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As a Job Seeker Look for Your Tribe

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If you’re having a tough time with your job search, I guarantee it’s because you’re trying to fit yourself into companies where you don’t belong.

The advice I give most often to jobseekers: “Search for your tribe!”

Years ago, my wife was working for a printing company. A colleague was describing a party he had attended during the weekend. The people in attendance didn’t feel right, thus he didn’t stay long. He then said, “I always go where I’m celebrated, not merely tolerated.” What a great mindset to have!

I believe much of our mental anguish, frustrations, unhappiness, and failures stem from trying to “fit in.”

We’re desperate to hear:

  • “We want you.”
  • “Please join us.”
  • “We like you.”
  • “You’re who we need.”
  • “We love you.” (the ultimate heart-tugger)

 

Seeking employers who’ll most likely accept you, where you’ll feel you belong, will expedite your job search; you may even hear the above-mentioned words.

Making finding where you belong a priority is the best compass a job seeker can use. Don’t look for a job. Instead, look for where you’ll be accepted. Think: “I’m not looking for a job; I’m looking for my tribe!”

 

Envision you’re joining a group that makes you feel you’re one of them (e.g., community theatre, professional organization, church, car club, soccer team). Being part of a group of people who share your values and interests, who welcome you into their circle, who when they say “we” mean you also is a good feeling.

Joining a company is the equivalent of joining a group.

Work takes up a significant chunk of your time. It makes sense to ensure your workplace embraces your individualism, age, gender, values, and beliefs—that it’s a place where you can be yourself rather than always trying to belong.

From personal experience, the extra mental load of trying to “fit in” created stressors resulting in anxiousness when arriving at work, coming home frustrated and angry, and having trouble sleeping. Sound familiar? It wasn’t the job, but the atmosphere and conditions I was trying to mold myself into that were causing these mental torments. During my working hours, my internal dialogue revolved around trying to convince myself that my experience was typical of all employees. After all, I wasn’t at work to have fun—I was there to work.

Eventually, I started to realize my approach wasn’t working for me. So, I asked myself: What do I want to be accepted for? (age, gender, affiliations, values, beliefs, skills). Answering this question required soul searching.

If you’re more comfortable working for a female boss, so be it. If you want to be surrounded by Millennials because you feed off their energy, so be it. Who has the right to judge you if you get along better with people who are politically conservative? Are you more at ease dealing with people of your cultural background—who isn’t?

The difference between feeling like you’re the only freak show at the circus versus feeling like you’re sitting right at the heartbeat of where you’re meant to be is the people you surround yourself with.

There’s an enormous benefit that comes with searching for workplaces where you won’t need to constantly spend your energy trying to fit in; you’re job-hunting with a purpose beyond simply trying to secure a steady paycheck.

Being a fit is at the core of every hiring process. When you get to the formal interview stage, it’s because you have the qualifications to do the job; otherwise, you wouldn’t be interviewed. The hiring manager is interviewing you to gauge if you’ll be a fit. Since being a fit, is a 2-way street, use the discussion to gauge if you’re a fit. At the end of the day, only you know you and what works for you.

Finding your tribe boils down to being honest with yourself about the kind of people, conversations, connections, and social interactions that feed your soul and, therefore, where you’ll do your best work.

On a parting note, not being a fit, either early in your employment or down the road, is the number one reason employees are fired. Don’t underestimate the correlation between being a fit and your employment longevity.

______________________________________________________________

 

Nick Kossovan, a well-seasoned veteran of the corporate landscape, offers unconventional real-world advice on searching for a job. You can send him your questions at artoffindingwork@gmail.com.

Business

Roots sees room for expansion in activewear, reports $5.2M Q2 loss and sales drop

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TORONTO – Roots Corp. may have built its brand on all things comfy and cosy, but its CEO says activewear is now “really becoming a core part” of the brand.

The category, which at Roots spans leggings, tracksuits, sports bras and bike shorts, has seen such sustained double-digit growth that Meghan Roach plans to make it a key part of the business’ future.

“It’s an area … you will see us continue to expand upon,” she told analysts on a Friday call.

The Toronto-based retailer’s push into activewear has taken shape over many years and included several turns as the official designer and supplier of Team Canada’s Olympic uniform.

But consumers have had plenty of choice when it comes to workout gear and other apparel suited to their sporting needs. On top of the slew of athletic brands like Nike and Adidas, shoppers have also gravitated toward Lululemon Athletica Inc., Alo and Vuori, ramping up competition in the activewear category.

Roach feels Roots’ toehold in the category stems from the fit, feel and following its merchandise has cultivated.

“Our product really resonates with (shoppers) because you can wear it through multiple different use cases and occasions,” she said.

“We’ve been seeing customers come back again and again for some of these core products in our activewear collection.”

Her remarks came the same day as Roots revealed it lost $5.2 million in its latest quarter compared with a loss of $5.3 million in the same quarter last year.

The company said the second-quarter loss amounted to 13 cents per diluted share for the quarter ended Aug. 3, the same as a year earlier.

In presenting the results, Roach reminded analysts that the first half of the year is usually “seasonally small,” representing just 30 per cent of the company’s annual sales.

Sales for the second quarter totalled $47.7 million, down from $49.4 million in the same quarter last year.

The move lower came as direct-to-consumer sales amounted to $36.4 million, down from $37.1 million a year earlier, as comparable sales edged down 0.2 per cent.

The numbers reflect the fact that Roots continued to grapple with inventory challenges in the company’s Cooper fleece line that first cropped up in its previous quarter.

Roots recently began to use artificial intelligence to assist with daily inventory replenishments and said more tools helping with allocation will go live in the next quarter.

Beyond that time period, the company intends to keep exploring AI and renovate more of its stores.

It will also re-evaluate its design ranks.

Roots announced Friday that chief product officer Karuna Scheinfeld has stepped down.

Rather than fill the role, the company plans to hire senior level design talent with international experience in the outdoor and activewear sectors who will take on tasks previously done by the chief product officer.

This report by The Canadian Press was first published Sept. 13, 2024.

Companies in this story: (TSX:ROOT)

The Canadian Press. All rights reserved.

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Talks on today over HandyDART strike affecting vulnerable people in Metro Vancouver

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VANCOUVER – Mediated talks between the union representing HandyDART workers in Metro Vancouver and its employer, Transdev, are set to resume today as a strike that has stopped most services drags into a second week.

No timeline has been set for the length of the negotiations, but Joe McCann, president of the Amalgamated Transit Union Local 1724, says they are willing to stay there as long as it takes, even if talks drag on all night.

About 600 employees of the door-to-door transit service for people unable to navigate the conventional transit system have been on strike since last Tuesday, pausing service for all but essential medical trips.

Hundreds of drivers rallied outside TransLink’s head office earlier this week, calling for the transportation provider to intervene in the dispute with Transdev, which was contracted to oversee HandyDART service.

Transdev said earlier this week that it will provide a reply to the union’s latest proposal on Thursday.

A statement from the company said it “strongly believes” that their employees deserve fair wages, and that a fair contract “must balance the needs of their employees, clients and taxpayers.”

This report by The Canadian Press was first published Sept. 12, 2024.

The Canadian Press. All rights reserved.

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Transat AT reports $39.9M Q3 loss compared with $57.3M profit a year earlier

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MONTREAL – Travel company Transat AT Inc. reported a loss in its latest quarter compared with a profit a year earlier as its revenue edged lower.

The parent company of Air Transat says it lost $39.9 million or $1.03 per diluted share in its quarter ended July 31.

The result compared with a profit of $57.3 million or $1.49 per diluted share a year earlier.

Revenue in what was the company’s third quarter totalled $736.2 million, down from $746.3 million in the same quarter last year.

On an adjusted basis, Transat says it lost $1.10 per share in its latest quarter compared with an adjusted profit of $1.10 per share a year earlier.

Transat chief executive Annick Guérard says demand for leisure travel remains healthy, as evidenced by higher traffic, but consumers are increasingly price conscious given the current economic uncertainty.

This report by The Canadian Press was first published Sept. 12, 2024.

Companies in this story: (TSX:TRZ)

The Canadian Press. All rights reserved.

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