First Impressions Make a Seductive Part II

Jobs Vacancy, Job Vacancies

The opinion was increasingly strengthened again after I have studied Neuro Associative Conditioning System, an excavation techniques, development and structuring potential. A smile that seems an easy job in fact have a major impact in the "conquest" anyone's heart.

A smile is able to create six wonderful things:

1. Raises self-confidence
2. Pleasant facial expression
3. Happiness
4. Passion and enthusiasm
5. a lot of friends
6. Genuine acceptance

People who smile are considered as people who believe in themselves because when we're nervous or not confident with ourselves or our surroundings, we will not have time to smile. Smiling will lead to happiness that will bring us to people who are happy: Because we see them in a positive way and our happiness will also be samapai to people who meet with us.

The spirit is very important to create a good impression because of that spirit will be contagious to others. With a smile you indicate that you like the environment you are and happy to meet with people you meet, so in turn he will be more interested in meeting you.

In the end, a sincere smile shows acceptance and lead others to know that you are willing to accept him with sincerity. Have you ever wondered why dogs are so loved? Because these animals greet us with a genuine acceptance. But man can show sincerity acceptance in a way to smile.

Even if you are not able to smile as sweet as the Mona Lisa, from now smile at everyone you meet. Then consider how your actions it magical. In the beginning getting used to smile that was hard because we are not accustomed to doing, but with constant practice you will be personally guaranteed a charming and do not be surprised if your days will be preoccupied by a fan who wanted a photo together and ask for a signature because you admire of smiles.

First Impressions Make a Seductive Part I

Jobs Vacancy, Job Vacancies

To convey to you here is a favorite technique for making a good first impression and memorable. A simple technique, but this is the key to my success became inspiration for harmonious relations. Of course, this technique is also effective when applied during the interview work.

The first time I learned to be a professional radio announcer, one important lesson instructed by instructor when it is broadcast Smile when talking, because with a smile when talking of people who listen to voices we know that we're smiling and making those who hear feel good.

According to smile can be heard. Listeners will easily be able to distinguish where the announcer was friendly and where broadcasters are not friendly or grumpy. As we know, that most people would prefer the people were friendly compared with the broadcaster that bitchy. If the radio listener can distinguish just which broadcasters are friendly or not, especially when dealing directly instead?

Create a Tempting First Impressions Part II

Jobs Vacancy, Job Vacancies

The opinion was increasingly strengthened again after I have studied Neuro Associative Conditioning System, an excavation techniques, development and structuring potential. A smile that seems an easy job in fact have a major impact in the "conquest" anyone's heart.

A smile is able to create four wonderful things:

1. Raises self-confidence
2. Happiness
3. Passion and enthusiasm
4. Genuine acceptance

People who smile are considered as people who believe in themselves because when we're nervous or not confident with ourselves or our surroundings, we tend not to smile. Smiling will lead to happiness that will bring us to people who are happy: Because we see them in a positive way.

The spirit is very important to create a good impression because of that spirit will be contagious to others. With a smile you indicate that you like the environment you are and happy to meet with people you meet, so in turn he will be more interested in meeting you.

In the end, a sincere smile shows acceptance and lead others to know that you are willing to accept him with sincerity. Have you ever wondered why dogs are so loved? Because these animals greet us with a genuine acceptance. If you have a tail, then. But since you do not have a tail, then smile.

Even if you are not able to smile as sweet as the Mona Lisa, from now smile at everyone you meet. Then consider how your actions it magical. At first familiarize yourself smile like it was hard to swim in the jelly, but with constant practice you will be personally guaranteed a charming and do not be surprised if your days will be preoccupied by a fan who wanted a photo together and ask for autographs.

"A smile is a curve that can straighten out any issue of"

Create a Tempting First Impressions Part I

Jobs Vacancy, Job Vacancies

To convey to you here is a favorite technique in creating a good first impression. A simple technique, but this is the key to my success became inspiration for harmonious relations. Of course, this technique is also effective when applied during the interview work.

The first time I learned to be a professional radio announcer, one important lesson instructed by instructor when it is broadcast Smile when talking.

According to smile can be heard. Listeners will easily be able to distinguish where the announcer was friendly and where broadcasters are not friendly or grumpy. As we know, that most people would prefer the people were friendly compared with the broadcaster that bitchy. If the radio listener can distinguish just which broadcasters are friendly or not, especially when dealing directly instead?

Dealing with Coworkers The Disgusting Part II

Employment, Employment Jobs

3. Open to discussion. Although co-workers showed a defensive attitude or unpleasant, but do not waste the opportunity if he wanted to discuss with you. Or ask him to discuss the settlement that provides a solution for both parties. But do not forget to stick to the principle that you hold.

4. Do not pour gasoline into the flames. Do not ignite the emotions of employees by replying to the action or words with the same ballpark. Besides it makes the appearance of conflict, it actually will make these employees feel more powerful than you because it can make you angry.

5. Reply with 'goodness'. Answer ballpark with a friendly word, a smile even though these employees 'away'. There was no resistance from you or a flat response and super friendly just makes the employee feel bored and eventually give up to then do what you want. It may be hard at first because you are certainly encouraged the desire to hard person, but believe me good treatment and sweet of you will stop bullying him.
6. Offer and give assistance. It could be rebuke and a hostile attitude was due to his job during an over-loaded and can not be shared with others. If you feel competent and have time to help, offer your helping hand. This is a powerful way to make her feel close to you.

7. Ask for help from a third party. As good as any you, and no matter how hard you have been doing business, sometimes still not enough to stop the bullying of those annoying employees. Have third-party assistance to resolve this or discuss other things you should do. The most suitable person is actually your manager. He has a responsibility to minimize or even eliminate all forms of interruptions that interfere with your performance.

If all these things you do with the maximum, but the results are still far from complete, even interfere with your work performance and productivity, then that could be done next is to start planning to change job. Working with people who can not work together will only make the work environment uncomfortable. If it were so, productivity and achievement that is at stake work.

Dealing with Coworkers The Disgusting Part I

Employment, Employment Jobs

The work environment often can be described as a meeting place of people with different characters and backgrounds. Every employee is required to be responsible for the work entrusted to them and can work together with other colleagues. Moreover, when in a team. Cooperation is needed most.

In cooperation with other team members, sometimes there is one person who often become the source of the problem for you or other team members. Employees often say this one and being rude, grumpy and happy to shout. This is of course difficult for other employees that often intersect with her, especially about work. How could I not, yet nothing has been commented spicy mouth and offend. If you have a colleague like this, what should you do?

1. Remember that often the things that underlie the behavior of employees who are hostile in fact not caused by you. Expenses caused by problems outside the office as a personal or family problems unconsciously carried over into the working atmosphere. So, if you feel you've done the best thing to deal with these people and always do the job you well while still hostility emanating from the follow his horns, then remember that the person is likely to have other problems, not with you. Do not take it personally.

2. Before the deal with this employee, prepare yourself with a clear argument. Create a scenario in your head to face all the reasons that may be conveyed. Remember to not show arrogance or even fear, but to say every argument you with confidence.

Boss, Build Your Team Now Part II

Employment, Employment Jobs

3. Does each member of your team understand what impact any results of their work for the productivity of the team? Every member you should know that whatever their contribution in the work will yield results for the company if executed in accordance with its mission, goals, principles and vision of the company. That each of them is an important part that must exist to support the continuation and development of a company. A company will not be able to stand without employees. Important is the feeling of being one of the effective ways to build morale for members of your team.

4. Remind about the initial commitment. When the spirit of teamwork and performance began to decrease, you must boost their morale back with the reminder that they have a part in decisions on targets, goals and ethos of teamwork culture, so that each team member is committed to continue the things they had decided themselves to the development of company. Because the work without the spirit will not yield the maximum work.

5. Whether your team members feel appreciated? Did you know that by updating their skills through training or seminars funded by the office, is one effective way of showing that you appreciate the employee? The advantage would be obtained either by companies or the employees themselves; their skills is to increase office productivity, and they have the spirit because it was given the opportunity to grow.

6. Challenges, excitement and opportunity. Routines can sometimes be monotonous. The work that had challenged the skill and creativity can be so boring after a long time so that it can weaken morale. Make sure you provide opportunities for members of your team to re-experience the challenges, the spark in the works. There are many ways you can do; job rotation, freeing them to use new work systems are considered more effective, or giving new responsibilities.

Boss, Build Your Team Now Part I

Employment, Employment Jobs

Very often we hear jargon or quote that gives inspiration to build teamwork or team work. The team is solid and productive, of course, dream of all leaders. Members of this team understands that every task and responsibility that they entailed is to improve and maintain productivity and performance of team work to achieve the target set by the company.

Building a team's performance has its own challenges and not the job can be done easily, then hope the results can be obtained with the instant. Building a team means to develop character and upgrade the skills of each team member is a gradual and continuous. Meanwhile, often building blocks to do this is coming from the company itself. For example, the system rewards given for achievement or achievements of individual employees, instead of the result of team work, companies also often provide an appraisal of the work or the progress of employees in private as compared with the achievements obtained by the group. These things also have to 'consider' before you prepare and plan a strategy to more actively build your team.

There are several ways you can help and inspire you to build a solid team, productive and could continue to grow.

1. Equalized perceptions, goals, targets and work ethic, and socialized to every member of the team. At the beginning of the formation of a team or when you start to get into a team as a leader, to convey to all members of the targets, objectives and work ethic that you want to apply in the team. Then give your team members an opportunity to give their opinions about things you have to say. Deliver them to discuss and express objections, approval or even their ideas. In the end, every employee will feel that they have a stake in any decision made by the team. Thus will arise a feeling obliged to account for every decision made itself, so that decisions taken are ayng ayng best for the company where he works.

2. Make sure your team member knows their responsibilities and job description. Of course you as a leader not only in charge of managing the task you are a member, also have to understand each activity and the difficulties they face. Because each type of work in a team associated with each other, then the procedure that you specify must also make their work more efficiently with the aim of the work in accordance with maximum hasilakn work goals.

My Ratings of Popular Careers

By Marty Nemko

Employment, Employment Jobs

Attempted to rate careers. Alas, in its attempt to be as objective as possible, it seems to have missed the mark. For example, its #2-rated career is actuary. Yes, it’s lucrative and the working conditions are safe, but most people would find a life of analyzing insurance statistics, pardon the pun, deadly.

In contrast, this resource bases its ratings on both objective and subjective criteria. The objective information is gleaned largely from the U.S. Bureau of Labor Statistics’ Occupational Outlook Handbook and the subjective information is a distillation of what I’ve learned from my confidential discussions with 2,400 clients plus countless conversations outside the office. I have always been fascinated by people’s work, so for decades, I’ve been asking people—at parties, in supermarket lines, everywhere--to tell me about their job.

Of course, a career that is excellent for one person is poor for another, but I believe valid generalizations can be made. While I’m issuing caveats, please also remember that each career profile is based on a relatively small number of interviews. This resource should be but one data point in a thorough effort to choose a career. At the end of each profile, I list additional resources: a link to a more detailed profile of that career in the Occupational Outlook Handbook (henceforth referred to as OOH), the Web site for an association of people in that career, and/or a book I believe would be helpful in exploring that career. If after reviewing those resources, a career continues to be of interest, conduct one or more informational interviews with and job shadows of people in that career. That approach will maximize your chances of being satisfied with your career.

Work & Heart

by Johannes Siegrist, Ph.D.

Jobs Vacancy, Employment, Employment Jobs

Work gives people opportunities to receive many rewards. Some rewards include job satisfaction, whereas others are outward societal rewards, i.e., money, esteem, and status. There is, or should be, reciprocity between the effort expended to accomplish work and all the gains realized.

It has long been recognized, however, that a discrepancy exists between work and reward. That discrepancy leads to psychological stress that frequently finds expression in somatic symptoms, including heart risk and cariac health.

In an exhaustive review discussing the links between psychosocial occupational stress and health, Johannes Siegrist, Ph.D., concludes that high-cost/low gain employment must be considered a risk factor for cardiovascular health.

In his review, Siegrist measures high cost by extrinsic forces such as the demands of the job and intrinsic sources such as the motivations of the worker in a demanding situation.

He measures low-gain conditions by salary, the workers perceived esteem of colleagues and supervisors as well as availability of help from those sources and degree of status control the worker perceives as having relative to the work, i.e., control over the type of work done, whether or not relocation was required, prospects for promotion.

The review addresses three relevant questions concerning the links between psychosocial occupational stress and health:
1) How to identify those components within the global psychosocial occupational environment that are of critical importance to health.
2) How chronically stressful experience is maintained in individuals who are exposed to the psychosocial stressors identified in theoretical models.
3) The relationship between adverse health effects of chronically stressful experience in terms of high effort and low reward.

Although Dr. Siegrist concludes that high cost/low gain conditions at work must be considered a risk constellation for cardiovascular health, he defines some of the numerous questions that still remain and should be addressed in future research.

The New Leaders: From Control to Influence Part IV

by Tom Heuerman, Ph.D.

Jobs Vacancy, Employment, Employment Jobs

New leaders understand that they are powerless over life's natural processes: in nature, in people, in the marketplace, and in the enterprises they are entrusted to lead. They surrender to the truth that the more they try to control, the more they create mediocre organizations filled with compliant, incomplete, and inauthentic people who, as a result, perform at a fraction of their capability. Our desire for the illusion of control reflects our own deep fear, ignorance, incompleteness, powerlessness, and inauthenticity.

In our obsession to control, we live an insidious and powerful denial. We try mightily to impose what is unreal upon what is real and do massive damage in the process-to nature and to other human beings. We cannot control life, and we cannot change others. To try to control others is to deny and damage their spirits and their right to live an authentic life, and none of us has that right. We can only change ourselves by becoming more aware, authentic, and courageous and then we can contribute our unique gifts and influence the systems around us in life-enhancing ways.

We human beings have always known, deep down, of our powerlessness in the larger scheme of things. The fear and insecurity of our impotence in the face of dynamic natural processes much more powerful than ourselves leads to efforts to control and to convince ourselves that we are in charge. Since the human experience began, we have tried to make sense of life and to control nature through our religions, our sciences, our addictions, and our philosophies.

In the recent past of human history, the mechanistic world-view promised to remove this insecurity from us. Many of us fell prey to this view of people and organizations as machines always fixable, controllable, and predictable. This view of life, people, and organizations is incomplete. We are not machines, and denying our humanity will not make us so.

We know the impact the mechanistic world-view has on people in organizations. We feel the alienation of being treated like objects. Corporations are machines, where management is equated with control, where employees are children, where people are motivated by fear, where change is synonymous with pain, and where emotions are forbidden. Many of us are bored, afraid, confused, alienated, and angry living in that world, and we experience those emotions as "numbness." Is the way we are leading working for us?

This is the organizational world we created. Much of it is abusive. We are responsible for the impact this view of the world has on people, on ourselves, and on the natural world. We can change this reality if we first face it and accept responsibility for what we have done, what we are doing, and what we can do. We can no longer blame ignorance for how we lead. Powerful knowledge has been available for a long time. Leaders have, for the most part, ignored it and perpetuate a destructive system of thought.

The first step in our leadership transformation is to understand that our thinking is flawed and our mechanistic beliefs false when applied to living systems. We realize how our atomistic and fragmented beliefs (along with our egos) block the development of ourselves and of many of those who look to us for leadership, and we internalize the harm we have inflicted on others and ourselves. I believe the lack of awareness by people of how they impact others is the single most destructive force in organizational life; a mindlessness that brings forth destructive behavior that the perpetrators are unaware of.

We see reality as it is and accept personal responsibility for change. We realize that if we participated in the cause of an event, we bear our share of responsibility for the outcome and impact. This accountability is a necessary inner shift that may frighten and humiliate us.

Such a personal accounting is difficult to accept. What prideful executive wants to admit failure of any kind--much less a personal failure of leadership? What self-centered manager wants to admit to behavior destructive to the spirits of others? What employee wants to see their complicity in the system they blame for their powerlessness? We may feel lost, angry, guilty, betrayed, confused, and powerless. Reality is a tough teacher.

We internalize the craziness of a belief system and behaviors that deny so much of our aliveness--our spirit, our emotions, and our intuition--and then ignore, for the most part, the destructiveness of those aspects of ourselves when they are expressed indirectly. We grasp the insanity of a way of thinking that requires people and organizations to be mediocre and that continues to jump at every quick-fix solution put forth. A quick fix for what? To be mediocre in new and exciting ways?

We understand the harmfulness of the truth we deny, the conformity we demand, the authenticity we punish, and the responsibility we refuse. We see our organizations and ourselves in conflict between life-sustaining creative forces and the path of equilibrium and death.

We finally understand that much of what we thought about leadership is wrong. The foundation of beliefs and practices that provided meaning and structure in organizations are now understood to be false and destructive. Even if we had superficial material success, we, as leaders, realize the impact our behavior has on others and on the sustainability of our planet and organizations. We see that so much more is possible. We study and begin to learn the essence of a new world-view.

Twentieth century sciences are "proving," in the language of the scientist, what the spirit has always known: nature is a living system and everything is interconnected, interrelated, and interdependent. Life's natural creative processes are orderly but cannot be controlled by anyone.

To try to control is to try to reverse life's natural processes. Why would we want to do that? The mechanistic world-view is not rejected--a more encompassing understanding of life eclipses it. Newtonian science still works-for machines and linear processes-but not for living systems (including human beings and organizations).

The implications of an ecological world-view for leadership and organizational life are profound. Our eyes are opened to a new vision of life. The diversity we force into conformity is seen as the essence of life and sustainability. The truths we do not talk about are seen as essential to growth. The chaos we dampen is seen as the source of creativity.

The relationships we refuse are seen as the substance of life. The self-organization we limit is seen as the process to new growth and development. The emotions we deny are seen as life's energy from which all vitality emerges. The personal and organizational identities we neglect to get acquainted with are seen as the path to authenticity and provide the conceptual controls that guide members of our organizations toward a common destination.

Our role as leaders shifts from heroic control to authentic influence. Our responsibility is to create conditions that free life's natural processes within our organizations and to align the organization's energy around the shared identity of purpose, values, and vision.

We begin with ourselves. We come to know our beliefs, our purpose for living, and our vision. We speak them, and we live them. We honor diversity. We tell the truth. We utilize chaos. We nurture relationships. We facilitate self-organization and we feel our emotions. And we fulfill our new role with a steely inner resolve regardless of what others may think.

In time, and with a new world-view, we begin to give up our efforts to control (within ourselves and externally), and we let go of our many preconditions for life and for others. We reduce our egos intentionally, and we live our new beliefs. We don't have to know everything. We don't have to be right all the time. We don't have to have every idea and make every decision. We don't have to have certainty before we act. And we don't have to be the bully dictator for everyone else's life.

We put the good of the team, the family, and the organization ahead of our selfish wants. We stop identifying with external symbols. Ultimately we identify only with life itself. We shift our view of life from a win-lose scarcity model to a win-win world of abundance. We begin to live more intuitively. We spend more time in solitude. We are vulnerable. We find our direction within. We may use a coach to guide us along the way-someone who has done the work we are beginning. We do not gain the insight we need from costly seminars led by slick presenters who have not done their own work. Our conscious evolution cannot be purchased. We must work for it. A healthy (and reduced) ego is needed to do such difficult work.

New leaders free massive amounts of human potential and discretionary energy with powerful impacts on the enterprise. We come to realize that our authentic participation (influence) has greater impact on the organization than our inauthentic efforts to control and change others. We honor the authenticity of every person and see their spirits flourish and their contributions to the organization grow.

We, as leaders, can create conditions for this emergence of authenticity to happen and can model the way through our own learning and development. Dumbed-down, compliant, and inauthentic people and mediocre organizations can be so much more creative and productive than they are, and organizations can be much more sustainable. And life and work can invigorate us. We do what works for us. Do we have the courage to abandon a world-view that has served its purpose and embark on a new leadership journey?

In our first difficult efforts to give up control, we might abdicate our leadership responsibilities thinking we can no longer say or do anything that might be interpreted as being controlling. We might retreat to our offices and just "let it happen." The organization flounders, and we are disappointed and blame others for the failure of "the new ways."

If we are bored, frustrated, stressed, or in a crisis, we may over-react and take control more than ever before. People fear we are going back to the old ways and think we are not walking the talk. We feel angry, afraid, confused, and anxious. This "relapse" is normal and part of our growth. Our trust and faith is weakest when we need them most. They will grow if we stick with it and gain experience. We learn and try again. We realize that influence is not the same as abdication.

With reflective practice, our judgment grows, and we get a feel for a middle ground and come to understand that we can still lead, but differently. Instead of telling people what to do, we ask them questions and provide them with information. We give them time to be in relationship together so that the wisdom that is in the system can emerge.

We give people freedom to make decisions and to take action about the work they do, and we hold them accountable. We don't do their work for them. We teach others how to do things for themselves and require them to do so. Instead of talking we listen. Instead of trying to control people we create conditions which free them to use their capabilities. Most of all we model the change we want to see in others.

In some circumstances it is right to take charge, make decisions, and give direction. Experience teaches us when this is appropriate. Our inner wisdom, maturity, and judgment gradually replace quick-fix leadership programs.

We see changes in people. We notice that those who have been among the walking dead for years come alive and make important new contributions. We recognize unnoticed talents in people and feel new energy in them as they make new contributions. People take new initiative, and teams perform great feats. The organization's performance improves in dramatic and unpredictable ways. We comment to others about how much people have changed. Then we realize they are changing because we are changing, and we are changing because they are changing. The power of this insight is compelling. We understand that we grow in relationship with others.

Leadership transformation is difficult and requires tremendous commitment: to new learning, feedback and dialogue, a deep examination of beliefs, and a decision to change fundamental operating assumptions. A transformation requires the development of latent capabilities, and the practice of new skills. We suffer the humiliations of the novice and develop our ability to apologize, because we will make many mistakes.

Our transformation requires action, courage, and awareness along with faith in life's natural processes. We go forward courageously into the chaos of life with wise uncertainty. This is the new leader. Why would we do this hard work? We do it because we want a sustainable world for our children and grandchildren to enjoy. Real leaders take on this hard work willingly.

The New Leaders: Humble Warriors Part III

by Tom Heuerman, Ph.D.

Jobs Vacancy, Employment, Employment Jobs

Richard Knowles, Ph.D., consultant and former executive with the DuPont Company, about his leadership experience at the Belle, West Virginia plant:

I was a tough, command and control manager, setting high expectations and driving the people in the organization very hard. I was seen as cold and tough minded. I had to get good business results; this is the way I thought I had to be to get things changed.

I tried to be rational and analytical--there was no place for emotions. But I did lose my temper with people, especially those who worked most closely with me. I felt I had to drive people to get the best results quickly. I was hard on them and myself.

Even though it was awfully rough, we made a lot of progress and our performance got a lot better. Many people hated me-- several wrote letters to the DuPont CEO telling him I was a bear and that they should get me out of there. I even had a couple of death threats. I knew I had to change. A painful and difficult time of personal growth as a leader began.

My role shifted from being the standard setter and driver to cheerleader. I started to spend a lot more time with the people in the plant. I paid a lot more attention to the processes we were using. I began to go much deeper into the way the organization worked, learning a lot about what was really going on. I opened up to how people were feeling: our caring and feelings for each other grew. I spent a lot of time trying to help people see the meaning in what we were doing. As more and more people discovered that they could make a difference, huge energy and creativity flowed into the organization.

I learned that it was much more effective for me to ask questions, helping people to understand what we needed to consider than to try to have all the answers. I found that I just needed to ask questions and invite the people to come in to help. They always came! Their answers were usually better than those I came up with. Further, the answers were theirs so they helped to create our future together. Resistance to change just melted away.

During this time the people at Belle made one improvement after another. Our safety injury rates dropped by 95%, and we became the third safest DuPont Plant in the world. Earnings tripled. Productivity rose by about 45%. In every way, we saw exciting performance improvements as we learned together. Several families adopted us into their extended families; we still go to reunions.

Richard Knowles grew from a mechanical man to a complete human being.

The mechanistic world-view teaches us that we are separate and distinct from nature and from others. This world-view even teaches us that we can disconnect from our spirit and emotions and rely on our rational minds only. We seek to control and dominate nature and others. We believe we are responsible only for ourselves and others must fend for themselves. Such beliefs alienate us from others and ourselves and allow us to harm others with no sense of personal responsibility. Many leaders manage from this view of life. In positions of power and influence, and justified by ambition and the bottom line, our organizational leadership damages many people.

We learn that success and promotions often go to the strongest and most ruthless--not the most caring, creative, or competent. Individualistic employees identify with and defend their fragmented jobs and/or departments. Relationships between people in organizations are often dishonest, conforming, competitive, paternalistic, and politically correct. Often we create enemies who we demonize and scapegoat to justify our own bad behavior. We act like living machines, each in conformity with one another. Rigid and impermeable boundaries maintain and protect our disconnection from others. The beliefs that drive these behaviors are false.

Quantum physics teach us that relationships are primary in the universe. Elements in the sub-atomic world are life-like, exchange information constantly, and transform based on these dynamics. They exist only in relationship to other energy. They are not separate, distinct, or atomistic as we once believed. These unseen connections are the essence of creativity. Life is relationships. The same dynamics occur at the human level. Like sub-atomic particles, people are created to be in relationship with others. When we understand this truth we internalize that what we do to others we do to ourselves.

In the workplace connections are made around the shared identity (vision, values, and purpose) of the enterprise and shared information that allows employees to self-organize around the vision for the future. Richard Knowles averaged 5 hours a day, over 5 years, out of his office teaching the plant's vision, values, and purpose to employees. Enlightened leaders see the importance of relationships to family, leadership, and to creativity and self-organization in our enterprises.

To take advantage of life's natural dynamics in our organizations, we must utilize this knowledge and move from being machinelike to being complete human beings as Richard Knowles did. This is difficult. For first we must see ourselves as we are. Our denial, rationalizations, and need to blame people, combined with a lack of honest feedback about our impact on others, make it hard for us to realize and admit the destruction we do to the spirits of others. We do not see how our leadership behavior brings forth sub-optimal performance even as we try to enhance performance. We can choose to open our hearts and see beyond positional slots to the humanity of those around us.

If we choose to grow, then we look back honestly through the lens of new beliefs, accept responsibility for our actions, and hold ourselves accountable for our impact on others. We are mindful of the destructive patterns and dynamics of our relationships with others. We see how our behavior often brings out the worst in others. We reflect on how we harmed others mentally, physically, emotionally, spiritually, financially, and in their careers.

We also examine our impact as leaders and citizens on nature and the impact of our world-view on our families and ourselves. We realize that in the past we acted from what we knew and now we have new knowledge. We forgive ourselves. As we see how living from a new world-view can evolve us as human beings, we become willing to apologize, to change our leadership practices, our business practices, and our personal behavior We begin to make amends. We learn how to form and sustain relationships with others and our isolation from others begins to end.

The positional boundaries that separate us are removed. We accept others as fellow human beings worthy of equal respect because of our shared humanity. We see how relationships impact innovation and understand the power of ownership, participation, and engagement with others. We also realize that we can lead only in symbiotic relationship with our followers.

We realize that our new principles for life apply equally everywhere: in the home, the workplace, and in our interactions with all people we come in contact with. Our new growth will disrupt patterns of behavior and relationships in our families and workplaces. This may lead to considerable anguish and need for further growth and change.

This is the hard inner work of personal growth and transformation. We are at a new level of consciousness brought about by a series of spiritual awakenings, moments of metanoia, and painful, profound, and penetrating personal insights. In effect, we change our minds about how to live and lead. We begin to give back.

We share our stories, learnings, and experiences with others with no strings attached because we are servants to the greater whole of life. We become teachers and coaches, and we bear witness for others. At times we subordinate our personal wishes and do what is in the interest of the larger system of which we are a part. At other times, we put ourselves first. We give up control and create conditions where the talents of all can emerge.

We put into practice the fundamental wisdom we acquire. We learn to love wisdom and desire to live by its dictates, a life of service, simplicity, authenticity, and faith. The material world lessens in importance, and we live courageously and authentically from our souls. We experience the joy of touching the spirit of another.

We feel no need to control and are content to observe, to let things unfold, to introspect, and to ponder the meaning of things in a mindful way. Our goal is to understand. We learn to bring forth the wisdom in every group and seek to learn from people in the most humble of positions. We become continuous learners and eternal travelers into the world of higher knowledge. We hold our beliefs up for examination continually and ask others to do the same. Through our work we inspire, provide hope, open eyes, and are wise and embody the spiritual, mystical parts of our lives: we create meaning.

We learn to trust our inner voice and know things from our own experience. We do not accept the views of others blindly. We coach this capability in others. We help everyone to be who they are. We give back and institutionalize a spiritual way of life. We achieve fantastic results when we lead in this way.

I had an experience similar to Richard Knowles. I led a massive change effort at a large Midwestern newspaper for 1990-94. Little did I know when the experience began, that I would be changed the most. I began the same inner journey that Richard took. I continue it today. First year business results were spectacular including $5 million in savings and a 70% reduction in first-line supervision. All service measures improved by as much as 70%.

The work we did, and the relationships we developed within the 4,500-employee business unit, were destroyed by my successors. A significant decline in performance ensued and continues today.

Leaders are paid to deliver results. Leaders want to transform their organizations because they want them to survive and prosper. Few leadership talents are required to deliver short-term results obtained when we cut budgets, reduce staff, push people beyond their limits, and manipulate numbers. These tactics reflect mechanistic beliefs that kill organizations in the long-term in exchange for the illusion of success in the short-term.

Richard Knowles achieved fantastic results in ways that promoted the wholeness of people and called forth the tremendous latent potential in organizations. He understood early that living systems are creative and self-organize naturally around a core identity in ways that enhance sustainability. Richard Knowles learned to lead in ways that support the long-term sustainability of the organization, the economy, and the environment. I believe this is the leadership purpose, and the organizational challenge, for the 21st century.

The New Leaders: Humble Warriors Part II

by Tom Heuerman, Ph.D.

Jobs Vacancy, Employment, Employment Jobs

And something else happened. Perhaps it was the nature of the job, and the fact that I knew so little about its details, the specifics of the work. Perhaps some humility had crept into the Prussian General as a result of his Time of Troubles. But I saw myself not as the hands on manager I had been in the past, but more like Luke Skywalker, Jedi Warrior, walking the castle ramparts with his light saber, keeping the Circle, the space below the ramparts, safe, so that those who knew the work could do it.

Jim Stewart

Like Jim Stewart, new leaders are humble. Humility is not wimpy, is not weakness, is not touchy-feely, and is not the denial of our wants and needs. Humility is not the absence of pride and confidence or the refusal to strive to be better. Humility is not passive or the withdrawal from the affairs of life. Humility is a state of being that comes from the internalization and total acceptance, to the core of our souls, that we are essentially powerless. What aware person (leader or not), in today s world, can think he or she is in control? With humility we can cease being obstacles to creativity and can align ourselves with the greater natural processes of life. We assume our small and integral roles in the reorganization of life that is now happening.

Throughout the existence of human life, and for the past 300 years in particular, humility has not been high on our list of desired traits. We are immature, arrogant, and narcissistic to the extreme in our efforts to dominate and control other people, the natural world, and cultures different than us.

We deny much of what is real in life in our effort to find certainty and predictability in our world. We believe we can stand apart from others and succeed in life through our self-will. We seek external power and this futile quest increases our sense of insecurity because we can never have external control. We are not at home in this world we created.

We now see the unintended results of this arrogance: ecological crisis, destruction of cultural diversity, a breakdown of institutions, and threats to that which makes us human—our ability to make meaningful connections with others and with life itself. This responsibility is ours. We created this world.

This truth angers and frightens us and many of us resist it with all the energy we can summon. We run faster and faster, work harder and harder, consume more and more—terrified to know the truth of our emptiness and powerlessness. Economic boom tells us all is well but deep down we know better. Our world-view (and many of our organizations and many of us) will shrink from exhaustion, burn out, and internal rebellion. Our suffering begins a process of purification.

More and more of us come proactively (the other route is via personal crisis) to accept our essential powerlessness not only from our failure to find the elusive security we seek but also from new knowledge from the scientific community we worship. This knowledge (known forever by intuitive people of faith, vision, and creativity) shatters the beliefs that we can control, dominate, and predict living systems (including people and organizations).

With this acceptance and knowledge, we begin our conscious evolution. We realize that we are but one species on a planet of diverse and dwindling species. We are no more or less significant in the universe than a sub-atomic particle is in a universe teeming with sub-atomic particles. We are not separate and distinct. We are interconnected and intertwined with all of nature and with each other. This insight breaks through the denial and resistance of more people every day. The truth of this reality is our hope. These people and the movement they are a part of are our hope for a sustainable future.

Once we let go of our resistance, open our minds and hearts, and learn anew our fear and humiliation turn to hope and excitement for a more highly developed human being that is at one with all living beings. We assume our role as steward of the planet and identify with life itself instead of our little corner of life. This is a humility born of awe and wonder at life s creative processes and nature s power.

Humility gives us the perspective that spiritual values and character building are desirable in and of themselves. External symbols of power lose their appeal. Our thoughts become clear. Our authenticity begins to come forth, to tell the truth takes on a new importance, and doing what is right when no one is looking takes on new meaning. We hold ourselves responsible for what needs doing. We find our own direction from within.

And we forgive ourselves and others for none of us has completed our personal work. We hold our newly formed beliefs firmly but always realize that there will be more new insight and knowledge and that we might be wrong. This mindfulness will keep us open to new insights. Our journeys are never complete.

Our responsibility to life requires a strength and determination beyond, perhaps, any asked of us human beings before in our brief history. We find that strength and determination in the power of our personal purpose, our vision for the future, and our core values. They provide the constant as we navigate a sea of chaos, turmoil, uncertainty, and accelerating change. The life force that permeates our purpose, vision, and values is our fundamental belief in something greater than ourselves.

Our evolution requires that we exorcise from our souls those aspects of ourselves that are destructive to life and life s natural dynamics and accept aspects of ourselves long denied. We become willing to do the work to remove our false and excessive pride. We move beyond the ego that got us to where we are and now obstructs our further development. We surrender to our powerlessness and seek ways to evolve ourselves, support one another, and heal our planet. Our motivation is powerful, and we pay whatever price is necessary to grow for the cause is great.

If we recognize the immensity of the challenge, we cannot help but be reverent. From that recognition, we find our courage to contribute our authenticity for the betterment of the whole. We become a servant and place the spiritual development of others and the recovery of the planet ahead of our personal and material desires. Materialism is not anyone s true purpose for living. This world of our authenticity is the world we are at home in.

We have much work to do to recover from the excesses of our earlier development. We cannot sit around and act helpless all day. For while we are not in control, we can make choices and, by our actions, influence life. We must seize the moment and take action. Within the context of our humility and powerlessness, we fight with unstoppable determination for the life and integrity of our planet, our species, and all other forms of life. With self-discipline and the knowledge that we take our actions with us into eternity, we confront the enemies of the true self, stand up to those things that are cruel, abusive, damaging, and discouraging and challenge injustice and oppression.

As leaders we quit the cowardly act of trying to lead from the rear and step forth into the unknown. We realize that we know little about the true nature of people, leadership, and organizations, and we become learners. We learn to listen and ask questions. We quit shooting the messenger. We apologize when we are wrong. We give credit where credit is due. We let go of control and let others lead when their talents are called for. We accept others as they are and let them grow in their own ways. We step out of the spotlight and let it shine on others. We take genuine pleasure in the success of others. We find that we care about others. We realize that great leaders are first good people who embrace and integrate their feminine, masculine, and shadow sides.

New leaders are not without anger. Their anger is forceful disapproval of lies told, trust betrayed, innocence violated, reality denied, power abused, and incompetence rewarded. They don't turn indifferent or deny their anger and become sadistic and abusive. True leaders engage their anger and use its energy to empower themselves and free others. The new leaders are ecological warriors.

The new leaders take responsibility and confront squarely the genuine problems enterprises face today: incongruent thought processes, problems of vision and values, the management of change, issues of mediocrity and organizational capacity, questions of sustainability, the truth of leadership capability, and matters of responsibility and accountability.

We say goodbye to the old ways of control and domination. We reject addictive and compulsive thought systems. We begin to cooperate and align our intentions with natural processes. We open communication with our higher power and feel the spiritual energy within us. We find the spiritual courage to live our values and purpose in relationship with like-minded people. We live a spiritual life. We step out of our self-absorption, increase our awareness, and make our unique and special contribution. We are strong yet supple. We have a true and eccentric heart that creates a powerful legacy. This is authentic power. This life gives us the inner security we seek. This is a higher level of leadership.

The New Leaders Part I

by Tom Heuerman, Ph.D.

Jobs Vacancy, Employment, Employment Jobs

Tenneson is a deep thinker in Orem, Utah. He is a kind soul with a giving spirit. With steely resolve, he struggles mightily to live his life according to the new things he learns from his studies. He is helping people around the world to learn to lead in new ways. Tenneson teaches me to think in new ways.

Bethe is an artist in Kennebunkport, Maine. She is a creative writer, brilliant musician, and a friend to all. She lives simply, has adventure after adventure, and guides middle-aged learners through their Ph.D. programs as they live their passions. Bethe teaches me how to live creatively.

Richard is a retired corporate executive in Niagara Falls, New York who transformed his leadership style late in his career. He moved from a mechanical approach to managing to leadership focused on relationships with spectacular business results. Today he shares what he learned with others. Richard teaches me how men become human beings.

Tenneson, Bethe, and Richard do not know one another, but they have much in common. They are everyday people living anything but everyday lives. They live their beliefs. Each is part of a movement numbering in the hundreds of millions of people--a movement of awakening that is changing the world. Born of a deep systemic need for authenticity this movement emerged in the 60's, with personal moments of authenticity by women and men who refused to live divided lives.

This movement represents the reassertion of the human spirit and offers hope and light to the discouragement and darkness of so much of today's reality. Our five senses matter again and ethics, spirit, values, quality, and consciousness reassert themselves. The threats to our world and our humanity bring forth resolve and courage that are strengthened by the resistance of those invested in and clinging to the status quo. Millions are choosing authenticity over conformity.

Authors Paul H. Ray and Sherry Ruth Anderson named this group that is changing the world "The Cultural Creatives." Since the 1960's, 26 percent of the adults in the United States--50 million people--have shifted their worldview from a mechanical philosophy of life to an ecological worldview.

Separate research suggests at least as many Cultural Creatives across Europe as in the United States. I believe this movement knows no national boundaries as it was born of the convergence of life's desire to evolve itself and the earth's need for conscious and intentional change if our planet is to be sustainable. The leadership our world needs is emerging from this movement.

These enlightened and evolved people believe in altruism, idealism, and activism. They value authenticity and self-actualization. They take action and are nonlinear learners. They think globally and are spiritual. They reject the wisdom-less dominant culture of materialism, paternalism, social inequity, and are critical of large institutions and government. They are raising the moral standards of our time.

These people are ecological thinkers who are aware and mindful. They detect patterns and surface and examine deep unconscious beliefs. Like a tracker, an ecological thinker practices " . . . intermittent attention, a constant refocusing between minute detail and the whole area around it, between the track and the whole pattern of the woods" (Tom Brown Jr. "The Tracker"). The mind that can see the individual track and the pattern of the woods is a new mind.

These consciously evolving people understand that life is relationships in process, transformed constantly by information and connections, influenced by all and controlled by none. They are creative people who integrate intuition with rational thought. They reject either/or solutions and seek to optimize systems through creative both/and thinking. These are the people who will transform our organizations or leave them and bring forth new and sustainable forms of leadership and organization. They are the leaders for the times in which we live.

Most of us were not born to these values and skills. Some make a conscious choice to live and lead in new ways. They are the courageous ones. They risk loneliness and being marginalized. They face their critics--inner and external--and stay the course and stay in the questions of our times. Those who do not make this choice lie to themselves about the realities of life today.

This psychic reorientation to an ecological worldview requires courage, service, sacrifice, and intellectual vigor. If we wish to join this movement, we must see reality as it is, we must examine our beliefs, our values, our sense of purpose, and our impact on all forms of life. We let go of what is safe and comfortable. We proceed into the unknown and trust in our ability to learn and adapt. Not knowing is a constant companion as we find our way out of the abyss and into the light of a new truth and vast potential. Slowly we learn to live anew according to our values and our new interpretation of what is real.

New principles to live by emerge for us. My principles serve as lenses to experience life through:

1. I can only control my own choices,
2. I believe in something greater than myself,
3. I live my deepest authenticity,
4. I am honest with myself about myself,
5. I share myself with another person,
6. I take action,
7. I choose a life of service,
8. I am aware of my impact on others,
9. I revere all living things,
10. I reflect on my actions,
11. I communicate with that which is greater than I,
12. I share my learning with others.

The reward of this hard work is a shift of thinking, understanding, feeling, being, and behaving that is internalized and endures. Then, for leaders, instead of relying on mindless, mechanical formulas for meaningless change, aware leaders will be in a position to utilize their wisdom, maturity, and judgment to do the appropriate thing, in the right way, at the right time, to fit the unique reality of their organization. This journey within is the personal intellectual, psychological, and spiritual shift of consciousness people must make if they want to lead sustainable organizations in a sustainable world.

The leaders who emerge from this movement are men and women of character and courage. They are servants who can set the direction, live their values, hold others accountable, guide others through change, teach and create meaning.

Only authentic leaders who have a solid inner identity of vision, values, and purpose with integrity interwoven consistently throughout are qualified to lead in today's world. Less substantial leaders will falter and collapse under the pressure of constant change. These new leaders will unite under a shared purpose: to save the world by creating sustainable organizations, a sustainable global economy, and a sustainable planet for future generations to enjoy.

However, there may not be time to let the organic processes of a movement and of personal transformation follow their natural course. The ecological crisis requires an acceleration of natural processes--a conscious and sustainable acceleration of human social evolution without harming life in the process. We must see reality as it is, develop a powerful vision for the future, learn to manage massive change, and develop trust in others so self-organization and other natural dynamics of life can burst free from repression and emerge in full creativity.

We cannot look to most traditional sources for leadership. They represent the status quo. Tenneson, Bethe, and Richard represent the values that will transform our world. Those who share their values need to take action to connect with others, to develop a sense of community, to make our personal issues public issues, and to weave our lives, learning, and work into the economic system so the movement can be sustained. We need to become aware of and use our power to bring about life-sustaining change.

Career Transitions: Hints for Coping with Job Loss

by Beverly Baskin, Ed.S, MA, LPC, MCC, NCCC

Jobs Vacancy, Employment, Employment Jobs

Being out of work is not a fun experience for most of us and can be emotionally harmful and even dangerous for some people. According to the Social Adjustment Scale by Holmes, job loss is one of the top three stressors in a person's life. If we understand the psychology of job loss, we usually have an easier time adjusting to it and moving on with our lives.

People often have feelings similar to those of grieving or mourning the loss of a loved one, or the loss of any meaningful relationship in their lives. As author Michael Farr points out in his book, The Quick Job Search, when we loose a job, grief doesn't usually overwhelm us all at once; it usually is experienced in stages. The stages of loss or grief may include:

Shock -- you may not be fully aware of what has just happened. Denial -- usually comes next; you cannot believe that the loss is true. Anger/shame -- often follows; you blame (often without cause) those you think might be responsible, including yourself. Depression -- may set in some time later, when you realize the reality of the loss. Acceptance -- is the final stage of the process. You come to terms with the loss and get the energy and desire to move beyond it.

Michael Farr feels that the acceptance stage is the best place to be when starting a job search, but we might not have the luxury of waiting until this point to begin your search. Knowing that a normal person will experience some predictable "grieving" reactions can help us deal with our loss in a constructive way.

It is important to realize that every person has his or her own timetable as to when they reach the stage of acceptance. People go through a roller coaster ride of emotions in no particular order, and at different times of the job search process. The important thing to remember is that all of these feelings are normal and part of the grieving process associated with any type of loss. If you are wondering what is "normal" in terms of your emotions, or you are having emotions that are taking a toll on you or your family, you may want to discuss your feelings with a professional counselor.

Choices Regarding Re-employment Think about your ideal job and remember that abilities + enjoyment = Strengths. You really have four choices regarding you new job. They are:

• Same Job, Same Industry
• Same Job, Different Industry
• Different Job, Different Industry
• Owning Your Own Business

Explore how your present interests and abilities intersect with the current marketplace. With the concept of lifelong learning taking place in the workplace and the introduction of long distance learning on the Internet, people in all age groups have a chance to retrain. Many of the new skills do not require years and years of extensive schooling. There are several 3 to 18 month courses that constitute excellent retraining opportunities in data processing, computer repair, network engineering, allied health professions and other fields.

How to find a Job in Less Time When speaking to potential networking contacts, instead of asking for a job, try to ask for help and suggestions. In this way, even if there aren't any jobs available in the company, the person can help you by giving you the names of two or three people that he or she knows. Think of at least 50 contacts and ask for their help and advice regarding your job search.

A contact is someone who knows a lot of people, not necessarily someone who is in your industry. A contact is a friend, neighbor, doctor, dentist, travel agent, etc. Research has shown the people joining employment support groups find jobs one-third faster than those candidates doing it alone.

Job search can be very isolating. Seeking out the support of warm, caring individuals, and those who are in the same "place" as you can be very comforting, and you can share networking contacts with others. Support groups draw on everyone's knowledge and life experience to help all the members of the group. It is really the perfect example of giving and receiving. The National Business Employment Weekly has a list of local employment support groups by State in the "Activities" section" . This national newspaper can be found at bookstores, newsstands and libraries.

Set small, reachable goals for yourself. Try using this metaphor: don't think about getting from A to Z. It is too overwhelming. Think about getting from A to B, B to C, etc. Each time you reach a small goal that you set for yourself (like networking with five people each day) you are moving closer to the end goal of Z when you land your job!

Send a thank you note after an interview. Besides being courteous, a thank you note will give you a chance to recap the highlights of the conversation. It becomes an excellent selling tool.

If you want to talk with a hiring authority on the telephone, (other than Human Resources) you might have a better chance of speaking with him or her if you call before 9 AM or after 5 PM. Key decision-makers are usually in their offices by 7:30 am, and at that time of the morning, they pick up their own phones. There is a good chance that they will be more receptive to informational calls before the workday begins.

Think positive and affirm your strengths and assets. Examine your track record of achievements in former jobs and in other areas of your life. Write them down. Remember to be good to yourself. Exercise, eat right; try to put "balance" into your personal life.

You will survive this transition, and perhaps you might obtain a higher paying position. Looking back at it, many people say that losing a job was the best thing that ever happened to them. It gave them the opportunity to start fresh and obtain a position in an industry that really sparked their interests and enthusiasm. One of my clients recently told me: "After I lost my job, I reassessed some of my values. I realized that my job was only one part of my life, it wasn't my whole life."

Bioinformatics Careers

By John Edwards

Jobs Vacancy, Employment, Employment Jobs

"Bioinformatics is a science that brings together biology, computer science, and information technology to study crucial knowledge gaps in the life sciences," explains Reinhard Laubenbacher, a mathematics professor and deputy director of education and outreach at Virginia Tech's Virginia Bioinformatics Institute in Blacksburg, Virginia. Only a decade or so ago, bioinformatics was a relatively new discipline. Today, bioinformatics specialists are an integral part of the life sciences landscape, making key contributions to bioengineering and biomedical research in both the academic and private sectors.

In general terms, bioinformatics describes any use of computers to handle biological information. "What almost all bioinformatics has in common is the processing of large amounts of biologically-derived information, whether DNA sequences or breast X-rays," says Vincent Grasso, an adjunct professor of chemistry and chemical biology at the Stevens Institute of Technology in Hoboken, New Jersey. "The bioinformatics-enabled protein biomarker discovery, for example, will enable the development of safer and more effective drugs, targeted therapies, and molecular diagnostics."

Exciting Times

According to a 2008 study by London based research firm Business Insights, the bioinformatics market will grow at a compound annual growth rate (CAGR) of 23%, reaching $4.5 billion by 2011 (compared with $1.6 billion in 2006).

Jean Peccoud, an assistant molecular biology and bioinformatics professor at the Virginia Bioinformatics Institute, says that despite the terrible global economy, this is an exciting time to launch a bioinformatics career. "Biology is moving at such a pace that promising new research areas and disciplines continue to form and be shaped," Peccoud says.

Synthetic biology, an attempt to adapt engineering methods to the development of biological systems meeting user-defined specifications, is one of many bioinformatics disciplines showing signifi cant promise. "Gene synthesis makes it possible to fabricate any genome we can dream of," Peccoud says. "This is just one example of some of the more recent opportunities for students and researchers looking to work across different disciplines."

Laubenbacher notes that the demand for bioinformatics experts is currently strong and will continue growing. "The needs for a quantitative approach to biology are burgeoning, which means a signifi cant increase in opportunities for students and researchers with the right training," he says. "To take one example, new technologies for genome analysis, such as next-generation highthroughput sequencing methods, are creating ever-new challenges for the bioinformatics research community due to the large amounts of high quality biological data that can be produced rapidly." He adds that along with continuing rapid advances in biological and medical technology, there will be continued demand for bioinformaticians, especially those with strong training and experience in biology.

Planning a Career

The first step in planning a bioinformatics career is earning the necessary academic credentials. "Bioinformatics is offered as a graduate degree," says Attiula Attygalle, a research professor of chemistry at Stevens. "If you want to go in that direction you should have a good background in statistics and mathematics and some basic knowledge of biology and chemistry," Attygalle suggests.

"Bioinformatics is a science that brings together biology, computer science, and information technology to study crucial knowledge gaps in the life sciences," explains Reinhard Laubenbacher, a mathematics professor and deputy director of education and outreach at Virginia Tech's Virginia Bioinformatics Institute in Blacksburg, Virginia.

A solid mix of elective courses in computer science, as well as advanced topics in biology, chemistry, and statistics are also required in order to obtain an advanced degree, such as an M.S. or Ph.D. "As the discipline of bioinformatics becomes more technically orientated, those profi cient within the realm of computer science have the best chance to excel," Gallo says.

"Over the past several years, many universities have launched full degree programs in bioinformatics," says Linda Kirsch, owner of Kirsch Executive Search, a consulting and career coaching company located in San Carlos, California. "These programs offer a strong mix of computer science and molecular biology," she says. "There are also a number of certificate programs that prepare students in many of the methods used by bioinformatics [employers]," Kirsch adds.

Graduates with bioninformatics degrees, or who have received certifi cation in the fi eld, can expect to find employment in a variety of different health-related areas. Attygale notes that employment opportunities are available in the pharmaceutical industry and, to a lesser extent, in agriculture. "One can also...find employment in hospitals to analyze data on how people should be treated, or to gather statistical data," Attygalle says.

Laubenbacher notes that grads interested in teaching and basic research can also find a niche in bioinformatics. "Job opportunities range from positions at academic research institutions to medical schools and the biotechnology and pharmaceutical industries," he says.

Future Directions

Tech grads planning a bioinformatics career need to be aware of potential competition that's now approaching the field from the scientific and medical communities. "Many selftaught bioinformatics experts are biophysicists—scientists that became computer experts or computer scientists that became interested in biology," says Kirsch. She notes that these individuals are "an interesting breed," spanning the gap separating computer science and biological research. "They live between the fields in a space of their own," she says.

Bioinformatics is a demanding and rapidly evolving market that requires its participants to stay on top of a never-ending string of complex new developments. "Probably the most important trend in modern biology is the increasing availability of high-throughput (HT) data," Gallo says. The earliest forms of HT were genome sequences and, to a lesser degree, protein sequences. Now, however, many different forms of biological HT data are available via automated or semi-automated experimental systems. "This data includes gene expression data, protein expression, metabolomics, mass spec data, imaging of all sorts, protein structures, and the results of mutagenesis and screening experiments conducted in parallel," Gallo says. To gain biological meaning from an increasing quantity of diverse data will require legions of new bioinformatics experts. Ultimately, bioinformatics requires all who enter the field to expect the unexpected and to ride an information wave that promises to benefit the entire world. "There are many directions we can go with these [bioinformatics] techniques," says Kirsch. "We will sequence more genomes faster then ever before, generating more data than ever imagined and at prices that will become affordable enough to be considered on a personalized medical basis.