They will
drag you
down.
The small group changes over
time: people get jobs; new people
come in. If you lose one buddy who
got a job, get another buddy.
Your buddy does not have to be
in your field or industry. In fact, being
in the same field or industry could
keep you focused on the industry
rather than on the process. But you do
have to get along! The relationship
may last only a month or two, or go
on for years. Some buddies become
friends.
Of course, you should see your
Five O’Clock Club career coach pri-
vately for résumé review, target devel-
opment, salary negotiation, and job
interview follow-up. It’s usually best
to get professional coaching advice
for these areas.