Jobs for Felons - Jump Start Your Search for Felon Friendly Jobs With Free Help From the State

Jobs for felons are not easy to find in the current economic condition. One way for an ex-con to get assistance is to visit or call the state employment office. Each state has a slightly different name (for example, "Department of Workforce Services" or "Agency for Workforce Innovation") but the services they provide are mostly the same. They have thousands of jobs listed in their database and they should be able to help you on the road to finding jobs for felons.

All of these government employment offices have their own website where jobs for felons are listed and job seekers can simply upload their resume or apply right away for those jobs. However, this is a rather inefficient approach since you will not know from the job listing on the website whether or not these are companies that hire felons.

It's better to call or visit the employment office and ask them for assistance in finding job opportunities for felons. When you call or visit their office, just be honest about your situation. Each year around 650,000 people are released from state and federal prisons in the U.S. so your situation is hardly unique. The state employment office will have at least one person who will know which employers offer felon friendly jobs.

Jobs for Felons - Jump Start Your Search for Felon Friendly Jobs With Free Help From the State

Although most of the jobs for ex felons that are offered will probably not be very good ones, this is still a good starting point if you are willing to work from the bottom up.

While you are there you should also ask about government programs in your state that are in place to help you reenter the labor force and locate jobs for felons. They may also have information about non-government resources for felons such as church-based groups and other non-profit organizations that are active in your area. This can be a great resource in finding employment for felons.

To give an example of one such program, the Center for Employment Opportunities (CEO) is based in New York City. Its Neighborhood Work Project provides immediate employment opportunities to work releases, felons and ex-convicts while its Vocational Development Program assists them in preparing for long-term careers for felons. CEO reports that within two to three months, more than 65% of participants are placed in full-time jobs.

Job hunts can be really frustrating and oftentimes you might want to give up. Try to stay focused and positive and make the most of whatever resources are available to you. There is help out there and a good place to start looking is with your state in searching for jobs for felons.

Jobs for Felons - Jump Start Your Search for Felon Friendly Jobs With Free Help From the State
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And now I'd like to offer a Free Report on the Top 10 Jobs for Felons, just click here: Jobs for Felons

We offer more tips, tools and training at http://www.JobsforFelons101.com

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Life Expectancy For Leukemia

Leukemia is cancer of the white blood cells. The bone marrow produces uncharacteristic white blood cells that do not function properly. These white blood cells eventually crowd out normal white blood cells, red blood cells, and platelets. One blood cell of a person suffering from leukemia goes awry and the body produces large numbers of this cell. In most cases the cell that goes awry is the white blood cell. There are four main types of leukemia. These vary on the type of white blood cell affected and the speed of progression. Acute lymphoblastic leukemia (ALL), acute myelogenous leukemia (AML), chronic lymphocytic leukemia (CLL) and chronic myelogenous leukemia (CML) are the four main types. Life expectancy of a patient suffering from leukemia varies from one type to another.

The medical fraternity's understanding of and ability to treat leukemia has developed considerably in recent decades. In 1960, the 5-year survival rate for all types of leukemia was about 14%. It has now increased to about 50%. Children suffering from leukemia have a higher life expectancy rate, while people over the age of sixty have a comparatively lower life expectancy rate. The two main forms in which leukemia can be broadly termed are chronic and acute. Acute leukemia means that the disease grows rapidly and the usually life expectancy without treatment varies from a few weeks to a few months. Chronic leukemia, however, progresses gradually and with the appropriate cure, life expectancy can be up to 20 years or more after the onset of sickness.

Life expectancy of patients depends on the different factors such as health, age of the patient, severity of the disease, and treatment provided. While the life expectancy amongst ALL and AML is short due to its rapidly progressing nature, life expectancy amongst CLL and CML extend from three years to twenty years.

Life Expectancy For Leukemia

Over the years statistics have shown that life expectancy among people suffering from leukemia has grown considerably. This increase can be attributed to advanced studies and research. Innovation and invention of new and effective treatment procedures have also contributed to such an increase.

Life Expectancy For Leukemia
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Leukemia provides detailed information on Leukemia, Leukemia Symptoms, Childhood Leukemia, Leukemia Treatments and more. Leukemia is affiliated with Social Security Disabilities.

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4 Strategic Planning Tools For Business Model Innovation and Business Strategy Design

There are strategic planning tools for pretty much any objective a business executive can conceive of. However, for managers and entrepreneurs wishing to innovate their business model, it can be challenging making the leap from conventional thinking to the sort of creative but realistic thinking from which the next generation of sustainable profits can develop.

Knowing the types of tools you can use for various kinds of business strategy tasks can you get far more innovative results from your strategy development sessions while cutting the time it takes to arrive at good business models.

Tools for Mapping and Dominating Uncontested Market Spaces

4 Strategic Planning Tools For Business Model Innovation and Business Strategy Design

1. Strategy Canvas

The Strategy Canvas is a tool first introduced in the book, "Blue Ocean Strategy" by W. Chan Kim and Renee Mauborgne. It is a chart that plots the positions of business competitors relative to the factors important to the customer marketplace. The horizontal axis plots the factors of competition (hopefully established through customer knowledge), and the vertical axis plots the degree of offering or service level.

Using this chart differences between current and potential business competitors can be graphically portrayed. The primary point of the strategy canvas is to illustrate divergence between market and business strategies as it relates to customer needs. By using a strategy canvas, you can create a new value innovation that breaks the conflict between low cost and differentiation - the heart of blue ocean strategy.

The strategy canvas is also a great tool for USP development.

2. Strategic Control Point Index

This is a tool used to assess the level of strategic control a business has in its industry relative to competing businesses and organizations. It was best articulated by management consultant Adrian Slywotzky in "The Profit Zone" (a book which I highly recommend). The strategic control point index classifies these control points according to the level of "profit-protecting power" they confer to a business.

Simply put, it is a simple description of the path to monopoly power (or at least near-monopoly) in any business design. The profit protecting power of these strategic control points go from "None", "low", "medium" to "high". Some examples of strategic control points given by Slywotzky include:

10 to 20 percent cost advantage in commodity product (low) One-year product development lead (slightly higher, but still low) Two-year product development lead (medium) Brand, copyright (slightly higher, but still medium) Customer relationship ownership (High) String of superdominant market positions (Higher) Management of the Value Chain (Even higher) Standards Ownership (Highest)

3. 6 Paths Framework

This analytical tool is another from "blue ocean strategy" and masterfully gives strategists a way to think across the "six conventional boundaries of competition" to systematically construct new assumptions and stimulate product or business design breakthroughs. The idea is that one of these unconventional ways of looking at the competitive landscape may crack open a strategic breakthrough.

a) Look across industries - Compete with alternatives and substitutes for your product/service rather than those you think are your competition.

b) Look across strategic groups - Look at how your new strategy can be developed between the naturally assumed strategic boundaries in your industry.

c) Look across the chain of buyers - Consider how you can change the game by changing the defined "primary buyers.

d) Look across complementary products and services - Thinking about the whole system of your customer's typically solution (in which your current offering might be just a small part).

e) Look across functional or emotional appeal - Examine how you may be able to create a new value curve by adding emotion to a functionally oriented industry, or removing stripping out emotion and reducing a product or service to its functional core.

f) Look across time - Adjust your time horizon to a different point or cycle than is typical in the rest of your industry.

4. Business Design Matrix

The business design matrix is a great analytical tool that you can use to help understand and analyze "at a glance" the business models of your competitors. It is largely derived from the work of Dr. Adrian Slywotzky. The criteria across which you analyze your competitors as well as your own organization include:

Customer selection Profit Capture System(s) Differentiation / Strategic Control Scope of offerings and presence

These core four considerations provide a foundation for deciding marketing strategy - a foundation upon which a larger business strategy can comfortably rest.

4 Strategic Planning Tools For Business Model Innovation and Business Strategy Design
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Self Describing Skills - Key Strengths

You need to be the best you can at describing your best qualities; particularly your key strengths. In my coaching practice I generally, at some point, ask my client: "What are you good at?" purely as a means to establish if they have already thought through this most important question.

Some have, but more often they haven't and the answer usually involves lots of head-scratching, umms and arrhs and then quite often a monologue on what they're NOT good at!!

Your answer to this should be your key strengths statement which we talked about in personal marketing on my website - let me remind you.

Self Describing Skills - Key Strengths

A "Key Strengths" statement is a summary of your most powerful skills and attributes.

The Key Strengths statement
Highlights your most important skills and abilities Differentiates you from others Avoids generalisations Provides examples of your achievements Spoken naturally should take no more than two minutes

Of course at interview, the question may take many different forms:

"What are your main strengths?"

"why should we hire you?"

"what do you think makes you the best candidate?"

"convince me you're the right person for us"

"how do your skills match our particular needs?"

As with all your Presentation Statements it should be so well rehearsed that it sounds completely spontaneous.

This example I've given you here should get you thinking so give your Key Strengths statement some thought now.

"I have very good communication skills; I work well either leading or being part of a team and I am self-motivated and capable of working on several tasks at once.

As a leader of small teams I involve people in the decisions so that they feel involved and ensure they have the opportunity to contribute to tasks facing the team. I manage the information, plan and organise and make the decisions as required.

With my strong communication skills, I have been able to motivate the staff to higher standards of performance meaning we have also helped our profits figures through increased sales and tighter cost-control.

Alongside this I have encouraged innovation and my team has produced several very good ideas for new products, services and markets. As an example the new widget has taken off in Eastern Europe and is contributing 7% of profits in less than 18 months.

Most importantly I actively seek to develop members of my team for their own careers sake but also for the future of the business itself. This means I also look for personal development opportunities to ensure my skills are kept up to date."

If you refer to the sample CVs and resumes page on my website, sample resume #1 is for a Chief Engineer. The Key Strengths statement from him might go like this:

"I have very good communication skills and work across all departments to ensure that issues are identified and practical solutions are prepared. Coupled with my project management skills and my hands-on leadership style I am able to consistently deliver and commission projects on time and to budget.

I am focused on internal and external customer's needs, rather than purely functional needs and I apply specialist skills in continuous improvement and world class manufacturing to increase efficiency, reduce waste and losses due to downtime.

As Chief Engineer I have initiated and managed strategic change programmes and implemented effective quality improvement programs all the way through to successful local level implementation. This has led to savings of £750k per annum and helps to maintain the position and financial strength of my employer".

These key strengths statements naturally answer many of the interviewers questions whilst being reassuring in content. You will find though, that they will create new questions for the interviewer, so be aware that you must be able to substantiate everything you claim.

Try working on your own statement using your own words and skills, blending them together to create a strong "key strengths" statement to meet your needs.

You'll be surprised how often you use this one!!

Self Describing Skills - Key Strengths
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Peter Fisher is a Career Coach and author of the popular http://www.Your-Career-Change.com - a website borne out of his passion for helping people discover their true career potential. It offers tips on career change, resume writing, cover letters and interview skills. Perhaps you have a passion or hobby you'd like to write about. Discover how to turn it into a profitable website like Peter has. Visit http://passion.sitesell.com/Careers1.html to learn more.

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What is Management?

Management is different from leadership but just as important. To understand the nature of management, we need to be clear how it differs from leadership. The first step in answering the question: "What is management?" is to understand the basic tasks of all organizations. Like any other species, an organization needs to take care of its immediate business of survival but it also has to evolve to ensure its fitness to cope with changes in the environment and the actions of competing species.

Management is the function that organizes the execution of today's business. Leadership is the evolutionary mechanism that changes organizations to prosper in tomorrow's world. Whenever a species or individual animal runs into obstacles, variations occur and new forms are selected from those variations. Leadership is a risk taking type of action that explores new frontiers and promotes new ways of behaving. It follows that, in a stable environment, good management is all that is needed to prosper; leadership in this context isn't required.

This portrayal is not the popular one where leadership means being the top dog in a group regardless of what's going on in the environment. Also, management has been cast on the rubbish heap since the late 1970's following the initial wave of Japanese commercial success in the West. We wanted a scapegoat for our failure to compete with the Japanese, and management was fingered for this role. Jack Welsh, Tom Peters and other gurus called for more leadership and an end to management, which they saw as stifling innovation. The reality was that a lack of competition created a complacent attitude AND lackluster management. It was the way management was practiced that was the problem, not anything to do with management as a function. We simply needed to upgrade management for a new reality.

What is Management?

Being hierarchical by nature and inclined to worship heroes, we tend to regard the person in charge of our group as a leader. But complexity demands specialization and executives need to perform multiple roles that depend on the unique demands of their situation. If their main function is to maintain quality, low cost and good customer service while motivating employees to perform to their potential, then they are performing the management function, not showing leadership.

Management is like investment. Managers have resources to invest - their own time and talent as well as human and financial resources. The goal or function of management is to get the best return on those resources by getting things done efficiently. This doesn't entail being mechanical. The manager's style is a contextual issue. With highly skilled and self-motivated knowledge workers, the manager can be very empowering. Where the workforce is less skilled or motivated, the manager may need to monitor output more closely. By saying that management is a function, not a type of person or role, we better account for self-managed work teams where no one is in charge. Managemenet simply makes the best use of all resources even when we manage ourselves. Hence management does not necessarily entail a dictatorial, controlling overseer. Skilled managers know how to coach and motivate diverse employees. Getting things done through people is what they do.

The aim of management is to deliver results cost effectively in line with customer expectations and profitably, in the case of commercial organizations. It is not only leaders who can be inspiring. Inspiring leaders move us to change direction while inspiring managers motivate us to work harder.

Management is a vital function thanks to the complexity of modern organizational life. The need to coordinate the input of so many diverse stakeholders, experts and customers requires enormous patience and highly developed facilitative skills. Excellent managers know how to bring the right people together and, by asking the right questions, draw the best solutions out of them. To facilitate well requires managers to work very closely with all relevant stakeholders.

By contrast, the leader can be a bit of an outsider. Like Martin Luther King, Jr. promoting desegregation on buses to the U.S. government from the sidelines, the leader can induce people to change even with no direct involvement or authority over the people who are needed to take the hoped for action.

Managers don't just keep ongoing operations ticking over. They also manage complex projects like making a modern movie or putting the first man on the moon. Leadership is only required to sell the tickets for the journey or to resell it periodically if resistance develops, but management drives the bus to the destination.

What is Management?
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See http://www.lead2xl.com for more articles like this one. Mitch McCrimmon has over 30 years experience in executive assessment and coaching. His latest book, Burn! 7 Leadership Myths in Ashes, 2006, challenges conventional thinking on leadership.

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