6 Ways To Get The Attention Of A Hiring Manager

How To Get The Attention Of A Hiring ManagerWe’ve asked the Y Scouts Leadership Community a simple question: How would you get the attention of a hiring manager? This post compiles their answer for 6 ways to get the attention of a hiring manager.

Intro to the Hiring Manager
Earn an introduction to the hiring manager by reviewing your connections on Linkedin. If the hiring manager sees that the intro is coming from someone they know, the chance of an interview greatly increases.

Button up your LinkedIn profile
LinkedIn is the new resume for the digital age. Treat your Linkedin profile just like your resume by highlighting your past work experience, education, skills and endorsements.

Treat the mission like a Marketing Campaign
Treat a job search like a marketing campaign. Come up with a strategy and tactics (like the ones discussed in this post) and execute. Without treating a job search like a marketing campaign, you’ll waste time on applications that will miss your target. Just like well executed marketing, the unique always rise above the rest.

Write The Hiring Manager
Hiring managers can tell from a cover letter or email whether they’re interested in learning more about a candidate. Craft a well written cover letter or email that first and foremost addresses WHY you want to work at THEIR company. Cite how your personality and accomplishments would be a great addition to the company culture and objectives. This shows you care about that specific company as opposed to just getting a job.

Show Your Value Online

Find the hiring manager online. If they actively participate in social media, listen to what they’re saying. When you can add value to the conversation, chime in with your two cents.

Be Patiently Persistent
Even hiring managers acknowledge that the squeaky wheel get’s the grease. Whatever tactics you try, if you keep trying to get an interview or to get the attention of the hiring manager – you’ll show persistence, desire, and reveal who you are before the resume is reviewed (if the resume ever is reviewed).

The Weekend Read – What Motivates Me: Put Your Passions to Work

What Motivates Me: Put Your Passions to WorkThe Book: What Motivates Me: Put Your Passions to Work
The Author: Adrian Gostick and Chester Elton
Where To Buy: Amazon

Adrian Gostick and Chester Elton analyze the results of 850,000 interviews to discover why people are not as engaged and energized as they could be at work. What Motivates Me: Put Your Passions to Work looks at those who are happiest at work and offers a methodology to help readers identify their core motivators.

Three things that you may take away and still use at least a year after finishing this book:

  • Process of understanding what drives you
  • Strategy for creating the job you want
  • Questions to ask yourself when you’re feeling stuck

If you decide you rather get the What Motivates Me: Put Your Passions to Work cliff notes, here’s a review from Amazon that sums it all up.

“The book’s initial chapters, where the premise of the book is outlined, there are multiple engaging stories that show the Motivators of individuals who are caught up in jobs that might not fit them perfectly. These little gems set the stage for the more meaty content.

While the first few chapters set the stage, the overall book is decidedly not anecdotal. Aside from the fact that WMM is based on an 850k person study, the book contains several chapters on what Gostick and Elton term “Job Sculpting” with worksheets in the actual book that will walk you through your own Job Sculpting process.

Job Sculpting addresses questions often posed such as, “Should I quit my job just because there are aspects of it that I dislike?” “As a manager, I know my team members struggle to be motivated with certain aspects of their work, how do I keep them going?” Job Sculpting is a smart approach to what otherwise might seem like a dead-end situation. “I quit” might be the answer for some, but overwhelmingly, Job Sculpting can transform a painful situation to something much more desirable—a better outcome for both the employee and the company.

In the final chapters, What Motivates Me breaks the 23 Motivators into 5 different categories termed Identities. I like the approach Gostick and Elton take here: Each Motivator is discussed, then an in-depth look at the Identities is presented. It clearly defines the Identity and which Motivators it contains, outlines it’s characteristics, shows where one might thrive, and ends with solid strategies for how one might add value, and pitfalls they might fall into.”

A Giant Step into the Future of Recruiting

This is a post from Y Scouts Managing Partner and co-founder, Brian Mohr.

One of the most important lessons I’ve learned over the past couple of years is the need to experiment and iterate constantly. In a world that seems to change by the minute, adapting to the outside world is a necessary ingredient to the success of any business. However, making constant changes is a very scary notion, at least it was for me for a long time. I grew up in a business world dominated by processes, systems, scorecards, and KPIs. Now, I’m not saying processes, systems, and metrics aren’t important – they are mission critical. What I’m saying is that in order to create the most value and the biggest impact, a business must be willing to question everything and constantly reinvent how they do what they do. Doing so requires a tremendous amount of courage, and it also requires guidance – the type of guidance that is rarely found within the friendly confines of the business itself.

In the book ‘Great Work’ by David Sturt, he and his team of researchers uncovered 5 key skills that lead to great work. One of the five is referred to as ‘talking to your outer circle’. More specifically, talking to people who don’t live in your world and seeking their input, advice and guidance on the ideas you believe are worth pursuing. So, what’s my point to all of this?

I’m excited to share that Y Scouts has formed an official Advisory Board to help us continue our purpose of creating the future of recruiting. Even more exciting are the four individuals who’ve volunteered their time and expertise to serve as our advisory board. I’d like to briefly introduce each of them:

  • Ann Rhoades: Ann has been a long-time friend and ally. Her career in the People, Values and Culture business has impacted organizations like Southwest Airlines, JetBlue, and DoubleTree Hotels. Ann has always been on the leading edge of helping businesses create sustainable competitive advantage through their people. Ann is currently leading her consulting and technology firm, People Ink.
  • Sheldon Harris: Sheldon has been serving as an informal advisor to the Y Scouts team since our inception. He’s had successful career experiences with organizations like CostCo, Cold Stone Creamery, and Smartway Advisors. Sheldon is the epitome of servant leadership and is currently helping CEOs around the world achieve breakthrough results.
  • Kathy Sacks: Those of you who know Kathy, know she is a straight shooter and someone who demands excellence. Her background as an entrepreneur, small business champion, and advocate for the underdog is a combination we couldn’t be more excited to have at our disposal. Kathy’s current mission is to help people find the courage to ask for what they really want, and go out and get it.
  • Ray DelMuro: Ray has been on the leading edge of the global Conscious Capitalism movement and has been a huge advocate for Y Scouts. Ray is an aerospace engineer turned entrepreneur. His current venture, Refresh Glass, is on a mission to rescue 10 million wine bottles from landfills and turn them into everyday drinkware and home decor items.

Y Scouts Advisory Board

If you are lucky enough to have a relationship or connection with any of these four individuals, you know how fortunate we are to have them in our corner. All of us at Y Scouts appreciate their commitment to helping us continue our journey to create a future where everyone has an opportunity to be profoundly connected to the work they choose to do.

To Our Best Days Ahead!

Y Scouts is a leadership search practice that connects purpose-driven organizations with purpose-driven leaders. We believe that the best employer and employee connections start by connecting through a shared purpose.

What’s Your Why? Click here if you’re an employer. Click here if you want to make a difference in a new role.

The Weekend Read: Your Brain at Work

Your Brain At WorkThe Book: Your Brain at Work: Strategies for Overcoming Distraction, Regaining Focus, and Working Smarter All Day Long
The Author: David Rock
Where To Buy: Amazon

Improve how you work by understanding how your brain works. That’s the best way we can sum up this weekend read.

This book will help you understand how the brain affects what we do, why we do it and how we act.

Three things that you may take away and still use at least a year after finishing this book:

  • How to maximize your mental resources when your brain gets taxed
  • How to better manage distractions when it’s hard to focus
  • How to make the best decisions possible by keeping your cool

If you decide you rather get the Your Brain at Work cliff notes, here’s a review from Amazon that sums it all up.

“Your Brain at Work does an excellent job synthesizing a large body of scientific research on cognitive neuroscience and interpreting the results in a way that helps readers understand how the brain works and how to make it function more efficiently.

The book is laid out in a format of a theatrical play, where it introduces two ordinary people and follows their respective days. Both of the characters are facing a variety of challenges, very similar to the ones that millions of professionals deal with on a daily basis. After presenting a particular scenario and having one of the characters go through it, the author then performs a thorough analysis of what each of the characters did wrong and how they could have approached a particular challenge or activity in a much more efficient way. The best part is, obviously, that the analysis and the corrections in the behavior are all based on the most recent research in cognitive neuroscience.

The narrative is broken into different “acts” according to the progression of the work day of the characters and the type of mental processes that are being discussed. I think this is a particularly good structure because it a)personifies the cognitive challenges by bringing up prototypical characters that most of us can relate to b)organizes the context in a way that is logically progressive and easy to follow and c)makes the book easy for later reference.

As far as the content, to use the book’s own language, a big dopamine rush is how I would describe it. It is really full of a good and useful insight, at the same time boasting a high level of writing that uses plenty of metaphors and is very easy to read (took me 5 days of reading before bed to finish). Some of the concepts that are tackled include mental energy management, dealing with pressure, mental blocks, creativity, need for certainty and autonomy, handling of relationships and managing expectations. The full list is a lot longer, and I think that once you start reading, you will notice that the implications of the issues addressed go far beyond just the workplace.

To conclude, I want to say that Your Brain at Work has really exceeded my expectations. It is based not on psycho babble and feel-good nonsense, as most books that are geared towards self improvement, but on solid scientific research. It doesn’t instruct on what to do and how to feel, but explains the biological mechanism of action behind default human behavior and how it may lead us astray. In the ideal world, I think that all books that claim to assist with self improvement should be based on scientific research, but that’s perhaps wishful thinking and a discussion for another day. Anyway, I highly recommend that you read this book, as I really feel that you will not be disappointed.”

Infusionsoft Cereal Bar

Every organization has something meaningful in their office. This post brings you the story of why Infusionsoft, a marketing automation software company, has an Infusionsoft cereal bar with over over 55 varieties in their headquarters.

Infusionsoft Culture: Cereal Bar

When you visit Infusionsoft, you can’t help but take notice of the cereal bar. Immediately, your imagination begins to wonder about the origin story behind the cereal.

The story, according to Lauren Hodgson, Senior Manager of the Talent Tractor Beam at Infusionsoft:

“In our early days of custom software and trading hours for dollars, it wasn’t always clear that success was imminent. The founders had pretty much put everything they had into the business. As the company grew, it didn’t seem feasible to buy lunch and dinner from everyone, but continuing to buy cereal was doable. And it just kind of stuck. At one point, Clate went home and his wife asked why with a JD and MBA they had no food and demanded that he find a more dependable way to support the family. The next day, he got into the office and just sort of got busy that day and couldn’t quite bring himself to telling his brothers-in-law that he was done. When he got home to break the news to his wife (that he hadn’t quit), she had had a change of heart… said she was willing to continue supporting the start-up. We’re all glad she did! Now we’re feeding 600+ people cereal!”

Infusionsoft Cereal

What is meaningful in your office? We want to find out and feature your organization here on the Y Scouts blog. Fill out the contact form below to be featured.

Y Scouts is a purpose based search firm that helps companies recruit leadership talent. Whether you’re looking for meaningful work or looking to attract talent, we can help. To get started, share your why with us. Click here if you’re an employer. Click here if you want to make a difference in a new role.

Goodmans Change The Community

Goodmans Change the Community

“I was shy about showing anyone my new vision statement for over a year. But no matter what words are swimming around in your gut, they don’t mean anything unless you share them. It feels risky at first. But, it will become a filter for everything you do.” – Adam Goodman, President & CEO at Goodmans

Just inside the lobby of Goodmans Interior Structures, the Valley’s most recognized provider of workspace furniture, you’ll find an attractively designed wall that communicates the words Adam wrote the night of his epiphany.

Adam worked in the family business since he was kid, and honestly, he was never that excited about it. “It was fine, but we were just selling widgets,” says Adam. After engaging in hundreds of employee and customer conversations, Adam had an epiphany.

He realized that selling furniture could, in fact, have a bigger impact on the community. “All of a sudden it all seemed so clear. Goodmans wasn’t just a provider of stuff. We could improve business. We could improve healthcare. We could improve education. We could reduce costs for government. We could help people achieve personal and economic prosperity. In short, we could change the community. We had a purpose.”

“I was inspired to write a new vision statement—to inspire me and our employees”, says Adam. “The mission reflects what customers and employees told me was different about Goodmans.”

Today, Goodmans uses their work environment to engage their employees and inspire them toward a shared purpose. The engraved statement on the wall is a reminder that purpose can transform a company.

Y Scouts is a purpose based search firm that helps companies recruit leadership talent. Whether you’re looking for meaningful work or looking to attract talent, we can help. To get started, share your why with us. Click here if you’re an employer. Click here if you want to make a difference in a new role.

The Weekend Read: Delivering Happiness

downloadThe Book: Delivering Happiness: A Path to Profits, Passion, and Purpose
The Author: Tony Hsieh
Where To Buy: Amazon

In DELIVERING HAPPINESS, Zappos CEO Tony Hsieh shares the different lessons he has learned in business and life, from starting a worm farm to running a pizza business, through LinkExchange, Zappos, and more. Fast-paced and down-to-earth, DELIVERING HAPPINESS shows how a very different kind of corporate culture is a powerful model for achieving success-and how by concentrating on the happiness of those around you, you can dramatically increase your own.

Three things that you may take away and still use at least a year after finishing this book:

  • What happens when customer service is the responsibility of the entire company, not just a department.
  • Why prioritizing company culture will help you make more money
  • How to help employees personally and professionally by applying research from the science of happiness

If you decide you rather get the Delivering Happiness cliff notes, here’s a review from Amazon that sums it all up.

“Delivering Happiness” has become the trade phrase for Zappos. In this hard-to-put-down book, Tony Hseieh (CEO of Zappos) tells the story of how his life became entangled with the life of Zappos. Starting with his childhood, Tony tells how he has always had an entrepreneurial spirit: he tried to raise earthworms when he was 9, he held garage sales and sold lemonade, he had a newspaper route (and decided it was just a way for newspapers to avoid child labor laws:), he wrote a newsletter of jokes he tried to sell to friends, he sold Christmas cards, he made custom photo buttons. Then in high school he discovered computers and began learning. He got a job testing video games, then became a programmer. The little jobs continued throughout college, where he tried to find the easiest path through his classwork. When he graduated college, he took a job at Oracle just because they offered the most money. And he found a way to do as little work as possible there too. Because he was bored, Tony and his roommate created LinkExchange which they eventually sold to Microsoft for $265 million. Bored again, this is where Zappos enters his life.

Much of the rest of the book is a fascinating history of how Zappos evolved and grew from nothing to $1 billion in gross sales in less than 10 years. Along the way, Tony explains how he learned business lessons from a summer fling with playing poker in Vegas. One of those lessons was to figure out what he really wanted to get out of life. He dabbled in investing and day-trading but found them unfulfilling. He dabbled in angel funding (Zappos being one of the companies he funded). He realized he was passionate about building a company, and the beneficiary of his passion happened to be Zappos. He poured a lot of his own money into keeping Zappos alive and learned lessons about inventory, warehousing, and outsourcing.

About half way through the book is where I started highlighting and folding down page corners. Tony talks about company culture and how he lead Zappos to invest their time, money and resources into 3 areas: customer services, culture, and employee training. Tony lists a great “Top 10 ways to instill customer services into your company” and explains (in great detail) the 10 core values of Zappos culture. He gives examples of interview questions that they ask to see how the person will fit into the company culture. He lists some of the course titles that are offered to employees that choose to learn new skills in order to advance their title. He lists the “Top 10 questions to ask when looking for investors and board members.” And then Tony tells the story of how Zappos became a “marriage partner” to Amazon.

The final section of the book is about applying the science of happiness. This was an outstanding section and the entire book is worth the price just for this section alone. Tony mentions several books (The Happiness Hypothesis: Finding Modern Truth in Ancient Wisdom and Happier: Learn the Secrets to Daily Joy and Lasting Fulfillment) that formed the foundation of his research into happiness along with books that taught him about company culture (Good To Great: Why Some Companies Make The Leap…and Others Don’t and Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization). Tony also recommends Peak: How Great Companies Get Their Mojo from Maslow (J-B US non-Franchise Leadership) to learn how Maslow’s Hierarchy of needs can be applied to business, customers, employees and investors.

Overall a highly enjoyable book, very nicely written in an informal style, with a great story and good pointers to further resources. Highly recommended.

The Weekend Read: 7 Habits Of Highly Successful People

7 Habits Of Highly Successful PeopleThe Book: 7 Habits Of Highly Successful People
The Author: Stephen R. Covey
Where To Buy: Amazon
In The 7 Habits of Highly Effective People, author Stephen R. Covey presents a holistic, integrated, principle-centered approach for solving personal and professional problems. With penetrating insights and pointed anecdotes, Covey reveals a step-by-step pathway for living with fairness, integrity, service, and human dignity–principles that give us the security to adapt to change and the wisdom and power to take advantage of the opportunities that change creates.

Three things that you may take away and still use at least a year after finishing this book:

1. Begin with the end in mind

2. Relationships are like a bank account, you make deposits and withdrawals

3. Sharpening the saw, keep learning and improving your brain

If you decide you rather get the cliff notes, here’s a review from Amazon that sums it all up.

As the title of the book implies, Covey describes the seven habits of highly effective people and techniques for adopting the seven habits. Covey makes clear that an individual must make a paradigm shift before incorporating these habits into his/her own personal life. A paradigm is essentially the way an individual perceives something. Covey emphasizes that if we want to make a change in our lives, we should probably first focus on our personal attitudes and behaviors. He applies different examples via family, business, and society in general.

This book’s focal point is on an approach to obtain personal and interpersonal effectiveness. Covey points out that private victories precede public victories. He makes the example that making and keeping promises to ourselves comes before making and keeping promises to others.

Habits 1, 2, and 3 deal with self-mastery. They move an individual from dependency on others to independence. Habits 4, 5, and 6 deal with teamwork, cooperation, and communication. These habits deal with transforming a person from dependency to independence to interdependence. Interdependence simply means mutual dependence. Habit 7 embodies all of the other habits to help an individual work toward continuous improvement.

Habit 1 discusses the importance of being proactive. Covey states that we are responsible for our own lives; therefore, we possess the initiative to make things happen. He also points out that proactive people so not blame various circumstances for their behaviors but they realize behavior comes from one’s conscious. Covey also explains that the other type of person is reactive. Reactive people are affected by their social as well as physical surroundings. This means that if the weather is bad, then it affects their behavior such as their attitude and performance.

He also explains that all problems that are experienced by individuals fall into one of three categories, which are direct control, indirect control, or no control. The problems that are classified under direct control are the problems that involve our own behavior. The problems classified as indirect control encompasses problems that we can do nothing about. The problems classified as no control are those that we can do nothing about.

Habit 2 focuses on beginning with the end in mind. Covey wants the reader to envision his/her funeral. This may sound disheartening but his goal is to help you think about the words that you wish to be said about you; it can help the individual visualize what you value the most. To begin with the end simply means to start with your destination in mind. That gives an individual a sense of where he/she presently is in their life. One has to know where they are going to make sure that they are headed in the right direction. Covey also mentions that the most effective way to begin with the end is by developing a personal mission statement. After doing that, you should identify your center of attention. Are you spouse centered, money centered, family centered, etc. The he tells you depending on you core of interest, your foundation for security, guidance, and power.

Habit 3 is the practical fulfillment of Habits 1 and 2. Covey accentuates that Habits 1 and 2 are prerequisite to Habit 3. He states that an individual cannot become principle centered developing their own proactive nature; or without being aware of your paradigms; or the capability of envisioning the contribution that is yours to make. One must have an independent will. This is the ability to make decisions and to act in accordance with them.

Habit 4 deals with the six paradigms of interaction, which are win/win, win/lose, lose/win, lose/lose, win, and win/win or no deal. Win/win is a situation in which everyone benefits something. It is not your way or my way; it is a better way. Win/lose declares that if I win then you lose. Simply put, I get my way; you don’t get yours. Win/lose people usually use position, power, possessions, or personality to get their way. The win/lose type of person is the person that feels that if I lose; you win. People who feel this way are usually easy to please and find the strength of others intimidating. When two win/lose people get together both will lose resulting in a lose/lose situation. Both will try to get the upper end of the stick but in the end, neither gets anything. The person that simply thinks to win secures their own ends and leaves it up to others to secure theirs. The win/win or no deal person means that if there is not a suitable solution met that satisfies both parties then there is no agreement.

Habit 5 deals with seeking means of effective communication. This habit deals with seeking first to understand. However, we usually seek first to be understood. Most people to not listen with the intent to understand but with the intent to reply. The act of listening to understand is referred to as empathic listening. That means you try to get into the person’s frame of mind and think as they are thinking.

Habit 6 discuses combining all of the other habits to prepare us for the habit of synergy. Synergy means that the sum of the whole is greater than the sum of its parts. Possessing all of the habits will benefit an individual more than possessing one or two of them. Synergism in communication allows you to open your mind to new possibilities or new options.

Habit 7 involves surrounds the other habits because it is the habit that makes all of the others possible. It is amplifying the greatest asset you have which is yourself. It is renewing your physical, emotional, mental, and social nature. The physical scope involves caring for yourself effectively. Spiritual renewal will take more time. Our mental development comes through formal education. Quality literature in our field of study as well as other fields help to broaden our paradigms. Renewing the social dimension is not as time consuming as the others. We can start by our everyday interactions with people.
Moving along the upward spiral requires us to continuously learn, commit, and do on higher planes. This is essential to keep progressing. At the end of each habit, there are application suggestions or exercises that help you become a more effective person. This is definitely not a quick fix it book. The concepts should be studied in order to be fully achieved. I think if you learn to use these 7 habits, it will change your life.

This is a must-have book.

The Four Stages Of Leadership

Court CunninghamThis is an excerpt from a Mixergy interview with Yodle CEO, Court Cunningham.

What are the four stages of leadership?

Early on, the CEO or the leader is the doer. So, he’s in the trenches setting up accounts, selling which is where we were when I started.

You then move to phase two where the leader is the delegate. So, the leader says, OK, here are all the things that we’re going to do. Joe, you do this. Susie, you do that. That model is still one where the entrepreneur needs to know what’s going on.

Phase three is where most companies stop, which is the leader as the direction setter. And so, that’s where I said, “Mike, look, we need to get our cost to acquire a customer around X to Y and here are the levers. Let’s talk about: what are we going to do to drive those levers?” And so, if you’re focused on outputs instead of inputs, that’s really what matters at the end of the day, right? If you can’t figure it out, it doesn’t make any difference. If it’s not your job to figure it out, then you need to find someone who can because if the outputs are not changing and you’re achieving the business objective, then you need to make a change. And to finish the direction setter, so any big, successful company is in the direction center mode because strong people want to be given a goal and accomplish it.

The last one – I’m making up these names, but I sort of had this little chart that shows essentially the role of a leader shrinks and actually moves outside the team.

So, I really call it team builder where if there’s a problem between sales and service, the head of sales and the head of service should work together to solve that problem. If they can’t, escalate it to me and I’ll help solve it, but that’s the ultimate scaling ability when all big important decisions don’t have to come through me.
That’s also very hard because you’re entrusting a lot to these people, but my view is if I don’t trust you, you shouldn’t be working here. And if I do trust you, then I should give you the power of that trust.

Y Scouts is a leadership search firm that connects purpose-driven organizations with purpose-driven leaders. We believe that the best employer and employee connections start by connecting through a shared purpose.

What’s Your Why? Click here if you’re an employer. Click here if you want to make a difference in a new role.

How are you making the world a better place?

World A Better PlaceEvery member that joins the Y Scouts Leadership Community answers a series of questions to help us understand where they find purpose and meaning in their work.

One of the first questions we ask is, “Roy Spence of the Purpose Institute defines Purpose as “a definitive statement about the difference that you are trying to make in the world.” What do you believe your purpose to be?”

You can imagine that we receive a lot of answers along the lines of, “I want to make the world a better place.” This morning, we received an answer along these lines, but with a bit more elaboration. We thought we’d share it with you…

Q: Roy Spence of the Purpose Institute defines Purpose as “a definitive statement about the difference that you are trying to make in the world.” What do you believe your purpose to be?

A: This is a question that has actually been on my mind for a while…and my answer is simply to make the world a better place. I am sure this reply would make most people say “geez, what a horribly lame answer”, so please let me elaborate. While I have come to the conclusion that in all likelihood I will not find a cure for leukemia, end world hunger or rid the world of violence, I do realize I am able to make the world a better place through my actions. It could be by making my job (and the owners of the company) happy by being successful at my job…or it could be by making my co-workers and the people who report to me happy by being an organized thoughtful boss that treats people with respect….or it could be by doing random unselfish acts everyday in my personal life. When I came to this conclusion a few years back I not only realized I was making the world a better place, but was also making myself happy.

How are you making the world a better place? Tell us by joining other leaders in the Y Scouts Leadership Community.

Y Scouts is a leadership search firm that connects purpose-driven organizations with purpose-driven leaders. We believe that the best employer and employee connections start by connecting through a shared purpose.

What’s Your Why? Click here if you’re an employer. Click here if you want to make a difference in a new role.

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